Lateness as a withdrawal behavior.

Adler, Seymour; Golan, J

doi:10.1037/0021-9010.66.5.544

Cited by 104 publications

(58 citation statements)

References 28 publications

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“…Females without elementary school children were less likely to be late than females with elementary school children or males, regardless of family responsibilities. Moreover, consistent with other studies (Adler & Golan, 1981;Clegg, 1983;Hanisch & Hulin, 1990), the negative relationship between job satisfaction and lateness suggested that, after controlling for ability factors, a proportion of lateness behavior represented a response to an aversive work environment. Finally, the attitudinal variables were significantly related to lateness in the regression analysis and not in the correlational analysis, perhaps indicating the presence of suppression effects.…”

Section: Discussionsupporting

confidence: 82%

“…First, mixed support exists for the relationship between overall job satisfaction and lateness, with three studies reporting negative relationships (Adler & Golan, 1981;Clegg, 1983;Jamal, 1981) and three finding nonsignificant relationships (Farrell & Robb, 1979;Leigh & Lust, 1988;Rosse & Hulin, 1985). Second, of six studies reporting on the organizational commitment-lateness relationship, three (Angle & Perry, 1981;Blau, 1986, Clegg, 1983) reported significant negative relationships, one found positive relationships (Alvi & Ahmed, 1987), and two reported nonsignificant findings (Jamal, 1981;Rhodes & Steers, 1981).…”

Section: Work-related Attitudesmentioning

confidence: 96%

“…In fact, typically, lateness has been studied as one of a number of dependent variables; only five of the more than 30 studies that we located focused primarily on lateness as the dependent variable (Adler & Golan, 1981;Hermann, 1973;Leigh & Lust, 1988;Motley, 1926;Mueser, 1953). Moreover, the research that has been done has failed to study lateness in a comprehensive fashion.…”

mentioning

confidence: 94%

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Using the Steers-Rhodes (1984) framework to identify correlates of employee lateness

Bardsley

Rhodes

1996

J Bus Psychol

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ABSTRACT'. Based on a sample of factory workers, this field study examined correlates of employee lateness. The framework provided by Steers and Rhodes (1984) was used to identify variables related to voluntary and involuntary lateness. Both motivation and ability to be o.n time were found to be important determinants of lateness as well as joint moderators in explaining lateness. The negative job satisfaction-lateness relationship suggested that a proportion of lateness behavior represented a response to an aversive work environment.

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Section: Discussionsupporting

confidence: 82%

Section: Work-related Attitudesmentioning

confidence: 96%

mentioning

confidence: 94%

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Using the Steers-Rhodes (1984) framework to identify correlates of employee lateness

Bardsley

Rhodes

1996

J Bus Psychol

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“…satisfaction with the situation should be low. Given that the lack of satisfaction has been seen as a precursor to work withdrawal behaviors, such as turnover, absenteeism, and lateness (see, e.g., Adler & Golan, 1981;Hulin, 1990;Locke, 1976), it is likely that the positive effect of the good person-situation fit acquired through self-adjustment on situational commitment will not extend over a long period of time.…”

Section: Resultsmentioning

confidence: 99%

A Cognitive Dissonance Explanation of the Effect of Selfadjustment on the Relationship between Person-Situation Discrepancy and Situational Commitment

Watanabe

Hammer

2005

The Japanese Journal of Administrative Science

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This study examined whether the effect of person-situation discrepancy on situational commitment was moderated by a person's self adjustment to the situation . The unit of inquiry consisted of dyadic working relationships between supervisors and subordinates , where the supervisors represented significant situations for the subordinates . It was hypothesized that self-adjustment interacts with person-situation discrepancy to affect situational commitment negatively. Contrary to the prediction, the results showed that the sign of the interactive effect was positive, indicating that the negative effect of personsituation discrepancy on situational commitment became less pronounced for those subordinates who had gone through greater self-adjustment in interacting with their supervisors. The meanings of the findings and directions for future research are discussed .Keywords: self-adjustment; latent and manifest personality traits; person-situation discrepancy; situational commitment; cognitive dissonance.There are two major traditions of psychology-i. e., the personoligist school on the one hand, and the situationist school on the other (Murray, 1938). The personologist believes that behavior is trans-situationally consistent;and the situationalist believes that behavior is situation specific. Out of the long lasting and still lively debate emerged the interactionist paradigm as a dialectic resolution (Endler, 1982; Mugnusson & Endler, 1977).The basic tenet of this paradigm is that a person's From the distinction should follow a variety of unique research avenues. There are at least three . First, the distinction enables us to explore the psychological mechanism through which latent traits are manifested into actual behaviors. The interactionist perspective

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“…Organizational leaders have long considered lateness as a problem that necessitates monitoring and control (Adler & Golan, 1981;Blau, 2002;Koslowsky, Krausz, & Aizer, 1997;Motley, 1926). Lateness can be costly to organizations as a whole, considering that time is not only a personal resource of individual employees but time spent waiting rather than working also wastes organizational resources (e.g., Imai, 2012).…”

Section: Theoretical Backgroundmentioning

confidence: 99%

Well, Now What Do We Do? Wait . . .: A Group Process Analysis of Meeting Lateness

Lehmann‐Willenbrock

Allen

2017

International Journal of Business Communication

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Workplace meetings start late all the time for a number of reasons. When participants are kept waiting, this can be experienced as a drain of personal resources. In this article, we integrate perspectives from conservation of resources theory, individual goal setting, group problem solving, and temporal dynamics to derive predictions regarding individual attendees’ meeting experiences and behavioral group communication patterns under conditions of meeting lateness. We conducted an experiment using 32 student groups in which 16 groups started their meeting on time, while 16 started their meeting 10 minutes late. We found that late meetings were less satisfying than on time meetings. Using videotaped meeting interactions, we analyzed the group dynamics at the micro-level of conversational utterances. Controlling for meeting duration, groups in the lateness condition showed substantially less solution-focused communication overall, less idea elaboration, less in-depth problem descriptions, and fewer socioemotional support statements than groups who started on time. Furthermore, lag sequential analysis revealed distinctly different temporal communication patterns. We discuss research implications for understanding meeting experiences through a conservation of resources lens as well as practical implications for managing group communication processes in workplace meetings.

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Lateness as a withdrawal behavior.

Cited by 104 publications

References 28 publications

Using the Steers-Rhodes (1984) framework to identify correlates of employee lateness

Using the Steers-Rhodes (1984) framework to identify correlates of employee lateness

A Cognitive Dissonance Explanation of the Effect of Selfadjustment on the Relationship between Person-Situation Discrepancy and Situational Commitment

Well, Now What Do We Do? Wait . . .: A Group Process Analysis of Meeting Lateness

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