Perceived punishment and reward values of supervisor actions

Jones, Allan P.; Tait, Marianne; Butler, Mark C.

doi:10.1007/bf00991681

Cited by 11 publications

(9 citation statements)

References 15 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…When a formal rule has been violated, it will be more dif®cult for the recipient to deny responsibility. In addition, Jones et al (1983) suggested that formal rules may have more meaning to employees, and thus, punishment for violation of a formal rule may be more accepted. However, as Arvey and Jones (1985) pointed out, the differences between formal and informal rule violations have not been empirically studied.…”

Section: Discipline: the Recipient's Perspectivementioning

confidence: 99%

Recipient and observer reactions to discipline: are managers experiencing wishful thinking?

et al. 2001

View full text Add to dashboard Cite

SummaryA qualitative study of recipients' and observers' reactions to discipline events was conducted. Data from 123 recipient interviews and 46 observer interviews were content analyszed and categorized. Results showed that while both groups see positive results from discipline, recipients and observers may lose respect for the discipliner, and may develop negative attitudes toward the organization as a consequence of the discipline. They are also likely to perceive the discipline event as unfair, especially when discipline is applied for informal as opposed to formal rule violations.

show abstract

Section: Discipline: the Recipient's Perspectivementioning

confidence: 99%

Recipient and observer reactions to discipline: are managers experiencing wishful thinking?

et al. 2001

View full text Add to dashboard Cite

show abstract

“…The first point of contention is highlighted by Scandura and Dorfman (2004), who posit that the participative approach to leadership which is highly praised in Western cultures is often ineffective in Eastern cultures due to the conflict between individualism and collectivism ideologies intrinsic to these cultures. This divergence is further seen in other subtleties such as the extent to which a manager is perceived to listen carefully to his subordinates (Jones, Rozelle, & Chang, 1990). While this behavior is respected and encouraged in the West, Eastern cultures are dominated by this view.…”

Section: Literature Reviewmentioning

confidence: 99%

Cross‐cultural leadership adjustment: A strategic analysis of expatriate leadership at a British multinational enterprise

Rao‐Nicholson

Carr

Smith

2020

Thunderbird Intl Bus Rev

View full text Add to dashboard Cite

The current study examines the determinants of cross-cultural leadership adjustment (CLA) and explores any potential linkage with performance. CLA adaptions are observed using a sample of leaders from two cultural regions, the United Kingdom and Germanic-Europe, with expatriate experience at a British multinational enterprise (MNE) in seven different countries, including non-European nations. Using data from a single company in multiple regions helps to isolate the firm, industry and regional effects. We adopted mixed method approach to address the question on what mode of adjustment leads to better performance and the antecedents of CLA which leads to better work-performance. The results indicated that most expatriate leaders used the exploration mode of adjustment, under which both they and subordinates made substantial behavioral adaptations. This mode of adjustment addressing cultural differences had a positive impact on work-performance along with replication mode. Additional antecedents here, such as differences relating to hierarchy, decisionmaking and language/ communication, also impacted CLA.

show abstract

“…The reward/punishment is positive/negative outcomes based on tangibility, visibility, implied esteem, and long-term implications [17]. Each virtual community is unique and its growth or development could be unpredictable.…”

Section: B Criterion Analysis Of a Virtual Communitymentioning

confidence: 99%

Determining the sustainability of virtual learning communities in E-learning platform

Lai

2010

2010 5th International Conference on Computer Science &Amp; Education

View full text Add to dashboard Cite

The e-learning system might remove the limitation of learning time and space and offer more learning opportunities. Knowledge-based virtual communities formed in e-learning platform are collaborative groups developed for creating new knowledge. However, it is difficult to choose and introduce the appropriate virtual community, owing to characteristics of intrinsic ambiguity and lack of evaluating methods. In this paper, we propose a feasible appraising framework based on fuzzy AHP to decide the sustainability of various types of virtual communities under e-learning platform in university. To validate this framework, a case study was conducted to demonstrate the analysis processes and results. Data of pairwise comparison for fuzzy AHP were collected by questionnaires. The results indicate that the virtual community of group forum possesses highest priority, the next is course forum, and the lowest is online discussion forum. Thus, the instructors could allocate resource to develop various types of virtual community according to their priority.

show abstract

Perceived punishment and reward values of supervisor actions

Cited by 11 publications

References 15 publications

Recipient and observer reactions to discipline: are managers experiencing wishful thinking?

Recipient and observer reactions to discipline: are managers experiencing wishful thinking?

Cross‐cultural leadership adjustment: A strategic analysis of expatriate leadership at a British multinational enterprise

Determining the sustainability of virtual learning communities in E-learning platform

Contact Info

Product

Resources

About