The impact of behavioral style assessment on organizational effectiveness: a call for action

McKenna, Mindi K.; Shelton, Charlotte; Darling, John R.

doi:10.1108/01437730210441274

Cited by 32 publications

(27 citation statements)

References 12 publications

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“…One potential problem was that the directions ask HR respondents to report on "your personal work style, " which may lead respondents to gauge the broader concept of work style (e.g., McKenna, Shelton, & Darling, 2002) rather than behaviors in the credibility domain. Second, we could locate no general or HR-specific definitions of credibility in this research, and there are no published empirical studies of the items and factor structures underlying the credibility dimensions.…”

Section: Notesmentioning

confidence: 99%

The importance of the employee perspective in the competency development of human resource professionals

Graham

Tarbell²

2006

Human Resource Management

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Recent specification of HR competencies has the potential to influence the professional development of all HR practitioners. It is possible, however, to master the competencies and still underperform. This disconnect may occur because current competency work reflects the perspective of top management clients of human resources to the neglect of the employee perspective. In addition, competencies have become linked so tightly to firm outcomes that normative influences in competency development are lost. To think through these issues, we examine the credibility competency for HR professionals (Ulrich & Brockbank, 2005). Focus groups confirm that credibility dimensions vary across stakeholders, with employees emphasizing trust, management emphasizing expertise and effective relationships, and top management emphasizing the achievement of results. We conclude that more broadly defined competencies for HR professionals are necessary. © 2006 Wiley Periodicals, Inc.

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Section: Notesmentioning

confidence: 99%

The importance of the employee perspective in the competency development of human resource professionals

Graham

Tarbell²

2006

Human Resource Management

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“…There is growing empirical evidence that personality factors (either in the leader and/or followers) impact team performance (Judge & Bono, 2000; Judge, Bono, Ilies, & Gerhardt, 2002; Lim & Ployhart, 2004; Manning, 2003; McKenna, Shelton, & Darling, 2002; Ng, Ang, & Chan, 2008; Sankar, 2003; Sosik, 2005; Strang, 2009a). There is also a valid counterargument that personality instruments may not be reliable measures of leadership (Capraro & Capraro, 2002; Furnham, 1996; Kinder & Robertson, 1994; Michael, 2003).…”

Section: Literature Reviewmentioning

confidence: 99%

Leadership Substitutes and Personality Impact on Time and Quality in Virtual New Product Development Projects

Strang

2011

Project Management Journal

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Leadership, personality, and organizational factors were analyzed to measure their combined effect on virtual‐based product development time and scope‐quality performance. Over 1,000 team members were surveyed. MANCOVA was used to test if leadership, personality project, and/or organizational factors impacted performance. All realistic factors were included to detect leadership substitutes moderation, mediation, and prediction. Bias was reduced by not surveying leaders, by using reverse item coding, and by checking social desirability. Experimental control and common method variance were managed by including multilevel and multisource data. Performance was objectively computed from organizational data. The findings were that transactional leadership (not transformational) and some personality attri‐butes (leader substitutes) were significant factors, increasing project scope quality and time performance. This article was published online on September 29, 2010. An error was subsequently identified. This notice is included in the online and print versions to indicate that both have been corrected. See the correction noted on the seventh page of the print version of the article.

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“…According to Karasek's job demand-control model, strain occurs when high job demands combine with low opportunity to influence tasks and procedures, resulting in poor employee health and low job satisfaction (Bridger et al, 2007). Heavy workload (McKenna et al, 2002;Nwadiani, 2006), infrequent rest breaks, long working hours and shift work; hectic and routine tasks that have little inherent meaning, do not utilize workers' skills, and provide little sense of control (Fairbrother & Warn, 2003). Locus of control and self-efficacy may have a major impact on perceived stressors and resultant stress (Kenny, 1999;Fevre et al, 2003;Love et al, 2007).…”

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confidence: 99%

Factors Associated with Occupational Stress and Their Effects on Organizational Performance in a Sudanese University

Shikieri¹,

Musa²

2012

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Occupational stress has a significant impact on student learning and thereby on the contribution that such institutions can make to society. This affects organizational performance by reducing productivity and efficiency which affect the organization negatively. The aim of the current study was to determine the factors associated with occupational stress and their relationship with organizational performance at one of the private universities in Sudan. A total of 150 male and female employees from different departments and with various educational levels in the main building of the university were randomly selected. Data was collected using a questionnaire with background questions, job stressors such as role conflict and ambiguity, lack of participation in decision making, lack of authority, workload, unsatisfactory working conditions and interpersonal relationships, and statements about the effect on organisational performance. Questions were based on three-and four-point scale. Responses were grouped in terms of scores to show the level of job stress. Descriptive statistics was carried out using SPSS programme. Results indicated that on average the employees experienced high degree of job stress. Job stressors affected the general physical health of employees, their job satisfaction and performance as well as their commitment negatively. Similar findings were reported in other studies. The study recommended that the university needs to elevate the situation and resolve all the factors affecting the employees by for example increasing the number of staff needed to perform the tasks and/or decreasing the number of students enrolled.Keywords: Higher Education; Occupational Stress; Organizational Performance; Sudan IntroductionStress is a prevalent problem in modern life (Smith, 2000;Chang & Lu, 2007). In 1964, Selye was the first to use the term "stress" to describe a set of physical and psychological responses to adverse conditions or influences (cited from Fevre et al., 2003). Occupational stress can be defined as a disruption of the emotional stability of the individual that induces a state of disorganization in personality and behaviour (Nwadiani, 2006). A stressor may be defined as any "demand made by the internal or external environment that upsets a person's balance and for which restoration is needed" (Herbert, 1997;Larson, 2004). Job stressors may refer to any characteristic of the workplace that poses a threat to the individual (Bridger et al., 2007). They affect organizational performance by reducing productivity and efficiency which affect the organization negatively (Dua, 1994;Brown & Uehara, 2008;Reskin, 2008). Theories of Occupational StressThere are several theories of occupation stress, in this section, the "person-environment fit theory, the "demand-control" theory and the "cybernetic and systems" theory will be the selected theories since they are prevalent and central to the literature on occupational stress (Fevre et al., 2003). Moreover, they are representative of the range of theories in t...

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The impact of behavioral style assessment on organizational effectiveness: a call for action

Cited by 32 publications

References 12 publications

The importance of the employee perspective in the competency development of human resource professionals

The importance of the employee perspective in the competency development of human resource professionals

Leadership Substitutes and Personality Impact on Time and Quality in Virtual New Product Development Projects

Factors Associated with Occupational Stress and Their Effects on Organizational Performance in a Sudanese University

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