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This justice-theory-based study of punishment surveyed supervisors and their disciplined subordinates about specific punishment events. Path analysis results suggested that two personality traits-belief in a just world and negative affectivity-were associated with the subordinates' perceptions of the events. Perceived harshness, a distributive characteristic of the events, was associated with the supervisors' perceptions of the subordinates' subsequent performance. Subordinate control, a procedural characteristic of the events, was associated with the supervisors' perceptions of subsequent citizenship behaviors. [ABSTRACT FROM AUTHOR]

A study of interrelationships among role variables, locus of control, and subordinate satisfaction and performance revealed that: (a) internals perceived less role conflict, were neither more satisfied nor performed better than externals; (b) role conflict and ambiguity explained more variance in satisfaction and performance than locus of control; and (c) role ambiguity increasingly explained more variance in job satisfaction as occupational level rose. [ABSTRACT FROM AUTHOR]

Perceptual methods of measuring six job characteristic dimensions were developed and validated. A perceptual instrument, called the Job Characteristic Inventory (JCI), demonstrated construct validity, reliability, and convergent and discriminant validity across two diverse samples. Uses of the instrument for research and practice are discussed. [ABSTRACT FROM AUTHOR]

Relationships between leader behavior and subordinate satisfaction and performance, unmoderated and moderated by a subordinate's role ambiguity, were studied at multiple occupational skill levels in a hospital. The results supported path-goal theory's propositions concerning the relationship between leader initiating structure and subordinate satisfaction, but not leader initiating structure and subordinate performance. [ABSTRACT FROM AUTHOR]

This research investigated the question of how characteristics of the individual moderated the relationships between perceptions of job characteristics and employee expectancies, satisfaction, and performance. The results generally confirmed the previous conclusions of Hackman and Lawler (1971) that individuals who have higher self-actualization need strength are potentially better candidates for job enrichment. In addition, this research found that locus of control (Rotter, 1966) generally did not moderate the job characteristic and satisfaction/performance relationships. Also, the influence of occupational level was investigated as a moderator of the job characteristic relationships. The lower occupational levels generally indicated lower levels of the job characteristic measures and a stronger relationship between variety and satisfaction. The highest occupational level indicated higher role ambiguity, and weaker relationships between variety and satisfaction, but stronger relationships between feedback and satisfaction. The nature of task requirements at different occupational levels and the influence on job characteristic relationships were discussed. [ABSTRACT FROM AUTHOR]

This study found that in a hospital environment, leader reward behavior was factorable into two components: positive reward behavior acid punitive reward behavior. The relationships between each component of leader reward behavior and subordinate satisfaction and performance were studied across four main classifications of occupational skills: administrative. professional. technical, and service. Consistent positive relationships across the four skill groups were found between positive reward behavior and subordinate satisfaction. The relationships between punitive reward behavior and subordinate satisfaction and performance were different, however, among the four skill groups. It was proposed that variations in the findings from skill group to skill group may he due in pan to the nature of the task performed by each group. [ABSTRACT FROM AUTHOR]

This longitudinal field study examined how leader behavior influences performance ratings of leaders, and the extent to which this relationship depends on the person rating the leader. The study was not a direct probe of 360-degree performance evaluation, yet the results are especially informative with regard to this relatively new approach to evaluating performance. Results indicate differences in the way leader behavior correlated with subsequent performance ratings, depending on who completed the rating. Leaders who were seen as challenging the status quo and encouraging subordinates' independent action were rated lower by their superior managers, but rated higher by their subordinates. Discussion speculates about the possible reasons underlying these findings, especially the role of the person doing the rating. The authors conclude that lack of convergence of ratings from different sources is not necessarily rater "error" but can stem from legitimate differences in the structural role of the person rating the leader. [ABSTRACT FROM AUTHOR]