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Whether traditional Likert-type focus of attention at work scales would outperform the one-item scales developed by D. Gardner and others (1989) was studied with responses of 492 automobile-services-club employees. Confirmatory factor analysis did not show either method to be better empirically. Situations in which the one-item scale might be better are discussed. (SLD)

Relations among a dependent variable network consisting of satisfaction-tension-influence and the moderating effects of informational and structural characteristics are reported. One hundred forty-four subjects participated in a 3 × 3 × 2 factorial design. Dependent variables were perceptions of satisfaction, tension, and influence. Moderator variables were information load, information specificity, and group structure. The results confirmed the general field-study findings of a negative relation between tension and satisfaction and a positive relation between influence and satisfaction. The tension-satisfaction relation was most strongly moderated by information; less so by structure. The influence-satisfaction and influence-tension relations were only weakly moderated. Possible interpretations are offered in terms of (a) the degree to which dependent variables in organizational behavior are objectively and environmentally anchored and (b) the possibility of methodological artifacts (combining self and other perceptions) influencing the "moderatorability" of dependent variables in organizational behavior. It is concluded that (a) informational and organizational characteristics can influence the dependent variable network and (b) the relations among dependent variables cannot be accurately described with simple statements implying unidimensional measures whose relations are stable across conditions. [ABSTRACT FROM AUTHOR]

Directionally different predictions were derived from operant conditioning and expectancy theory, and were tested in a 3 × 5 split-plot repeated measures design. Fifteen female subjects were randomly assigned to three schedule and magnitude of reinforcement conditions (25¢-CRF; 25¢-VR-2; 50¢-VR-2). Expectancy theory constructs also were measured at several points during the experiment. Neither model was clearly superior. When additional pay was contingent upon performance. performance increased significantly. However, response levels and response rates were not significantly different between the three experimental groups. Composite scores derived from an additive expectancy model accounted for significant additional increments in explained variance after controlling for baseline performance and schedule of reinforcement. These results were interpreted as indicating a need to include both environmental and perceptual variables in accounts of work behavior. [ABSTRACT FROM AUTHOR]

This paper demonstrates the theoretical relevance and validity of using utility models and scaling techniques as an approach to operationalizing the concepts of goals and goal incompatibilities. The approach was used, with empirical data from municipal government officials in 380 cities, to test the propositions that (1) structural differentiation in organizations is associated with goal incompatibilities, and (2) goal incompatibilities are correlated with conflict in organizations. Both propositions were supported. On the basis of a literature review, it was concluded that (1) the concepts of goals and goal incompatibilities play important, but controversial, roles in organization behavior, and (2) there has been very little empirical research directed toward operationalizing these concepts. On the basis of the empirical research, it was suggested that the approach generates valid operationalizations of goals and goal incompatibilities. Goals which were shared across units tend to be of moderate importance to organizational decision makers within these units, while disagreements regarding goals were found to focus upon unit power preservation and procedures. [ABSTRACT FROM AUTHOR]

This paper introduces a multifaceted construct labelled 'employee focus of attention'. Conceptual and operational definitions lot the construct are provided. Evidence from four different studies is presented to establish content, construct and lace validity tot the operationalization. Data support the general hypothesis that the degree to which employees think about various targets in their work environment affects their reactions to those targets. It is concluded that with further development the focus of attention construct may provide a viable way to enhance explanations of employee reactions to their work environments. Suggestions for future research on the focus of attention construct are provided. [ABSTRACT FROM AUTHOR]

This article examines the role of employee focus of attention- and the target of this focus-on employee reactions to organizational change efforts. The authors conducted an empirical study of 476 clerical workers in three regional offices of a large insurance company. Subjects were assigned either to an experimental group-which underwent job changes-or a control group, and completed a survey before and after the change effort The authors had hypothesized that employees focusing highly on their jobs would react relatively favorably to the job changes, that those focusing highly on their work units would react relatively little; and that those focusing little on off-the-job factors would reactstrongly. The results provided only mixed support for the first two hypotheses and did not support the third, but indicated that focus of attention indeed moderates the effectiveness of job change interventions for both "soft" dependent variables (e g., satisfaction) and "hard" ones (eg., performance). The authors conclude that organizational change efforts may have strong effects when employees focus on targets of change. [ABSTRACT FROM PUBLISHER]

The purpose of this paper is to report the results of a field experiment designed to test the effects of manipulating several elements of an operative level performance appraisal system. First, the multipurposive nature of appraisal in formal organizations will be discussed. This is followed by a brief overview of the literature on performance appraisal. The design and results of the study at hand are then discussed. [ABSTRACT FROM AUTHOR]

This chapter continues the review of organizational behavior done by Mitchell (1979) by covering the literature from 1977 to the first quarter of 1981. The author looks at new overviews and integrations of 1981; task design; feedback; organizational structure, technology and control; new conceptualizations and emerging topical trends. In each section covering a topic, conclusions are drawn concerning both theoretical and research needs. In the final section of the chapter, the author concludes that, looking across the topics reviewed, seven needs emerge as likely candidates for attention in the 1980s in organizaitonal behavior: improved construct validity; more careful selection and measurement of dependent variables; longitudinal and experimental research designs; appropriate use of multivariate statistical analyses; organizational behaviors as social constructions of reality; the symbolic nature of management as a process, and processes linking levels of analysis.

Four hundred and twenty-five managers were classified on four organizational variables. Managers' perceptions of need fulfillment and need fulfillment deficiencies were elicited by a Porter-type questionnaire. Significant interaction effects were found among organizational variables as they relate to managerial motivation. It is concluded that it is inadequate to explain managerial motivation in terms of any one organizational variable alone. Moreover, such findings suggest the need for maximum feasible individuality in designing reward systems. Let us assume that organizational reward systems are designed to generate managerial effort directed toward organizational goals. Secondly, let us assume that meaningful rewards are directed toward the satisfaction of unsatisfied needs. If these assumptions are even partially true, then variations in perceived need deficiencies as a function of organizational variables imply that maximum managerial performance can only be forthcoming when reward systems are consciously designed and administered in the perspective of these organizational influences. [ABSTRACT FROM AUTHOR]