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Your search keyword '"Fulk, Janet L."' showing total 4 results
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4 results on '"Fulk, Janet L."'

2. How Does NGO Partnering Change Over Time? A Longitudinal Examination of Factors That Influence NGO Partner Selection.

Author

O'Brien, Nina F., Pilny, Andrew, Atouba, Yannick C., Shumate, Michelle, Fulk, Janet L., and Monge, Peter R.

Subjects
NONGOVERNMENTAL organizations, CIVIL society, STOCKBROKERS, INFLUENCE
Abstract

Scholars suggest three partnering strategies that nongovernmental organizations (NGOs) can use to pursue strategic relationships in civil society networks: (a) the development of overlapping ties associated with network closure, (b) adopting an intermediary role between two disconnected organizations associated with brokerage, and (c) complying with the match-making demands of third-party organizations. Collaborative relationships among 489 NGOs were examined over a 14-year period (1990-2004) to determine which of these strategies NGOs use and when. The network demonstrated a strong preference for closure at the beginning of the observation period, after which time partnerships settled into a more stable pattern of intra-sector collaboration after 1996. Brokerage and constrained-choice strategies were not prevalent at any point over the observation period. Results are discussed in terms of network evolution and implications of the observed NGO preferences for closure. The potential benefits of emergent stability are also discussed. [ABSTRACT FROM AUTHOR]

Published
2019
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3. Correlates of Perceived Fairness and Accuracy of Performance.

Author

Barr, Steve H., Brief, Arthur P., and Fulk, Janet L.

Subjects
EMPLOYEE evaluation of supervisors, FAIRNESS, EMPLOYEE reviews, SUPERVISION of employees, PERFORMANCE management, INDUSTRIAL relations, QUALITY of work life, JOB satisfaction, DYADIC analysis (Social sciences), JOB performance, PSYCHOLOGY
Abstract

Landy, Barnes, and Murphy's (1978) five variable model of the correlates of subordinate perceptions of the fairness and accuracy of their performance evaluations was cross-validated successfully. However, a trimmed three variable path model consisting of two of Landy et al.'s variables (supervisor's knowledge of subordinate performance, and action plans related to performance weaknesses) and a measure of the quality of the supervisor-subordinate relationship (trust in supervisor) explained a larger proportion (A2 versus 29 percent) of the variance in fairness perceptions. It was concluded that perceptions of fairness and accuracy depend in part on unique characteristics of the process as it is defined and activated by a particular dyad. Additional avenues of research based on the trimmed model are suggested. [ABSTRACT FROM AUTHOR]

Published
1981
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4. Subordinate Self-Perceptions of Performance as a Moderator of the Effects of Directive Leadership: A Path-Goal Theory Extension.

Author

Schriesheim, Chester A. and Fulk, Janet L.

Subjects
SELF-evaluation, GOAL (Psychology), SENSORY perception, EMPLOYEE reviews, PERSONNEL management, PERFORMANCE management, JOB evaluation, EMPLOYEE attitudes, JOB satisfaction, REGRESSION analysis
Abstract

This study reincorporates subordinate performance into the path-goal theory by treating it as a perceptual moderator of subordinate reactions to perceived leader behavior. Two hypotheses were developed and tested by questionnaire data and moderated regression. Support was found for the hypotheses, and implications and future research directions are discussed. [ABSTRACT FROM AUTHOR]

Published
1981
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