Current Search: Ambrose, Maureen (x)
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(1 - 7 of 7)
- Title
- ORGANIZATIONAL JUSTICE AND WORKPLACE DEVIANCE: THE ROLE OF ORGANIZATIONAL STRUCTURE, POWERLESSNESS, AND INFORMATION SALIENCE.
- Creator
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McCardle, Jie, Ambrose, Maureen, University of Central Florida
- Abstract / Description
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The purpose of this study is to investigate both individual and structural factors in predicting workplace deviance. Deviant workplace behavior is a prevailing and costly phenomenon in organizations. It includes a wide range of negative acts conducted by employees to harm the organization and its members. In the first section, I conducted a comprehensive literature review. In the review, I first review the current state of research on the relationship between organizational justice and...
Show moreThe purpose of this study is to investigate both individual and structural factors in predicting workplace deviance. Deviant workplace behavior is a prevailing and costly phenomenon in organizations. It includes a wide range of negative acts conducted by employees to harm the organization and its members. In the first section, I conducted a comprehensive literature review. In the review, I first review the current state of research on the relationship between organizational justice and workplace deviance by presenting the various theoretical frameworks, as well as empirical findings. Next, I summarize existing research patterns and identify research challenges that must be overcome in order to advance our understanding of this topic. Finally, I offer future directions researchers should undertake in justice-deviance research. Specifically, I suggest the development of more comprehensive models that include potential moderators and mediators that may better explain how and why justice judgments can lead to deviant behaviors and when the negative effect is most damaging. In the second section, I developed a theoretical model that proposes the relationship between organizational justice, organizational structure (centralization and organicity), employee perceived powerlessness, information salience about each type of justice, and workplace deviance. In the third section, I tested the model and presented the findings. Results of HLM analysis show that (1) organizational justice, perceived powerlessness, and centralization exert direct effects on workplace deviance, (2) organicity exerts direct effects on justice information salience; (3) perceived powerlessness partially mediates the relationship between centralization and organizational deviance; (4) information salience of procedural justice strengthens the effects of procedural justice on interpersonal deviance. Conclusions are drawn from the theory and findings, highlighting implications for future workplace deviance and organizational behavior research.
Show less - Date Issued
- 2007
- Identifier
- CFE0001975, ucf:47470
- Format
- Document (PDF)
- PURL
- http://purl.flvc.org/ucf/fd/CFE0001975
- Title
- UNDERSTANDING EMPLOYEES' BEHAVIORAL REACTIONS TO AGGRESSION IN ORGANIZATIONS.
- Creator
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Mitchell, Marie, Ambrose, Maureen, University of Central Florida
- Abstract / Description
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The purpose of this dissertation is to explore employees' behavioral reactions to the perceived aggression of others. Perceived aggression is defined as behavior that is perceived to be intentionally harmful by the intended target. A typology is developed that identifies two primary dimensions of behavioral reaction: (1) the form of the behavior (aggression/non-aggression) and (2) the direction of the behavior (toward the source of the harm/not toward the source of the harm). Based on these...
Show moreThe purpose of this dissertation is to explore employees' behavioral reactions to the perceived aggression of others. Perceived aggression is defined as behavior that is perceived to be intentionally harmful by the intended target. A typology is developed that identifies two primary dimensions of behavioral reaction: (1) the form of the behavior (aggression/non-aggression) and (2) the direction of the behavior (toward the source of the harm/not toward the source of the harm). Based on these dimensions, the typology produces four categories of behavioral reactions: retaliatory aggression, displaced aggression, constructive problem-solving, and withdrawal. A model is then presented, which identifies various factors that influence employees' reactions. The relationships are examined in two studies. The first study is a cross-sectional survey design, which investigates the reactions to perceived supervisor aggression and the moderating effects of various situational factors (fear of retaliation, aggressive modeling and absolute hierarchical status) and individual factors (trait anger and the need for social approval). The second study is a 2x2 experimental design that investigates the reactions to perceived aggression and the moderating effects of fear of retaliation and personality variables (trait anger, locus of control and the need for social approval). Participants of the experiment, 77 undergraduate students, were randomly assigned into conditions of perceived aggression (high/low) and fear of retaliation (high/low). Perceived aggression was manipulated through exam feedback and fear of retaliation was manipulated through anonymity of instructor evaluations. The results of both studies provide support for some of the predictions, as well as some contradictory findings. Conclusions are drawn from the theory, typology and findings of the studies, highlighting implications for future aggression and organizational behavior research.
Show less - Date Issued
- 2006
- Identifier
- CFE0000941, ucf:46721
- Format
- Document (PDF)
- PURL
- http://purl.flvc.org/ucf/fd/CFE0000941
- Title
- Stand up and Speak up: Employees' Prosocial Reactions to Observed Abusive Supervision.
- Creator
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Priesemuth, Manuela, Schminke, Marshall, Folger, Robert, Ambrose, Maureen, Latham, Gary, University of Central Florida
- Abstract / Description
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This dissertation examines what happens when employees witness supervisory abuse in the workplace. In particular, it explores whether(-)and when(-)employees will respond to witnessing supervisory abuse of a coworker by engaging in prosocial actions aimed at benefitting the target of abuse. In doing so, it extends work on abusive supervision. Traditionally, abusive supervision research has focused on the impact of abuse on the victim him/herself. However, this work explores the impact of...
Show moreThis dissertation examines what happens when employees witness supervisory abuse in the workplace. In particular, it explores whether(-)and when(-)employees will respond to witnessing supervisory abuse of a coworker by engaging in prosocial actions aimed at benefitting the target of abuse. In doing so, it extends work on abusive supervision. Traditionally, abusive supervision research has focused on the impact of abuse on the victim him/herself. However, this work explores the impact of abusive supervision on third party observers. In addition, because abusive supervision represents a form of organizational injustice, this dissertation extends both work on abusive supervision and third party reactions to injustice by considering the positive, prosocial reactions abuse might trigger in employees.
Show less - Date Issued
- 2012
- Identifier
- CFE0004210, ucf:48986
- Format
- Document (PDF)
- PURL
- http://purl.flvc.org/ucf/fd/CFE0004210
- Title
- Why do Individuals Act Fairly or Unfairly? An Examination of Psychological and Situational Antecedents of Organizational Justice.
- Creator
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Ganegoda, Deshani, Folger, Robert, Ambrose, Maureen, Schminke, Marshall, Latham, Gary, University of Central Florida
- Abstract / Description
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Most studies on organizational justice have focused on individuals' reactions to justice. As such, a key question has been left largely unanswered: Why do individuals act fairly or unfairly? The present research adopted a person-situation interactionist approach (Trevino, 1986) to examine psychological and situational antecedents of individuals' fair behavior. The social identity model of deindividuation (SIDE; Reicher, Spears, (&) Postmes, 1995) and side-bet theory of continuance commitment ...
Show moreMost studies on organizational justice have focused on individuals' reactions to justice. As such, a key question has been left largely unanswered: Why do individuals act fairly or unfairly? The present research adopted a person-situation interactionist approach (Trevino, 1986) to examine psychological and situational antecedents of individuals' fair behavior. The social identity model of deindividuation (SIDE; Reicher, Spears, (&) Postmes, 1995) and side-bet theory of continuance commitment (Becker, 1960) was used to examine how organizational identification and continuance commitment might influence employees' fair or unfair behavior depending on an organization's justice climate. Based on SIDE, it was hypothesized that organizational identification relates positively to employees' feelings of deindividuation. Based on side-bet theory, it was further hypothesized that employees' continuance commitment relates positively to their adoption of a subordinate role. Both deindividuation and adoption of a subordinate role were argued to make employees more susceptible to external influences and, therefore, make individuals more likely to behave in ways that are normative in a given context. Individuals who have higher levels of continuance commitment and organizational identification were, therefore, argued to engage in fair or unfair behavior depending on the level of the justice climate and the strength of the justice climate of their workgroup. The results of three studies provided support for the majority of hypotheses. Theoretical and practical implications of the results are discussed.
Show less - Date Issued
- 2012
- Identifier
- CFE0004255, ucf:49498
- Format
- Document (PDF)
- PURL
- http://purl.flvc.org/ucf/fd/CFE0004255
- Title
- Gee, thanks: The emotional and structural forces that influence subordinates' upward gratitude expressions.
- Creator
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Sheridan, Sharon, Ambrose, Maureen, Crossley, Craig, Schminke, Marshall, Sivo, Stephen, University of Central Florida
- Abstract / Description
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Recently, relationship scholars have demonstrated the importance of expressions of gratitude in cultivating relational bonds and relational satisfaction between close friends and romantic partners. Although there is growing evidence that gratitude facilitates improved relationships, organizational scholars have largely ignored the importance of gratitude in the workplace. What little we know indicates that expressions of gratitude in organizations may be rare. Indeed, a recent national survey...
Show moreRecently, relationship scholars have demonstrated the importance of expressions of gratitude in cultivating relational bonds and relational satisfaction between close friends and romantic partners. Although there is growing evidence that gratitude facilitates improved relationships, organizational scholars have largely ignored the importance of gratitude in the workplace. What little we know indicates that expressions of gratitude in organizations may be rare. Indeed, a recent national survey revealed that 74% of the participants rarely, if ever, expressed gratitude to their supervisors (Kaplan, 2012). What might explain this apparent lack of gratitude?Research demonstrates that when individuals feel grateful for the generosity of a benefactor, they are motivated to acknowledge the benefactor's efforts and this typically manifests in a desire to express thanks or appreciation. Thus, in order to understand why subordinates may be unlikely to express gratitude towards their supervisors for benefits received, we must understand why they may not feel grateful in the first place. In this dissertation, I review the extant research on gratitude expressions and theorize about the factors that may influence subordinates' emotional reactions to benefits received from supervisors. Using a cognitive-emotion framework, I explain how subordinates' attributions can elicit divergent emotional responses that exert differential influences on upward expressions of gratitude and how supervisors' behavior influences these attributions. Across two studies, I find mixed support for my hypotheses.
Show less - Date Issued
- 2017
- Identifier
- CFE0006658, ucf:51225
- Format
- Document (PDF)
- PURL
- http://purl.flvc.org/ucf/fd/CFE0006658
- Title
- Trickle-In Effects: How Customer Deviance Behavior Influences Employee Deviance Behavior.
- Creator
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Wo, Xuhui, Ambrose, Maureen, Schminke, Marshall, Taylor, Shannon, Bennett, Rebecca, University of Central Florida
- Abstract / Description
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Prior research has established trickle-down effects (including trickle-out effects) in organizations, that is, perceptions, attitudes, and behavior may flow downward from an individual at a higher level of the organizational hierarchy (e.g., a supervisor) to another individual at a lower hierarchical level (e.g., a frontline employee), or from a frontline employee to an external member (e.g., a customer). Complementing the extant literature, this dissertation examines trickle-in effects,...
Show morePrior research has established trickle-down effects (including trickle-out effects) in organizations, that is, perceptions, attitudes, and behavior may flow downward from an individual at a higher level of the organizational hierarchy (e.g., a supervisor) to another individual at a lower hierarchical level (e.g., a frontline employee), or from a frontline employee to an external member (e.g., a customer). Complementing the extant literature, this dissertation examines trickle-in effects, specifically, I examine whether customers' interpersonal and organizational deviance behavior will trickle-in through organizational boundary to influence a frontline employee's interpersonal and organizational deviance behavior.Specifically, I propose customers' interpersonal and organizational deviance behavior will trickle-in through organizational boundaries to affect employees' interpersonal and organizational deviance behavior. In addition, I develop a multiple-mediator model to test the different possible mechanisms underlying trickle-in effects: social exchange, social learning, displaced aggression, self-regulation, and social interactionist model. Two studies were conducted to test my propositions. In retail settings, Study 1 finds customers' interpersonal deviance behavior trickled-in through organizational walls to influence employees' interpersonal and organizational deviance behavior through displaced aggression mechanism. Study 2, collecting data from call centers, demonstrates customers' organizational deviance behavior trickled-in to influence employees' organizational deviance behavior through social learning processes.
Show less - Date Issued
- 2015
- Identifier
- CFE0005741, ucf:50082
- Format
- Document (PDF)
- PURL
- http://purl.flvc.org/ucf/fd/CFE0005741
- Title
- Compassion in Organizations.
- Creator
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Taylor, Regina, Schminke, Marshall, Folger, Robert, Ambrose, Maureen, Sivo, Stephen, University of Central Florida
- Abstract / Description
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Research on compassion in organizations has grown over the last decade, however, there is still a need for empirical work on the topic before we truly understand compassion and the various factors that influence it in everyday organizational life (Atkins (&) Parker, 2012; Dutton, Workman (&) Hardin, 2014). The purpose of this dissertation is to review the current literature on compassion in organizations and extend research on compassion by exploring potential moderators of the relationship...
Show moreResearch on compassion in organizations has grown over the last decade, however, there is still a need for empirical work on the topic before we truly understand compassion and the various factors that influence it in everyday organizational life (Atkins (&) Parker, 2012; Dutton, Workman (&) Hardin, 2014). The purpose of this dissertation is to review the current literature on compassion in organizations and extend research on compassion by exploring potential moderators of the relationship between compassionate feelings and compassionate responses from potential compassion givers. The moderators under investigation are in the form of individual (i.e., moral identity, moral disengagement), situational (i.e., cognitive appraisals) and organizational (i.e., ethical leadership, ethical climate) contextual variables. Findings from experimental and field studies are presented. Theoretical and practical implications of compassion in organizations are discussed, and areas for future research are identified.
Show less - Date Issued
- 2015
- Identifier
- CFE0005722, ucf:50122
- Format
- Document (PDF)
- PURL
- http://purl.flvc.org/ucf/fd/CFE0005722
