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The Impact of Individual Perceptions of the Fairness of Public Affirmative Action Policy Statements on Attitudes toward the Organization
Title
The Impact of Individual Perceptions of the Fairness of Public Affirmative Action Policy Statements on Attitudes toward the Organization.
Creator
Zaragoza, Joseph, Wooten, William, Carter, Nathan, Fritzsche, Barbara, University of Central Florida
Abstract / Description
The purpose of this research project was to explore differences in perceptions of organizational justice and related attitudes. Through the use of a 3 x 2 experimental design, participants were randomly assigned to groups in which they were exposed to a fictitious organization's mock recruitment document publicizing different types of affirmative action programs and varying levels of information regarding the mechanics of such programs. Results did not demonstrate statistically significant...
Show moreThe purpose of this research project was to explore differences in perceptions of organizational justice and related attitudes. Through the use of a 3 x 2 experimental design, participants were randomly assigned to groups in which they were exposed to a fictitious organization's mock recruitment document publicizing different types of affirmative action programs and varying levels of information regarding the mechanics of such programs. Results did not demonstrate statistically significant differences across groups. Project implications, limitations, and suggestions for future research are discussed.
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Date Issued
2012
Identifier
CFE0004622, ucf:49938
Format
Document (PDF)
PURL
http://purl.flvc.org/ucf/fd/CFE0004622
How Do Teams Become Cohesive? A Meta-Analysis of Cohesion's Antecedents
Title
How Do Teams Become Cohesive? A Meta-Analysis of Cohesion's Antecedents.
Creator
Grossman, Rebecca, Salas, Eduardo, Burke, Shawn, Carter, Nathan, University of Central Florida
Abstract / Description
While a wealth of research has deemed cohesion critical for team effectiveness (e.g., Mullen (&) Copper, 1994; Beal, et al., 2003), less emphasis has been placed on understanding how to get it. Multiple studies do examine cohesion antecedents, but these studies have not yet been integrated in either theoretical or empirical manners. The purpose of this study was thus to begin addressing this gap in the literature. I conducted a series of meta-analyses to identify and explore various...
Show moreWhile a wealth of research has deemed cohesion critical for team effectiveness (e.g., Mullen (&) Copper, 1994; Beal, et al., 2003), less emphasis has been placed on understanding how to get it. Multiple studies do examine cohesion antecedents, but these studies have not yet been integrated in either theoretical or empirical manners. The purpose of this study was thus to begin addressing this gap in the literature. I conducted a series of meta-analyses to identify and explore various antecedents of cohesion, as well as moderators of antecedent-cohesion relationships. Findings revealed a variety of cohesion antecedents. Specifically, team behaviors, emergent states, team composition variables, leadership variables, team interventions, and situational variables, as well as specific variables within each of these categories, were all explored as cohesion antecedents. In most cases, significant relationships with cohesion were demonstrated, and did not differ across levels of analysis or based on cohesion type (i.e., task cohesion, social cohesion, group pride). Hypotheses pertaining to moderators of antecedent-cohesion relationships (e.g., theoretical match between antecedent and cohesion) generally were not supported. Thus, while most antecedents appeared to be important for cohesion's formation and sustainment, some interesting differences emerged, providing insight as to where attention should be focused when enhanced cohesion is desired. Results provide a foundation for the development of more comprehensive models of team cohesion, as well as insight into the mechanisms through which cohesion can be facilitated in practice. Ultimately, findings suggest that teams can become cohesive through the presence of various processes and emergent states, team interventions, and components of their situational context.
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Date Issued
2014
Identifier
CFE0005499, ucf:50357
Format
Document (PDF)
PURL
http://purl.flvc.org/ucf/fd/CFE0005499