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Article
Publication date: 24 October 2018

Samantha Dubrow, Kyle J. Emich and Tara S. Behrend

The purpose of this paper is to expand the nomological network of a relational efficacy construct, transpersonal efficacy, and examine its effect on attitudes and behaviors…

Abstract

Purpose

The purpose of this paper is to expand the nomological network of a relational efficacy construct, transpersonal efficacy, and examine its effect on attitudes and behaviors important for team performance. The authors identify several antecedents to transpersonal efficacy, including task interdependence, agreeableness and conscientiousness. The authors also find that transpersonal efficacy is related to relational attitudes and behaviors in teams.

Design/methodology/approach

This study consists of an online cross-sectional survey completed by participants representing a wide range of occupations, team types, contexts and industries. Participants reported on their working relationships with team members and various behavioral outcomes. Participants used the Occupational Information Network (O*NET) to describe their teammates’ job requirements and to evaluate each teammate’s ability to complete required tasks. Confirmatory factor analysis and structural equation modeling were used to test hypotheses.

Findings

Findings suggest that people in highly interdependent teams have more confidence in their teammates. Further, transpersonal efficacy predicts relationship, task and process conflict when controlling for team task interdependence and virtualness, along with individual differences including agreeableness and conscientiousness. Transpersonal efficacy also contributes to the prediction of relationship conflict beyond the explained variance of collective efficacy.

Originality/value

This paper contributes to our understanding of individuals in teams by using social cognitive theory, expectancy theory and uncertainty reduction theory as a base for predicting the value of transpersonal efficacy in driving relational team behaviors. The authors uniquely consider efficacy as an interpersonal construct that is related to individual behaviors and attitudes that target specific teammates, rather than the team as a whole.

Details

Journal of Managerial Psychology, vol. 33 no. 7/8
Type: Research Article
ISSN: 0268-3946

Keywords

Article
Publication date: 2 September 2014

Jessica M. Badger, Samuel E. Kaminsky and Tara S. Behrend

Rich, interactive media are becoming extremely common in internet recruitment systems. The paper investigates the role of media richness in applicants’ ability to learn…

4077

Abstract

Purpose

Rich, interactive media are becoming extremely common in internet recruitment systems. The paper investigates the role of media richness in applicants’ ability to learn information relevant to making an application decision. The authors examine these relationships in the context of two competing theories, namely media richness theory and cognitive load theory, which predict opposite relationships with information acquisition. The paper aims to discuss these issues.

Design/methodology/approach

Participants (n=471) either viewed a traditional web site or visited an interactive virtual world that contained information about an organization's culture, benefits, location, and job openings. Culture information was manipulated to either portray a highly teams-oriented culture or a highly individual-oriented culture.

Findings

Participants who viewed the low-richness site recalled more factual information about the organization; this effect was mediated by subjective mental workload. Richness was not related to differences in culture-related information acquisition.

Practical implications

These findings suggest that richer media (such as interactive virtual environments) may not be as effective as less rich media in conveying information. Specifically, the interactive elements may detract focus away from the information an organization wishes to portray. This may lead to wasted time on the part of applicants and organizations in the form of under- or over-qualified applications or a failure to follow instructions.

Originality/value

This study is among the first to use a cognitive load theory framework to suggest that richer media may not always achieve their desired effect.

Article
Publication date: 27 November 2023

Yu Zhou, Lijun Wang and Wansi Chen

AI is an emerging tool in HRM practices that has drawn increasing attention from HRM researchers and HRM practitioners. While there is little doubt that AI-enabled HRM exerts…

Abstract

Purpose

AI is an emerging tool in HRM practices that has drawn increasing attention from HRM researchers and HRM practitioners. While there is little doubt that AI-enabled HRM exerts positive effects, it also triggers negative influences. Gaining a better understanding of the dark side of AI-enabled HRM holds great significance for managerial implementation and for enriching related theoretical research.

Design/methodology/approach

In this study, the authors conducted a systematic review of the published literature in the field of AI-enabled HRM. The systematic literature review enabled the authors to critically analyze, synthesize and profile existing research on the covered topics using transparent and easily reproducible procedures.

Findings

In this study, the authors used AI algorithmic features (comprehensiveness, instantaneity and opacity) as the main focus to elaborate on the negative effects of AI-enabled HRM. Drawing from inconsistent literature, the authors distinguished between two concepts of AI algorithmic comprehensiveness: comprehensive analysis and comprehensive data collection. The authors also differentiated instantaneity into instantaneous intervention and instantaneous interaction. Opacity was also delineated: hard-to-understand and hard-to-observe. For each algorithmic feature, this study connected organizational behavior theory to AI-enabled HRM research and elaborated on the potential theoretical mechanism of AI-enabled HRM's negative effects on employees.

Originality/value

Building upon the identified secondary dimensions of AI algorithmic features, the authors elaborate on the potential theoretical mechanism behind the negative effects of AI-enabled HRM on employees. This elaboration establishes a robust theoretical foundation for advancing research in AI-enable HRM. Furthermore, the authors discuss future research directions.

Details

Journal of Organizational Change Management, vol. 36 no. 7
Type: Research Article
ISSN: 0953-4814

Keywords

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