Dissimilarity from managers and peers: Lack of effect on attitudinal outcomes
Item
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Title
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Dissimilarity from managers and peers: Lack of effect on attitudinal outcomes
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Identifier
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d_2009_2013:2d47cf8c8899:11045
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identifier
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11349
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Creator
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Kovatch, Joe,
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Contributor
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HAROLD GOLDSTEIN
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Date
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2011
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Language
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English
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Publisher
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City University of New York.
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Subject
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Occupational psychology | Management | DISSIMILARITY | HETEROGENEITY | MANAGER | MEDIATION | WORKGROUP
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Abstract
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The study explored whether dissimilarity between employees and managers or from peer to peer influence attitudes towards an organization and postulated mediating variables in an attempt to help explain the connection using responses to survey data collected in 1999. Specifically it considered the effects of gender, ethnicity, tenure and functional differences as independent variables. Proposed mediators include opportunities for skill enhancement, managerial effectiveness, communication, and workgroup cohesion (in the peer condition). Satisfaction and voluntary turnover acted as dependent variables and the measures of attitudes. Some 27,697 respondents contributed to the manager/employee dyad condition and 4,191 responses formed the workgroup condition sample. Large sample size coupled with low correlation magnitudes suggest a lack of support for hypotheses suggesting dissimilarity and heterogeneity would have an influence on attitudinal outcomes. Partialling out the effects of mediating variables from the independent / dependent relationship generally failed to produce a meaningful reduction. Conversely, mediating variables correlated strongly with satisfaction. Conclusions suggest that surface-level dissimilarity and heterogeneity variables may have only a modest and perhaps fleeting influence on the variables proposed as mediators as well as attitudinal outcomes. All four variables proposed as mediators strongly correlated with satisfaction.
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Type
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dissertation
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Source
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2009_2013.csv
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degree
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Ph.D.
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Program
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Psychology
