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Quasi-experimental Field Study (quasi-experimental + field_study)
Selected AbstractsRECOGNIZING GOOD ATTENDANCE: A LONGITUDINAL, QUASI-EXPERIMENTAL FIELD STUDYPERSONNEL PSYCHOLOGY, Issue 3 2002STEVEN E. MARKHAM Three motivational theories (need, goal, and reinforcement) suggest that recognition programs should increase employee attendance. A 1-year, quasi-experimental field study of absenteeism was conducted at 4 manufacturing plants with a total 1,100 employees. The study compared a public recognition program for improving work attendance with 3 types of controls. The personal recognition treatment showed (a) significant decreases ranging from 29% to 52% for each quarter's baseline assessment, and (b) significant decreases when the control groups showed no decrease. Employees had favorable perceptions of the public recognition program. [source] Virtual team culture and the amplification of team boundary permeability on performanceHUMAN RESOURCE DEVELOPMENT QUARTERLY, Issue 4 2005Michael Workman The implementation of virtual teams is briskly increasing, particularly among transnational organizations that find global virtual teams a natural way to address their needs for global reach. While proximal and virtual teams share many attributes, including similar performance measures, they differ in characteristics in the nature of the work. This quasi-experimental field study examined virtual team subcultures relative to structure, relationships, and primacy, and the moderation from team boundary permeability on project schedule variance and the number of errors created by the team in a transnational organization. Consequently, recommendations are made for formalization and thinning team boundaries. [source] Participation in the design of performance management systems: a quasi-experimental field studyJOURNAL OF ORGANIZATIONAL BEHAVIOR, Issue 7 2004Ad Kleingeld In the literature on the relationship between participation in decision making and performance, a tell-and-sell strategy is considered a viable alternative to participation. In contrast, we argue that in organizational settings, when a sensitive and important issue is at stake, participation of a form to be characterized as formal, long term, direct, and with a high degree of participant influence is more effective than a tell-and-sell strategy. Using a quasi-experimental design with a participation, a tell-and-sell, and a control condition, a ProMES performance management system was implemented in the field service department of a Dutch supplier of photocopiers. Outcome feedback to individual technicians resulted in an average performance increase in the participation condition that was significantly higher than the increase found in the tell-and-sell condition. Satisfaction with the program, and the perceived usefulness of the feedback, were significantly higher in the participation condition. In both experimental conditions, the performance increase was significant compared to the control condition. An explanation for these findings is discussed, as are implications for theory and practice. Copyright © 2004 John Wiley & Sons, Ltd. [source] RECOGNIZING GOOD ATTENDANCE: A LONGITUDINAL, QUASI-EXPERIMENTAL FIELD STUDYPERSONNEL PSYCHOLOGY, Issue 3 2002STEVEN E. MARKHAM Three motivational theories (need, goal, and reinforcement) suggest that recognition programs should increase employee attendance. A 1-year, quasi-experimental field study of absenteeism was conducted at 4 manufacturing plants with a total 1,100 employees. The study compared a public recognition program for improving work attendance with 3 types of controls. The personal recognition treatment showed (a) significant decreases ranging from 29% to 52% for each quarter's baseline assessment, and (b) significant decreases when the control groups showed no decrease. Employees had favorable perceptions of the public recognition program. [source] THE EFFECTIVENESS OF AN ORGANIZATIONAL-LEVEL ORIENTATION TRAINING PROGRAM IN THE SOCIALIZATION OF NEW HIRESPERSONNEL PSYCHOLOGY, Issue 1 2000HOWARD J. KLEIN This quasi-experimental field study examined the impact of attending a voluntary, organizational-level new employee orientation training program on organizational socialization. Six content dimensions of socialization were measured before and 1 to 2 months following orientation training for a sample of 116 new employees in a variety of occupations. Results revealed that employees attending the orientation training were significantly more socialized on 3 of the 6 socialization content dimensions (goals/values, history, & people) than employees who did not attend the training. Employees attending the orientation training also had significantly higher levels of affective organizational commitment than nonattendees, a relationship that was fully mediated by the socialization content dimensions, primarily goals/values, and history. [source] |