Search Results - "Richardson, Hettie A."

A New Perspective on Method Variance: A Measure-Centric Approach by Spector, Paul E., Rosen, Christopher C., Richardson, Hettie A., Williams, Larry J., Johnson, Russell E.

“…A widespread methodological concern in the organizational literature is the possibility that observed results are due to the influence of common-method…”
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Coworker Injustices and Their Delegated Authority: Developing an Indirect Actor Model of Supervisor Justice by Haynie, Jeffrey J., Richardson, Hettie A., Fuller, Bryan, Martin, Christopher L., Bush, John

“…Supervisors directly influence employees’ perceptions of supervisor justice and subsequent supervisor-supportive behaviors by displaying just treatment through…”
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Integrating managerial perceptions and transformational leadership into a work-unit level model of employee involvement by Richardson, Hettie A., Vandenberg, Robert J.

“…Employee involvement is an organizational phenomenon that has received increasing empirical attention. Although much research has examined the outcomes of…”
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Work characteristics and employee health and well-being: Test of a model of healthy work organization by Wilson, Mark G., Dejoy, David M., Vandenberg, Robert J., Richardson, Hettie A., Mcgrath, Allison L.

“…This paper presents an initial test and validation of a model of healthy work organization. A questionnaire based on the proposed model was completed by 1,130…”
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Marker Variable Choice, Reporting, and Interpretation in the Detection of Common Method Variance: A Review and Demonstration by Simmering, Marcia J., Fuller, Christie M., Richardson, Hettie A., Ocal, Yasemin, Atinc, Guclu M.

“…This article investigates in two ways the use and reporting of marker variables to detect common method variance (CMV) in organizational research. First, a…”
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A Tale of Three Perspectives: Examining Post Hoc Statistical Techniques for Detection and Correction of Common Method Variance by Richardson, Hettie A., Simmering, Marcia J., Sturman, Michael C.

“…Many researchers who use same-source data face concerns about common method variance (CMV). Although post hoc statistical detection and correction techniques…”
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Too little and too much authority sharing: Differential relationships with psychological empowerment and in‐role and extra‐role performance by Richardson, Hettie A., Kluemper, Donald H., Taylor, Shannon G.

“…Summary Consultation and delegation are essential behaviors by which leaders share authority with employees, and they historically are expected to positively…”
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UNDERSTANDING INPUT EVENTS: A MODEL OF EMPLOYEES' RESPONSES TO REQUESTS FOR THEIR INPUT by RICHARDSON, HETTIE A., TAYLOR, SHANNON G.

“…To understand employees' responses to requests for their input, we describe cognitive and self-regulatory processes that make up "input events." Within the…”
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Employee involvement climate and organizational effectiveness by Riordan, Christine M., Vandenberg, Robert J., Richardson, Hettie A.

“…This study empirically examines the relationship between the perceived employee involvement (EI) climate and organizational effectiveness. Using a sample of…”
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HUMAN RESOURCE SYSTEMS AND HELPING IN ORGANIZATIONS: A RELATIONAL PERSPECTIVE by MOSSHOLDER, KEVIN W., RICHARDSON, HETTIE A., SETTOON, RANDALL P.

“…We propose linkages among human resource (HR) systems, relational climates, and employee helping behavior. We suggest that HR systems promote relational…”
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The Impact of High Involvement Work Processes on Organizational Effectiveness: A Second-Order Latent Variable Approach by Vandenberg, Robert J., Richardson, Hettie A., Eastman, Lorrina J.

“…Using a second-order latent variable approach with 3,570 participants across 49 organizations, the current study examined the impact of high involvement work…”
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Perceived organizational support's role in stressor-strain relationships by Richardson, Hettie A, Yang, Jixia, Vandenberg, Robert J, DeJoy, David M, Wilson, Mark G

“…Purpose - The purpose of this study is to examine when perceived organizational support (POS) may be more likely to play a mediator versus moderator role in…”
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Does Decentralization Make a Difference for the Organization? An Examination of the Boundary Conditions Circumbscribing Decentralized Decision-Making and Organizational Financial Performance by Richardson, Hettie A., Vandenberg, Robert J., Blum, Terry C., Roman, Paul M.

“…Recently, there has been increased interest in the organizational gains that can be achieved by decentralizing decision-making authority to lower level…”
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Human Resource Systems and Helping in Organizations: A Relational Perspective by Mossholder, Kevin W., Richardson, Hettie A., Settoon, Randall P.

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Does Decentralization Make a Difference for the Organization? An Examination of the Boundary Conditions Circumbscribing Decentralized Decision-Making and Organizational Financial Performance by Richardson, Hettie A., Vandenberg, Robert J., Blum, Terry C., Roman, Paul M.

“…Recently, there has been increased interest in the organizational gains that can be achieved by decentralizing decision-making authority to lower level…”
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Perceived organizational support's role in stressorstrain relationships by Richardson, Hettie A., Yang, Jixia, Vandenberg, Robert J., DeJoy, David M., Wilson, Mark G.

“…Purpose The purpose of this study is to examine when perceived organizational support POS may be more likely to play a mediator versus moderator role in…”
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CEO WILLINGNESS TO DELEGATE TO THE TOP MANAGEMENT TEAM: THE INFLUENCE OF ORGANIZATIONAL PERFORMANCE by Richardson, Hettie A, mason, Allen C. A, Buchholtz, Ann K, Gerard, Joseph G

“…Despite its strategic importance, researchers have given little attention to when CEOs are willing to delegate decisions to top management team members. Prior…”
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Does decentralization make a difference for the organization? An examination of the boundary conditions circumscribing decentralized decision-making and organizational financial performance by Richardson, Hettie A, Vandenberg, Robert J, Blum, Terry C, Roman, Paul M

“…Recently, there has been increased interest in the organizational gains that can be achieved by decentralizing decision-making authority to lower level…”
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