共查询到20条相似文献,搜索用时 8 毫秒
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Lonnie K. Stevans 《LABOUR》1996,10(2):357-374
ABSTRACT: The 1990 National Longitudinal Survey of Youth is utilized to explore the effects that the occupational crowding of immigrants has on the real wages of indigenous and non-US citizen workers already in the United States. Findings include adverse wage effects as a result of the crowding of immigrants on the following worker categories: (1) indigenous, unskilled, white or black workers and (2) non-US citizen, skilled or unskilled black workers. Foreign-born, skilled, and white workers already in the US realize a positive effect on their real wages as a result of having a large relative number of non-US citizens in their occupations. 相似文献
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Public Organization Review - This theme-based book review highlights three recent texts, on immigration policy in the United States and European Union; corruption and exclusion; and applied ethics... 相似文献
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Elliot Bendoly Morgan Swink Wendell P. Simpson 《Production and Operations Management》2014,23(5):847-860
Project switching occurs when a multi‐project worker shifts his/her attention from one project to another before completing the first project. In this study, we study the effects of two areas of management policy on project switching behavior, project prioritization, and work monitoring. We conduct a controlled experiment to evaluate direct and combined effects of prioritization, scheduled progress checks, and managerial progress checks on project switching behavior in a distributed, multi‐project work environment. We use computerized tasks constituting multiple projects as a means of efficiently simulating a project work setting. Working professionals served as subjects for the experiment, thereby enabling us to control for experience and other individual differences that may vary across workers in real‐world projects. We find that clarifying priorities has little overall effect on the prevalence of switching in our multi‐project setting, while the presence of managerial progress checks has significant and distinct impacts, driving up switch tendencies. Interestingly, various attributes of the timing of these monitoring events also significantly impact the likelihood that workers will switch in response to these event triggers. We discuss the implications of these findings for managerial practice and for future research. 相似文献
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《Journal of Organizational Behavior Management》2013,33(2):59-69
Absenteeism continues to be a major problem for large segments of business and industry. Operant procedures have been used successfully to correct this problem, but most programs have used various forms of monetary reinforces. Applied research also has yet to examine the relationship between attendance and employee productivity. The present research uses feedback and social reinforcement to improve attendance, and examines attendance levels as they relate to worker efficiency. The findings of this study suggest that although there might be a slight increase in individual efficiency when absenteeism decreases, the relation between attendance and worker efficiency is not simple. 相似文献
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《Journal of Organizational Behavior Management》2012,32(3-4):164-178
ABSTRACTThis study investigated the interaction effect between specificity (specific vs. global) and frequency of feedback (frequent vs. infrequent) on the quality of work performance. Eighty participants were recruited and randomly assigned to one of the four groups: specific and frequent feedback, global and frequent feedback, specific and infrequent feedback, and global and infrequent feedback. A 2 × 2 factorial design was adopted. Participants were asked to work on a simulated order-fulfilling task and attended 24 sessions. The dependent variable was the error rate of the completed tasks. The results showed that more frequent feedback was more effective and specific feedback was more effective than global feedback in improving the quality of performance. Furthermore, an interactive effect between feedback frequency and specificity was found. Specific feedback was more effective than global feedback when the feedback was infrequent, but global feedback was comparable to specific feedback when it was frequent. 相似文献
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Eunju Choi Douglas A Johnson Kwangsu Moon Shezeen Oah 《Journal of Organizational Behavior Management》2018,38(2-3):97-115
Performance feedback has been broadly used within Organizational Behavior Management. However, the specifics regarding the most effective type of feedback still merits careful investigation, including the use of positive and negative sequences of feedback. The current study randomly assigned participants to receive one of the following sequences: (a) positive-positive feedback, (b) positive-negative feedback, (c) negative-positive feedback, and (d) negative-negative feedback. Uniform feedback delivery resulted in higher performance, although inconsistent feedback resulted in lessened negative emotional responses. Recommendations on whether to deliver positive or negative feedback in isolation or combination may depend upon the outcomes currently being prioritized by the organization. 相似文献
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《Journal of Organizational Behavior Management》2013,33(4):21-53
Abstract This laboratory simulation examined the relative effects of two frequencies of feedback on work performance under hourly pay and incentive pay. The study had four experimental conditions: feedback delivered after every session under hourly pay and under incentive pay, and feedback delivered after every fourth session under hourly pay and under incentive pay. Thirty-five college students were randomly assigned to one of the four conditions. Each participant attended 24 thirty-minute sessions. Participants performed a simulated work task on the computer that consisted of computer-related activities such as dragging, clicking, and typing. The dependent variable was the number of correctly completed units of work. An analysis of covariance was conducted to analyze the data using pretest scores as a covariate. Participants who received feedback every session completed significantly more work units than participants who received feedback every fourth session. In addition, an interaction between feedback frequency and pay systems was found: Feedback delivered every session was more effective than feedback delivered every fourth session under the incentive pay system, but not under the hourly pay system. The results suggest that the relative effects of feedback frequency may depend upon the extent to which feedback is correlated with differential consequences for performance. 相似文献
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Willard F. Enteman 《Business and Society Review》2001,106(2):143-160
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Kwangsu Moon Kyehoon Lee Kyounga Lee 《Journal of Organizational Behavior Management》2017,37(1):63-74
This study investigated the interaction effects of feedback content type (social comparison feedback vs. objective feedback) and two different performance levels (high vs. low) on work performance. One hundred fifty participants were recruited and asked to perform a simulated work task in a preliminary session. Based on their performance, the upper 40% (high performance) and lower 40% (low performance) groups were selected for the main experiment. Participants in each group were randomly assigned to the two different experimental conditions: objective feedback and social comparison feedback. For the participants in the objective feedback condition, information on the number of correctly completed work tasks was provided. For the participants in the social comparison feedback condition, rank information on their performance was provided. The results indicated that social comparison feedback was more effective than objective feedback for the high performers, but was less effective for the low performers. 相似文献
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Jaehee Lee 《Journal of Organizational Behavior Management》2013,33(3-4):336-345
This study compared the effects of incentive and penalty on work performance. In Experiment 1, participants in the incentive group could earn 50 won (approximately 5 cents) for correctly completing each task and those in the penalty group could lose 50 won for incorrectly completing each task. The incentive and penalty did not exert differential impacts on work performance. In Experiment 2, participants were randomly assigned to one of six experimental groups: incentive, penalty, and no reward groups under two different consequence delivery schedules. Under the continuous condition, the payment was determined in the same way as in Experiment 1. Under the VR 5 condition, 250 won was either added or deducted based on a VR 5 schedule. The effects of the incentive and penalty were comparable under the continuous condition. However, the incentive was more effective than the penalty under the VR 5 condition. 相似文献