Matching Items (6)
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- All Subjects: management
- Creators: Hom, Peter
Description
Researchers lament that feedback interventions often fail. Traditional theories assume a cognitive relationship between the receipt of feedback and its impact on employee performance. I offer a theoretical model derived from Affective Events and Broaden and Build Theories to shed new light on the feedback-performance relationship. I bridge the two primary streams of feedback literature-the passive receipt and active seeking-to examine how employees' affective responses to feedback drive how they use feedback to improve performance. I develop and test a model whereby supervisor developmental feedback and coworker feedback seeking relate to the positivity ratio (the ratio of positive as compared to negative affect), enabling them to be more creative and thus improving their performance. I test my model using Experience Sampling Methodology with a sample of MBA students over a two week working period.
ContributorsChristensen, Amanda L (Author) / Kinicki, Angelo (Thesis advisor) / Zhang, Zhen (Committee member) / Hom, Peter (Committee member) / Arizona State University (Publisher)
Created2014
Description
Economic and environmental concerns necessitate the preference for retrofits over new construction in manufacturing facilities for incorporating modern technology, expanding production, becoming more energy-efficient and improving operational efficiency. Despite the technical and functional challenges in retrofits, the expectation from the project team is to; reduce costs, ensure the time to market and maintain a high standard for quality and safety. Thus, the construction supply chain faces increasing pressure to improve performance by ensuring better labor productivity, among other factors, for efficiency gain. Building Information Modeling (BIM) & off-site prefabrication are determined as effective management & production methods to meet these goals. However, there are limited studies assessing their impact on labor productivity within the constraints of a retrofit environment. This study fills the gap by exploring the impact of BIM on labor productivity (metric) in retrofits (context).
BIM use for process tool installation at a semiconductor manufacturing facility serves as an ideal environment for practical observations. Direct site observations indicate a positive correlation between disruptions in the workflow attributed to an immature use of BIM, waste due to rework and high non-value added time at the labor work face. Root-cause analysis traces the origins of the said disruptions to decision-factors that are critical for the planning, management and implementation of BIM. Analysis shows that stakeholders involved in decision-making during BIM planning, management and implementation identify BIM-value based on their immediate utility for BIM-use instead of the utility for the customers of the process. This differing value-system manifests in the form of unreliable and inaccurate information at the labor work face.
Grounding the analysis in theory and observations, the author hypothesizes that stakeholders of a construction project value BIM and BIM-aspects (i.e. geometrical information, descriptive information and workflows) differently and the accuracy of geometrical information is critical for improving labor productivity when using prefabrication in retrofit construction. In conclusion, this research presents a BIM-value framework, associating stakeholders with their relative value for BIM, the decision-factors for the planning, management and implementation of BIM and the potential impact of those decisions on labor productivity.
BIM use for process tool installation at a semiconductor manufacturing facility serves as an ideal environment for practical observations. Direct site observations indicate a positive correlation between disruptions in the workflow attributed to an immature use of BIM, waste due to rework and high non-value added time at the labor work face. Root-cause analysis traces the origins of the said disruptions to decision-factors that are critical for the planning, management and implementation of BIM. Analysis shows that stakeholders involved in decision-making during BIM planning, management and implementation identify BIM-value based on their immediate utility for BIM-use instead of the utility for the customers of the process. This differing value-system manifests in the form of unreliable and inaccurate information at the labor work face.
Grounding the analysis in theory and observations, the author hypothesizes that stakeholders of a construction project value BIM and BIM-aspects (i.e. geometrical information, descriptive information and workflows) differently and the accuracy of geometrical information is critical for improving labor productivity when using prefabrication in retrofit construction. In conclusion, this research presents a BIM-value framework, associating stakeholders with their relative value for BIM, the decision-factors for the planning, management and implementation of BIM and the potential impact of those decisions on labor productivity.
ContributorsGhosh, Arundhati (Author) / Chasey, Allan D (Thesis advisor) / Laroche, Dominique-Claude (Committee member) / Fowler, John (Committee member) / Arizona State University (Publisher)
Created2015
Description
This dissertation explores when and how the social comparisons that employees make with respect to their LMX (leader-member exchange) relationships affect their work performance and behaviors. The study introduces the concept of LMX social comparison across dyads (LMXAD) in which a follower compares the quality of his/her supervisory relationship to other leader-member dyads outside of the workgroup (e.g., my leader-myself vs. other leaders-other colleagues). Thus, the study sheds light on LMX social comparison processes at a dyadic level (e.g., our relationship vs. their relationships) as opposed to the individual level (e.g., my relationship vs their relationships, when followers share a same leader) to highlight the importance and saliency of leader-member dyadic comparisons. Drawing upon Thibaut & Kelley (1959)’s social exchange theory, the study, which collected data from 318 employees in Korean companies, empirically supported the positive effects of LMXAD on work performance, organizational citizenship behavior (OCB), and the negative effects of LMXAD on counterproductive work behavior (CWB), beyond LMX and LMX social comparison within group (e.g., my leader-myself vs. my leader-coworkers). Furthermore, results suggest upward counterfactual thoughts with regards to the current LMX relationship, mediates the relationship between LMXAD and work performance and CWB. Individual LMX and causal attributions also have a moderating effect by weakening the negative effects of LMXAD on upward counterfactual thoughts.
ContributorsSeo, Jungmin (Jungmin Jaime) (Author) / Nahrgang, Jennifer D (Thesis advisor) / LePine, Jeffery A. (Thesis advisor) / Hom, Peter (Committee member) / Arizona State University (Publisher)
Created2016
Description
Differences between cultures have been (and continue to be) examined by researchers all over the world. Prominent studies performed by organizations such as GLOBE and Hofstede have created a foundation for our understanding of how culture affects business in different countries. They also inspired our study, which investigates how employment benefits vary in different cultures. We examined the difference in employee benefit preference of Austria and Germany compared to America and how that affects their perception of the organization. Specifically, we studied how employees in those countries would react to an increase in wage or an increase in vacation time. Each participant read a hypothetical scenario in which they received one of the two benefits. The alternative benefit was not disclosed to them. After reading about the reward, they were asked various questions about the company. These questions gauged their belief in the ability of the organization, their benevolence toward the organization, their perception of the integrity of the organization, their trust in the organization, their turnover intentions, and their obligation felt towards the organization.
Two of the six variables tested yielded statistically significant results after we performed a univariate analysis of variance test on each of the variables. The two variables that yielded statistically significant results were belief in the integrity of the organization and benevolence toward the organization. Americans expressed more benevolence and belief in the integrity of their organization when they received more vacation time, while Europeans exhibited the opposite reaction (to a lesser degree). These results could provide insight to companies that are looking to strengthen company culture or increase motivation of employees. The variables with non-significant results could be attributed to globalization, limitations of our study, or the concept of scarcity.
Two of the six variables tested yielded statistically significant results after we performed a univariate analysis of variance test on each of the variables. The two variables that yielded statistically significant results were belief in the integrity of the organization and benevolence toward the organization. Americans expressed more benevolence and belief in the integrity of their organization when they received more vacation time, while Europeans exhibited the opposite reaction (to a lesser degree). These results could provide insight to companies that are looking to strengthen company culture or increase motivation of employees. The variables with non-significant results could be attributed to globalization, limitations of our study, or the concept of scarcity.
ContributorsMackey, Henry Aloysius (Author) / Baer, Mike (Thesis director) / Hom, Peter (Committee member) / Dean, W.P. Carey School of Business (Contributor) / Department of Management and Entrepreneurship (Contributor) / Department of Information Systems (Contributor) / Barrett, The Honors College (Contributor)
Created2019-05
Description
This thesis analyzes the importance of positive relationships between managers and their
employees. It attempts to define what a positive work relationship is and how it can influence the
work environment. Through information found from case studies and surveys it is clear that a
good manager, as defined in this work, has a large impact on employee job satisfaction,
motivation and perceived retention rate. Using popular theories and studies I will show the
support I have for the analysis of my results as well as studies which prove my results to be
flawed.
employees. It attempts to define what a positive work relationship is and how it can influence the
work environment. Through information found from case studies and surveys it is clear that a
good manager, as defined in this work, has a large impact on employee job satisfaction,
motivation and perceived retention rate. Using popular theories and studies I will show the
support I have for the analysis of my results as well as studies which prove my results to be
flawed.
ContributorsAmmons, Karilee Rose (Author) / Hom, Peter (Thesis director) / Eric, Knott (Committee member) / Department of Management and Entrepreneurship (Contributor) / School of International Letters and Cultures (Contributor) / Barrett, The Honors College (Contributor)
Created2020-05
Description
The Community Assistant position at Arizona State University is dealing with an issue of poor year-to-year retention. Currently, a large number of Community Assistants who could return for another year are choosing not to, which is further exacerbated by the fact that graduating Community Assistants cannot stay even if they wanted to because the position must be held by active students. Through research, interviews, and testimony, this paper constructs what the Community Assistant role entails and the priorities that the role instills in current Community Assistants at ASU. It then seeks to answer the question of why low levels of year-to-year retention matter and why so many are choosing to move to different positions after their first year has ended. By building from the information provided by current Community Assistants and various management theories from a variety of sources, this paper offers actionable recommendations for Arizona State University Housing to increase retention and motivation within the Community Assistant position.
ContributorsKnauer, Remington (Author) / Arrfelt, Mathias (Thesis director) / Hom, Peter (Committee member) / Department of Management and Entrepreneurship (Contributor) / Barrett, The Honors College (Contributor)
Created2020-05