scholarly journals Academic achievement and persistence in online self-paced courses

2016 ◽  
Author(s):  
◽  
Terrie Nagel
Keyword(s):  
Hierarchical Linear Modeling ◽  
Model Building ◽  
Course Satisfaction ◽  
Delivery Mode ◽  
Linear Modeling ◽  
Negative Effects ◽  
University Of Missouri ◽  
Academic Level ◽  
Course Experience ◽  
Negative Effect

This study focused on building achievement and persistence models of students enrolled in online self-paced courses using 11,829 AY 2014-15 records from the University of Missouri. Course satisfaction, delivery mode, and student characteristics were used to create the models. Model building and trimming using hierarchical linear modeling occurred in which level-2 units were online self-paced courses and level-1 units were students. In terms of persistence, the log-odds of persistence were related to course satisfaction holding constant other predictors. Gender, academic level, enrollment time, and active completion time had significant effects on persistence and achievement. Persistence and prior self-paced experience also had significant effects on achievement, with prior self-paced course experience having a negative effect. Enrollment time had negative effects on persistence and achievement. Females and upper-division students generally received higher scores than males and lower-division students. The effect of persistence on achievement was largest by far, as one might logically predict.

The Effect of Daily Fluctuation of Abusive Supervision over Employees Positive and Negative Emotions, and Recovery Experience

2021 ◽  
Vol 25 ◽  
Author(s):  
Ivonne Gallegos ◽  
Rita Berger ◽  
Joan Guardia-Olmos ◽  
Jordi Escartín
Keyword(s):  
Hierarchical Linear Modeling ◽  
Positive Emotions ◽  
Negative Emotions ◽  
Abusive Supervision ◽  
Linear Modeling ◽  
Daily Fluctuation ◽  
Predictive Variables ◽  
Event Theory ◽  
Negative Effect ◽  
Positive And Negative Emotions

Abstract Abusive supervision impacts employees’ emotions negatively and creates feelings of shame and fear. But it remains unclear how daily employees’ positive and negative emotions are affected and if they can recover. Applying the affective event theory and job demands-resources model we hypothesized that daily abusive supervision influences employees’ positive and negative emotions fluctuation over the day, recovery after work, and employee emotions the next morning. Two daily surveys were answered by 52 Mexican employees for ten days providing 347 registers in the morning and 255 in the afternoon. Hierarchical linear modeling shows alteration of positive and negative emotions in the afternoon and next day, and a positive effect over recovery in relaxation, mastery and control restoring positive emotions. However, negative emotions cannot be recovered for the following day. Additionally, we found effects of predictive variables, as the days of the week go by, positive emotions in the afternoon and negative emotions in the morning decrease. Gender shows for men a more negative effect on positive emotions in the afternoon, next morning and on mastery-recovery. Marital status revealed effect over married individuals incrementing the four recovery dimensions, increasing positive emotions, and reducing negative emotions in the afternoon and next morning. Tenure has an effect over abusive supervision, the longer employees in the company, more likely they suffer abusive supervision. We show how employees restore positive emotions after daily recovery and that negative emotions cannot be recovered for the following day; revealing how abusive managers cause emotional damage to employees every day.

You reap what you sow: knowledge hiding, territorial and idea implementation

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Xianmiao Li ◽  
William X. Wei ◽  
Weiwei Huo ◽  
Yi Huang ◽  
Manyi Zheng ◽  
...  
Keyword(s):  
Hierarchical Linear Modeling ◽  
Creative Process ◽  
Negative Impact ◽  
Territorial Behavior ◽  
Linear Modeling ◽  
Negative Effects ◽  
Content Type ◽  
High Level ◽  
Knowledge Hiding ◽  
Moderating Role

PurposeThis study aims to build a research model from the perspectives of knowledge hiding and idea implementation to examine what factors influence idea implementation and the cross-level moderating role of team territory climate.Design/methodology/approachData were collected from universities, 52 (R&D) teams in China via a two-wave survey. The final sample contained 209 team members and their immediate supervisors. Hierarchical linear modeling was used to test hypotheses.FindingsThe results indicated that individuals’ knowledge-hiding behavior had a significantly negative impact on idea implementation and creative process engagement, which played a mediating role. Team territorial climate played a cross-level moderating role between knowledge hiding and idea implementation. If team territorial climate was at a high level, then the negative connection between knowledge hiding and idea implementation would be weaker.Research limitations/implicationsUnder the perspective of territorial behavior in Chinese cultural, it can help to distinguish territorial behavior and be preventive at individual and team levels. This study not only enables managers to clearly understand the precipitating factors of idea implementation but also provides constructive strategies for alleviating the negative effects of knowledge territoriality on creative process engagement and idea implementation.Originality/valueThis study constructs a cross-level model to explore the relationship among knowledge hiding, creative process engagement and idea implementation at individual and team levels in the context of Chinese R&D enterprises. Additionally, the study analyzes the influence of territoriality on idea implementation under boundary conditions.

Do social conflicts at work affect employees’ job satisfaction?

2018 ◽  
Vol 29 (2) ◽  
pp. 213-235 ◽  
Author(s):  
Alexandra Hagemeister ◽  
Judith Volmer
Keyword(s):  
Job Satisfaction ◽  
Hierarchical Linear Modeling ◽  
Organizational Context ◽  
Daily Basis ◽  
Social Conflicts ◽  
Linear Modeling ◽  
Negative Effects ◽  
Content Type ◽  
Personality Research ◽  
Work Affect

Purpose The purpose of this study is to examine social conflicts with co-workers (SCCWs) as a predictor of job satisfaction with co-workers (JSCWs) on a daily basis. Moreover, dispositional emotion regulation (ER) was suggested to moderate the within-person relationship between daily conflicts at work and JSCWs. Design/methodology/approach Ninety-eight employees from German civil service agencies completed surveys across five consecutive work days. Dispositional variables and controls were assessed in a general survey which was completed before the start of the daily surveys. Findings Hierarchical linear modeling showed that SCCWs at noon were significantly related to employees’ JSCWs in the evening and that dispositional ER moderated this relationship, indicating that people with high abilities of ER reported higher levels of job satisfaction with their co-workers than people with low abilities of ER after experiencing SCCWs. Originality/value The present study links conflict research with organizational and personality research. The findings broaden the understanding of social conflicts in an organizational context and further highlight ER as an important factor which can buffer the negative effects of workplace conflicts.

The Target of Incivility Cannot Be an Island

2020 ◽  
Vol 19 (4) ◽  
pp. 174-183
Author(s):  
Peng Zhao ◽  
Xiaohong Xu ◽  
Yisheng Peng ◽  
Kathi N. Miner
Keyword(s):  
Hierarchical Linear Modeling ◽  
Career Satisfaction ◽  
Negative Impact ◽  
Employee Productivity ◽  
Linear Modeling ◽  
Negative Effects ◽  
Multilevel Approach ◽  
Individual Level ◽  
Using Data ◽  
Practical Implications

Abstract. To address the inconsistencies regarding the effects of incivility on employee productivity and career satisfaction, this study adopted a multilevel approach to examine the cross-level moderating effect of department-level incivility on the negative impact of individual-level incivility. We tested our hypotheses using data from 717 faculty nested within 79 departments at a southwestern university. The hierarchical linear modeling results supported that individual-level incivility negatively related to career satisfaction but not productivity. Further, department-level incivility moderated the negative effects of individual-level incivility such that the negative effects of individual-level incivility on career satisfaction and productivity were reduced when most people in the department experienced incivility or when individuals were not singled out for being mistreated. Theoretical and practical implications are discussed.

scholarly journals The effect of perception of organizational politics on professionals’ engagement: the moderating role of the psychological safety climate

2020 ◽  
Vol 36 (2) ◽  
pp. 348-360
Author(s):  
Renata Silva de Carvalho Chinelato ◽  
Susana Maria de Oliveira e Mota Tavares ◽  
Maria Cristina Ferreira ◽  
Felipe Valentini
Keyword(s):  
Hierarchical Linear Modeling ◽  
Work Engagement ◽  
Organizational Context ◽  
Safety Climate ◽  
Psychological Safety ◽  
Organizational Politics ◽  
Organizational Level ◽  
Linear Modeling ◽  
Negative Effect ◽  
Perception Of Organizational Politics

El propósito de esta investigación fue probar empíricamente la hipótesis de que el clima de seguridad psicológica de la organización y la percepción de las políticas de la organización predicen hasta qué punto los empleados se sienten comprometidos con su trabajo. El uso de modelos jerárquicos lineales y los datos recopilados de 1,244 empleados en 64 organizaciones, el clima de seguridad psicológica a nivel organizativo y la percepción de la política organizacional a nivel de los empleados predijo la participación laboral de los empleados. También hubo una interacción significativa en todos los niveles, de modo que el efecto negativo de la percepción de las políticas organizacionales se amplificó en organizaciones con un clima de seguridad psicológica positivo. En otras palabras, la seguridad psicológica organizacional beneficia más el compromiso laboral de los individuos cuando perciben la existencia de políticas organizacionales bajas. Los resultados ofrecen información sobre los mecanismos por los cuales el contexto organizativo percibido puede influir en el compromiso laboral de los empleados y resaltar la importancia de la coherencia organizativa percibida en la promoción del compromiso laboral dentro de su organización. Los profesionales y gerentes de Recursos Humanos deben promover reuniones frecuentes con los trabajadores y aplicar otras prácticas que puedan impulsar un clima seguro para los empleados. The purpose of this research was to empirically test the hypothesis that the organizational psychological safety climate and the perception of organizational politics predict the extent to which employees feel engaged in their work. Using hierarchical linear modeling and data collected from 1,244 employees in 64 organizations, organizational level psychological safety climate and employee-level perception of organizational politics predicted employee work engagement. There was also significant cross-level interaction, so that the negative effect of the perception of organizational politics was amplified in organizations with a positive psychological safety climate. In other words, organizational psychological safety benefits the work engagement of individuals more when they perceive the existence of low organizational politics. The results offer insight into the mechanisms by which the perceived organizational context may influence employees’ work engagement and highlight the importance for the perceived organizational consistency in the promotion of work engagement within their organization. Human Resource professionals and managers should promote frequent meetings with the workers and apply other practices that can boost a safe climate for the employees.

The Negative Effects of Public Benefits on Individual Employment: A Multilevel Analysis of Work Hours

2015 ◽  
Vol 53 (4) ◽  
pp. 308-318 ◽  
Author(s):  
Derek Nord ◽  
Kelly Nye-Lengerman
Keyword(s):  
Hierarchical Linear Modeling ◽  
Work Hours ◽  
Rehabilitation Service ◽  
Annual Review ◽  
Linear Modeling ◽  
Negative Effects ◽  
Public Benefits ◽  
Employment Participation ◽  
Development Disabilities ◽  
Limit Access

AbstractPublic benefits are widely used by people with intellectual and development disabilities (IDD) as crucial financial supports. Using Rehabilitation Service Administration 911 and Annual Review Report datasets to account for individual and state vocational rehabilitation (VR) agency variables, a sample of 21,869 people with IDD were analyzed using hierarchical linear modeling to model the effects of public benefits on hours worked per week. Findings point to associations that indicate that public benefits not only limit access to employment participation, they also have a restricting effect on growth of weekly hours that typically come with higher wage positions, compared those that do not access benefits. The article also lays out important implications and recommendations to increase the inclusion of people with IDD in the workplace.

Do feelings matter? The effect of leader affective presence on employee proactive customer service performance

2020 ◽  
Vol 32 (7) ◽  
pp. 2305-2323 ◽  
Author(s):  
Jing Jiang ◽  
Yanan Dong ◽  
Bin Li ◽  
Huimin Gu ◽  
Larry Yu
Keyword(s):  
Customer Service ◽  
Hierarchical Linear Modeling ◽  
Service Performance ◽  
Linear Modeling ◽  
Content Type ◽  
Prosocial Motivation ◽  
Moderated Mediation Model ◽  
Hospitality Organizations ◽  
Negative Effect ◽  
The Relationship

Purpose Applying affect-as-information theory, this research analyzed the relationship of leader affective presence and employee proactive customer service performance (PCSP) in hospitality organizations. It further explored when and how leader affective presence influenced employee PCSP. Design/methodology/approach Taking a sample of 110 teams with 361 pairs of leaders and employees in Chinese hotels, a moderated mediation model was tested across individual and team levels using hierarchical linear modeling. Findings This study found that leader positive affective presence (LPAP) had a positive effect on employee PCSP, whereas leader negative affective presence (LNAP) had a negative effect on employee PCSP. Employee prosocial motivation mediated the relationship between leader affective presence and employee PCSP. The employee power distance value weakened the LNAP–employee prosocial motivation relationship, which subsequently mitigated the negative indirect effect of LNAP on employee PCSP through employee prosocial motivation. Research limitations/implications The sample was drawn from one hotel group in China, which may limit external validity. Practical implications Hospitality organizations should emphasize the affective traits of leaders in employee initiatives. Leader affective presence should be considered during recruitment and promotion. Management should pay more attention to employee emotional management and value alignment. Originality/value The findings provide deeper insight into the role of LPAP and LNAP in influencing employees’ PCSP. It sheds new light on the mechanisms and conditions through which leader affective presence might heighten or hinder employee PCSP.

scholarly journals Workplace ostracism, paranoid employees and service performance: a multilevel investigation

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Amer Ali Al-Atwi ◽  
Yahua Cai ◽  
Joseph Amankwah-Amoah
Keyword(s):  
Hierarchical Linear Modeling ◽  
Service Performance ◽  
Cognitive Diversity ◽  
Linear Modeling ◽  
Content Type ◽  
Mediating Role ◽  
Workplace Ostracism ◽  
Negative Effect ◽  
Group Diversity

PurposeDrawing on the literature on victim precipitation theory, workplace ostracism (WO) and paranoia, this paper examines the mediating role of WO on the paranoia–service performance (SP) relationship. This paper further postulates that team cognitive diversity (TCD) moderates the paranoia–WO relationship.Design/methodology/approachData were collected from 228 nurses from a leading hospital located in an eastern province of China. Hypotheses developed from the literature were tested using multivariate hierarchical linear modeling (HLM).FindingsWO had a negative effect on SP, while TCD had a positive effect on WO. Cognitive diversity moderated the paranoia–WO relationship, such that the positive relationship was stronger when group diversity was high.Originality/valueThis paper develops and tests a model exploring the antecedents of WO and its effect on SP.

scholarly journals Team characteristics, peer competition threats and individual performance within a working team: An analysis of realtor agents

2014 ◽  
Vol 17 (2) ◽  
pp. 140-156
Author(s):  
Chun Chang Lee
Keyword(s):  
Survey Data ◽  
Hierarchical Linear Modeling ◽  
Empirical Model ◽  
Individual Performance ◽  
Compensation Scheme ◽  
Linear Modeling ◽  
Proxy Variable ◽  
Average Performance ◽  
Negative Effect ◽  
Team Characteristics

This paper uses survey data from a questionnaire for brokers given to Kaohsiung realtors in order to explore the effect of the threat of peer competition on an individual’s performance. In the empirical model, the branch “average performance of other agents” is used as the proxy variable for peer competition, and the hierarchical linear modeling (HLM) model is applied for estimation. The empirical results suggest that the average performance by other agents has a significant negative effect on an individual’s performance. In branches that have more “agents” or have a “team compensation scheme”, the effect of other agents’ average performance on an individual’s performance is significantly higher than that for the branches with fewer “agents” or without a “team compensation scheme”. These findings are consistent with theoretical expectations.

The Relationship Between Leader–Member Exchange and Employees’ Proactive Behaviors

2019 ◽  
Vol 18 (2) ◽  
pp. 106-111
Author(s):  
Fong-Yi Lai ◽  
Szu-Chi Lu ◽  
Cheng-Chen Lin ◽  
Yu-Chin Lee
Keyword(s):  
Hierarchical Linear Modeling ◽  
Future Research ◽  
Leader Member Exchange ◽  
Voice Behavior ◽  
Linear Modeling ◽  
Team Members ◽  
Member Exchange ◽  
Multi Temporal ◽  
The Relationship ◽  
Practical Implications

Abstract. The present study proposed that, unlike prior leader–member exchange (LMX) research which often implicitly assumed that each leader develops equal-quality relationships with their supervisors (leader’s LMX; LLX), every leader develops different relationships with their supervisors and, in turn, receive different amounts of resources. Moreover, these differentiated relationships with superiors will influence how leader–member relationship quality affects team members’ voice and creativity. We adopted a multi-temporal (three wave) and multi-source (leaders and employees) research design. Hypotheses were tested on a sample of 227 bank employees working in 52 departments. Results of the hierarchical linear modeling (HLM) analysis showed that LLX moderates the relationship between LMX and team members’ voice behavior and creative performance. Strengths, limitations, practical implications, and directions for future research are discussed.

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