ORCID Profile
0000-0003-1067-6226
Current Organisation
University of South Australia
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Publisher: Edward Elgar Publishing
Date: 09-07-2021
Publisher: No publisher found
Date: 1992
Publisher: Wiley
Date: 09-2005
Publisher: Elsevier BV
Date: 10-1993
Publisher: Wiley
Date: 26-09-2012
Publisher: Elsevier BV
Date: 04-1993
Publisher: American Psychological Association (APA)
Date: 02-1986
Publisher: No publisher found
Date: 1993
Publisher: Elsevier BV
Date: 2002
DOI: 10.2139/SSRN.1154016
Publisher: Wiley
Date: 12-1987
Publisher: American Psychological Association (APA)
Date: 2002
DOI: 10.1037/0021-9010.87.2.355
Abstract: Two studies tested whether method variance is present at multiple levels of analysis and whether methodological procedures can minimize its impact. In Study 1, 8,052 employees from 71 hotels completed measures of climate, work environment characteristics, and satisfaction. A comparison of correlations at the in idual level, cross-level, cross-level split, aggregate level, and aggregate-split level of analysis revealed that response bias was present across multiple levels. Results suggest that s les should be split in half when cross-level and aggregate correlations are computed to ameliorate response bias problems that arise from in idual-level method variance. In Study 2, results indicated that the temporal spacing of measures of climate and satisfaction influenced response bias. Implications and recommendations for future research are discussed.
Publisher: Emerald (MCB UP )
Date: 2006
Publisher: American Psychological Association (APA)
Date: 2017
DOI: 10.1037/APL0000090
Abstract: We review the literature on organizational climate and culture paying specific attention to articles published in the Journal of Applied Psychology (JAP) since its first volume in 1917. The article traces the history of the 2 constructs though JAP has been far more important for climate than culture research. We distinguish 4 main periods: the pre-1971 era, with pioneering work on exploring conceptualization and operationalizations of the climate construct the 1971-1985 era, with foundational work on aggregation issues, outcome-focused climates (on safety and service) and early writings on culture the 1986-1999 era, characterized by solidification of a focused climate approach to understanding organizational processes (justice, discrimination) and outcomes (safety, service) and the beginnings of survey approaches to culture and the 2000-2014 era, characterized by multilevel work on climate, climate strength, demonstrated validity for a climate approach to outcomes and processes, and the relationship between leadership and climate and culture. We summarize and comment on the major theory and research achievements in each period, showing trends observed in the literature and how JAP has contributed greatly to moving research on these constructs, especially climate, forward. We also recommend directions for future research given the current state of knowledge. (PsycINFO Database Record
Publisher: American Psychological Association (APA)
Date: 1993
Publisher: No publisher found
Date: 2002
Publisher: American Psychological Association (APA)
Date: 2009
DOI: 10.1037/A0014365
Abstract: Research on organizational climate has tended to focus on independent dimensions of climate rather than studying the total social context as configurations of multiple climate dimensions. The authors examined relationships between configurations of unit-level climate dimensions and organizational outcomes. Three profile characteristics represented climate configurations: (1) elevation, or the mean score across climate dimensions (2) variability, or the extent to which scores across dimensions vary and (3) shape, or the pattern of the dimensions. Across 2 studies (1,120 employees in 120 bank branches and 4,317 employees in 86 food distribution stores), results indicated that elevation was related to collective employee attitudes and service perceptions, while shape was related to customer satisfaction and financial performance. With respect to profile variability, results were mixed. The discussion focuses on future directions for taking a configural approach to organizational climate.
Publisher: Wiley
Date: 30-12-2015
DOI: 10.1002/9781118663202.WBEREN670
Abstract: Work teams comprised of members from different racial, ethnic, and cultural groups are increasingly prevalent. Understanding the impact of erse teams is complex. Considerable research has demonstrated that in iduals working in a team composed of similar others have more positive attitudes and responses and are less likely to quit. In contrast, teams comprised of erse members have a greater range of perspectives and expertise to draw upon, which can foster creativity, innovation, and better team outcomes. The paradox that in iduals prefer similarity and have more positive outcomes in teams of similar others yet ersity can foster more positive outcomes for teams highlights the challenges faced in effectively managing erse teams. Research on ersity in work teams aims to understand how the benefits of ersity can be achieved through positive team dynamics, social integration, the overcoming of status differences, task interdependence and effective communication, and leadership processes.
Publisher: American Psychological Association (APA)
Date: 12-1992
Publisher: Emerald (MCB UP )
Date: 2006
Publisher: Elsevier BV
Date: 05-2019
Publisher: American Psychological Association (APA)
Date: 04-1999
Publisher: CSIRO Publishing
Date: 06-03-2023
DOI: 10.1071/PY22201
Publisher: Oxford University Press
Date: 18-09-2012
DOI: 10.1093/OXFORDHB/9780199928309.013.0012
Abstract: The purpose of this chapter is to review and synthesize research on the fit, congruence, and alignment between in iduals and their organizational environment. Theoretical foundations and conceptualizations of person–environment (PE) fit are reviewed, highlighting areas of ambiguity and controversy. The framework of fit addresses different fit perspectives (similarity, fulfillment, and compilation), fit to different hierarchical levels (person-in idual, person-job, person-group, and person-organization fit), and different modes of defining the environment (person-based versus situational-based). Distinctions are drawn between objective and subjective fit, and a set of organizational and in idual differences variables are hypothesized to increase the convergence between the two. Further, misfit is defined, and moderators of the relationship between fit, misfit, and in idual outcomes are suggested. Finally, the notion that in iduals simultaneously desire to fit in terms of being similar to others and being distinctive from others is addressed as a means to further future research on the PE fit in organizations.
Publisher: Elsevier BV
Date: 12-2001
Publisher: Wiley
Date: 06-2004
Publisher: Academy of Management
Date: 12-1993
DOI: 10.2307/256814
Publisher: Wiley
Date: 15-01-2016
DOI: 10.1002/JOB.1987
Publisher: Springer Science and Business Media LLC
Date: 27-09-2022
DOI: 10.1186/S13063-022-06734-7
Abstract: Polygenic risk scores (PRSs) can predict the risk of colorectal cancer (CRC) and target screening more precisely than current guidelines using age and family history alone. Primary care, as a far-reaching point of healthcare and routine provider of cancer screening and risk information, may be an ideal location for their widespread implementation. This trial aims to determine whether the SCRIPT intervention results in more risk-appropriate CRC screening after 12 months in in iduals attending general practice, compared with standard cancer risk reduction information. The SCRIPT intervention consists of a CRC PRS, tailored risk-specific screening recommendations and a risk report for participants and their GP, delivered in general practice. Patients aged between 45 and 70 inclusive, attending their GP, will be approached for participation. For those over 50, only those overdue for CRC screening will be eligible to participate. Two hundred and seventy-four participants will be randomised to the intervention or control arms, stratified by general practice, using a computer-generated allocation sequence. The primary outcome is risk-appropriate CRC screening after 12 months. For those in the intervention arm, risk-appropriate screening is defined using PRS-derived risk for those in the control arm, it is defined using family history and national screening guidelines. Timing, type and results of the previous screening are considered in both arms. Objective health service data will capture screening behaviour. Secondary outcomes include cancer-specific worry, risk perception, predictors of CRC screening behaviour, screening intentions and health service use at 1, 6 and 12 months post-intervention delivery. This trial aims to determine whether a PRS-derived personalised CRC risk estimate delivered in primary care increases risk-appropriate CRC screening. A future population risk-stratified CRC screening programme could incorporate risk assessment within primary care while encouraging adherence to targeted screening recommendations. Australian and New Zealand Clinical Trial Registry ACTRN12621000092897p. Registered on 1 February 2021.
Publisher: Wiley
Date: 12-2006
Publisher: American Psychological Association (APA)
Date: 2017
DOI: 10.1037/APL0000189
Abstract: Low levels of employee trust in top leaders pose challenges to organizations with respect to retention, performance, and profits. This research examines how trust in top leaders can be fostered through the relationships in iduals have with their direct leaders. We propose a trickle-up model whereby trust in direct leaders exerts an upward influence on trust in top leaders. Drawing on the group value model, we predict that direct leaders' procedural justice serves as the key mechanism in facilitating the trickle-up process. Further, this process should be particularly strong for employees high on vertical collectivism, and the trickled-up trust in top leaders should exert a stronger impact on employees' overall performance in the organization than trust in direct leaders. Multiphase and multisource data from 336 in iduals support these hypotheses. The findings advance our understanding of trust and leadership by highlighting that trust in leaders at different levels does not form independently and that trust in leaders trickles up across hierarchical levels. (PsycINFO Database Record
Publisher: SAGE Publications
Date: 03-1993
Abstract: This study investigated the relationship between person-environment (P-E) congruence and organizational performance. Person factors were represented by personal orientations and environment factors by organizational climates. It was hypothesized that P-E congruence would be related to the effectiveness of organizations. Organizational effectiveness data were collected for 29 schools personal orientations were assessed from 597 teachers and organizational climate from 581 teachers within these schools. Personal orientations and climates were aggregated to the organizational level, and P-E congruence was assessed. Results of correlational analyses between congruence and effectiveness generally supported the expected relationships.
Publisher: Wiley
Date: 2005
DOI: 10.1002/JOB.333
Publisher: Springer Science and Business Media LLC
Date: 1992
DOI: 10.1007/BF01014340
Publisher: Wiley
Date: 05-2001
Publisher: Elsevier
Date: 2004
Publisher: Academy of Management
Date: 08-2019
Publisher: Wiley
Date: 03-1986
Publisher: IOP Publishing
Date: 06-2006
Publisher: American Psychological Association (APA)
Date: 2003
DOI: 10.1037/0021-9010.88.4.725
Abstract: Much research has examined gender and age effects on compensation, concluding that a wage gap exists favoring men and negative stereotypes against older workers persist. Although the effect of an employee's gender or age has been widely studied, little work has examined the impact of the demographic characteristics of a focal employee's immediate referent groups (e.g., subordinates, peers, or supervisors) on pay. The effect of the gender and age composition of a focal manager's subordinates, peers, and supervisor on the manager's compensation levels was investigated in a s le of 2,178 managers across a wide range of organizations and functional areas. After controlling for a number of human capital variables, results indicated that not only does a wage gap favoring men exist, but also managerial pay is lower when managers' referent groups are largely female, when subordinates are outside the prime age group, and when peers and supervisors are younger.
Publisher: American Psychological Association
Date: 2014
DOI: 10.1037/14259-010
Publisher: Wiley
Date: 12-1992
Publisher: Informa UK Limited
Date: 15-03-2014
Publisher: Wiley
Date: 06-1991
Publisher: Wiley
Date: 09-1998
Publisher: Oxford University Press
Date: 21-11-2012
DOI: 10.1093/OXFORDHB/9780199732579.013.0012
Abstract: The purpose of this chapter is to review and synthesize theory and research on person–environment (PE) fit as it applies to selection and recruitment from both the organization's and applicant's perspective. PE fit conceptualizations are briefly reviewed, delineating different subtypes, modes, and operationalizations of fit, with particular attention to their role in selection. A heuristic model is then developed that explores how actual assessment of fit as well as perceptions of the degree of fit influence hiring decisions on the part of the organization and decisions to join the organization on the part of the applicant. In idual and organizational factors that influence the degree of fit during recruiting and selection are addressed as well as the effect of fit on initial work responses and behaviors. Implications of the framework are discussed to provide future directions for research and theory.
Publisher: Elsevier BV
Date: 12-2021
Publisher: Wiley
Date: 29-11-2020
DOI: 10.1111/JOOP.12333
Publisher: American Psychological Association
Date: 2019
DOI: 10.1037/0000115-003
Publisher: Wiley
Date: 03-2005
Publisher: Academy of Management
Date: 04-2016
No related grants have been discovered for Cheri Ostroff.