Dr. Kenneth Price
Professor
The Interdependency Of Task And Relationship Conflict Over Time.
Henley, Amy B.; Price, Kenneth H. 2004, Academy of Management Proceedings, pA1, 6p.
This article focuses on the interdependency of task and relationship conflict over time. Organizations are increasing their use of teams to accomplish work related activities. The potential benefits that teams can bring to a task are numerous, including higher levels of problem solving creativity, increases in motivation, a better cognitive understanding of the team-generated ideas, and greater commitment to implement the team's solution. For teams to reach their potential, however, productivity process losses that can result in suboptimal performance must be minimized and potential gains must be maximized. Two aspects of the interaction process that have been associated with suboptimal and optimal levels of team performance, respectively, are relationship conflict and task conflict. Given the double-edged sword that conflict represents, it would seem easy to resolve this dilemma by simply minimizing relationship conflict and maximizing task conflict. However, current research indicates that these two forms of conflict are often interrelated. Sometimes referred to as substantive or cognitive conflict, task conflict involves the expression of differences in viewpoints, ideas, and opinions directly related to the group task and its accomplishment.
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The Effects Of Voice-Based Participation Across Multiple And Interrelated Stages Of Decision-Making.
Price, Kenneth H.; Lavelle, James J.; Cocchiara, Faye K.; Buchanan, F. Robert; Henley, Amy B., 2004, Academy of Management Proceedings, pK1, 6p.
This article examines decision processes that involve multiple but interrelated stages of voice-based participation. At the initial stage of the decision process, there is a transformation of individual input into team recommendations accomplished through the team's interactions and decision-making procedures. Generally, research findings suggest that individuals who are allowed input by the decision-maker judge the process as fairer than individuals who are denied input. One common way to transform individual input into a team recommendation is through a hierarchical decision-making process. Here, team members make recommendations to the team leader who has the authority to select among them and make the final decision for the team. A framework was provided to explain why voice impacts perceptions of fairness that is consistent with the instrumental model of procedural justice. Voice is important because it provides an opportunity to influence a decision. When voice is considered, one has an opportunity to influence the thinking of the relevant authority and thus, the potential to influence the decision. Consequently, actual influence is not necessary as long as one believes that one's voice is being heard.
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Harrison, David A.; Price, Kenneth H.. Summer2003, Human Resource Management Review, Vol. 13 Issue 2, p203, 23p.
We examine the merits of studying absence and attendance behaviors across multiple settings. In this approach, we connect consistent, between-person variance to dispositional influences and contextual, within-person variance to social influences. Using definitions of absence and lateness that focus on how these behaviors violate social expectations, we found that self-reported absenteeism at 11 different settings yielded a consistency estimate comparable to many measures of work-related constructs (coefficient α=.62). Self-reported lateness yielded even greater consistency (α=.76). Supplementary evidence using archival records of attendance and performance showed that response biases were unlikely sources of all of the apparent absence and lateness “proneness.” Self-monitoring was unrelated to overall levels of absence or lateness, but was weakly related to modulation of absence and lateness rates across settings (r's=.14 and .10, respectively). Perceived social expectations were correlated at the idiographic level with absence and lateness patterns across the 11 settings (median r's=−.30 and −.17, respectively). Findings are discussed in terms of how different research strategies partition and highlight different components of variance in absenteeism behavior.
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Harrison, David A.; Price, Kenneth H.; Gavin, Joanne H.; Florey, Anna T.. Oct2002, Academy of Management Journal, Vol. 45 Issue 5, p1029, 17p.
Time serves as a medium for collaboration in teams, allowing members to exchange personal and task-related information. We propose that stronger team reward contingencies stimulate collaboration. As time passes, increasing collaboration weakens the effects of surface-level (demographic) diversity on team outcomes but strengthens those of deep-level (psychological) diversity. Also, perceived diversity transmits the impact of actual diversity on team social integration, which in turn affects task performance. Results from four waves of data on 144 student project teams support these propositions and the strong relevance of time to research on work team diversity.
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Want a Better Team? Foster a Climate of Fairness.
Henley, Amy B.; Price, Kenneth H., Aug2002, Academy of Management ExecutiveVol. 16 Issue 3, p153, 2p.
A study by Jason Colquitt of the University of Florida, Raymond Noe of Ohio State University, and Christin Jackson of the University of Florida examined both the factors that help create a climate of fairness in work teams as well as the consequences of such a climate for team performance. They found that the bigger the team, the less likely team members were to feel that they were treated fairly and the less they agreed about their treatment. Similarly, teams with greater diversity experienced less agreement between team members abut how fairly they were being treated. However, the level of fairness that team members experienced was unaffected by the level of team diversity. When members embraced a collective view of team operations, they were more likely to feel that they were being treated fairly. The collective orientation of team members had no impact on their level of agreement about their treatment. Another key finding was that when team members agreed about how they were treated, that agreement strengthened both the positive impact of fair treatment and the negative impact of unfair treatment. The results suggest that proper personnel selection is the place to start. Also important is that procedures should be followed consistently.
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Price, Kenneth H.; Hall, Thomas W.; van Den Bos, Kees; Hunton, James E.; Lovett, Steve; Tippett, Mark J.. Jan2001, Organizational Behavior & Human Decision Processes, Vol. 84 Issue 1, p95, 27.
This study investigated features of the value function for voice using subjects from four countries: Great Britain, Mexico, The Netherlands, and the United States. Across these four groups of subjects the shape of the value function was found to be similar, though differences in the estimated reference points were detected. Consistent with predictions derived from prospect theory (Kahneman & Tversky, 1979) the relationship between the value of voice and the magnitude of voice was found to be direct, monotonic, and nonlinear. The largest increment in value occurred when the magnitude of voice shifted from mute to some voice. Thereafter, increments in value tended to decline in magnitude suggesting diminishing marginal returns on the response measure of procedural fairness. An unexpected finding was that the final segment of the value function was convex indicating increasing marginal returns as the magnitude of voice shifted from its penultimate level to its maximum possible level. The study also investigate whether subjects' reported expectations of voice correspond to the value function reference point as theorized in the literature. Findings suggest that self-reported expectations of voice are higher than the estimated value function reference point.
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Harrison, David A.; Price, Kenneth H.; Gavin, Joanne H.; Florey, Anna T.. 2000, Academy of Management Proceedings, p1, 6p. In examining team social integration and performance, we tested whether 1) the effects of surface-level (demographic) diversity became weaker over time, and the effects of deep-level (psychological) diversity became stronger over time, and 2) whether perceived diversity mediated the impact of "actual" diversity. Support was found for all hypotheses.
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The Value of Voice in Participative Decision Making.
Hunton, James E.; Hall, Thomas W.; Price, Kenneth H.. Oct98, Journal of Applied Psychology, Vol. 83 Issue 5, p788, 10p.
Relying on concepts found in prospect theory (D. Kahneman & A. Tversky, 1979), the value function of voice-based participation (i.e., the relationship between the amount of voice received and the value attached to that quantity) was examined. In keeping with tenets of prospect theory, the value function of voice exhibited a nonlinear pattern. Points were identified in which voice displayed significant improvements and diminishing marginal returns on response measures of process fairness, decision control, and outcome satisfaction. Task meaningfulness, a moderator of voice-based participation, did not change the general shape of the value function but did influence the intensity of participant reactions at low and high levels of voice. Voice influence, a second moderator of voicebased participation, had minimal impact on participant responses.
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Beyond relational demography: Time and the effects of surface- and deep-level diversity on work...
Harrison, David A.; Price, Kenneth H.; Bell, Myrtle P.. Feb98, Academy of Management Journal, Vol. 41 Issue 1, p96, 12p.
The authors examined the impact of surface-level (demographic) and deep-level (attitudinal) diversity on group social integration. As hypothesized, the length of time group members worked together weakened the effects of surface-level diversity and strengthened the effects of deep-level diversity as group members had the opportunity to engage in meaningful interactions.
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Effects of the user participation process and task meaningfulness on key information system outcomes
Hunton, James E.; Price, Kenneth H., Management Science, Jun97, Vol. 43 Issue 6, p797, 16p.
In this study, 144 professional accounting data entry clerks took part in a fully randomized field experiment using a 4 (mode of participation) × 2 (task meaningfulness) design. Participants were full-time, mandatory users of payroll applications. The nature of the experiment engaged these users in hands-on activity (Hartwick and Barki 1994) regarding the development of a payroll input screen. User mode of participation was manipulated by varying the extent of decision input used to execute hands-on activity in accordance with procedural justice theory. Perceptions of decision control, procedural justice, and outcome satisfaction, as well as objective levels of task performance escalated with corresponding increases in decision input. Task meaningfulness was manipulated by creating either high or low expectations of using the payroll input screen in the near future. As the development task became more meaningful, procedural justice, decision control, task commitment, and task performance responses also increased. An underlying theoretical model of treatment effects was tested using path analysis which supported the control-oriented theory of procedural justice. The strong attitudinal and behavioral results observed in this experiment enhance understanding of the user participation and involvement model proposed by Hartwick and Barki (1994) by incorporating process considerations from procedural justice theory into their framework. Implications of this research are discussed.
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Hunton, James E.; Price, Kenneth H.; Hall, Thomas W.. Dec96, Journal of Applied Psychology, Vol. 81 Issue 6, p806, 7p.
This field study used 80 employees of a data-processing firm to examine the Consequences of membership in voting majority and minority subgroups after implementation of a decision and the ability of postdecisional voice to ameliorate the negative consequences of membership in the voting minority. In the absence of postdecisional voice, employees in the minority subgroup perceived the decision process as less fair, were less satisfied with the decision outcome, reported lower levels of task commitment and produced 41 % less output than employees in the voting majority subgroup. Following post-decisional voice, employees in the voting minority subgroup reported improved perceptions of fairness and task commitment and their output increased by 34%. Postdecisional voice had no detectable effect on employee satisfaction with the decision outcome.
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A framework for investigating involvement strategies in accounting information systems development.
Hunton, James E.; Price, Kenneth H., 1994 Supplement Conference Papers, Behavioral Research in Accounting, Vol. 6, p128, 30p.
Presents a framework for examining the most efficient means of maximizing the relationship between accounting information system users and developers. Review of theories on accounting information systems; Description of an integrative model of the involvement process identifying information system variables; Presentation of research questions.;
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Working Hard to Get People to Loaf.
Price, Kenneth H., Sep93, Basic & Applied Social Psychology, Vol. 14 Issue 3, p329, 16p.
Collective and coactive working conditions did not result in performance differences in two different experiments using two different brainstorming tasks. Participants appeared to be unwilling to loaf. In a third experiment, the motivation/arousal levels of the participants were reduced prior to working either collectively or coactively. When the motivation/arousal levels of the participants were reduced, traditional loafing differences were found between collective and coactive conditions.
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Process and outcome expectations for the dialectical...
Priem, Richard L.; Price, Kenneth H., Jun91, Group & Organization Studies, Vol. 16 Issue 2, p206, 20p.
Investigates expectations of cognitive conflict, social conflict, decision confidence and post-decision group effect in the dialectical inquiry, devil's advocacy and consensus decision-making techniques. Problems faced by decision-makers; Use of strategic problems; Importance of expectations.
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Decision Responsibility, Task Responsibility, Identifiability, and Social Loafing.
Price, Kenneth H., Dec87, Organizational Behavior & Human Decision Processes, Vol. 40 Issue 3, p330, 16p.
Examines the effects of decision responsibility, task responsibility, identifiability on social loafing of employees in a business organization. Impact of identifiability on the degree of cognitive loafing when group members were asked to make decisions; Comparison of the loafing of unidentifiable individuals with sole task responsibility and unidentifiable individuals who shared task responsibility.;
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Problem-Solving Strategies: A Comparison by Problem-Solving Phases.
Price, Kenneth H.. Sep85, Group & Organization Studies, Vol. 10 Issue 3, p278, 22p.
Discusses problem-solving strategies. Idea evaluation; Inferiority of group performance to the best individual working alone; Reasons for process losses.;
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Compliance With a Leader's Suggestions as a Function of Perceived Leader/Member Competence and...
Price, Kenneth H.; Garland, Jun81, Howard. Journal of Applied Psychology, Vol. 66 Issue 3, p329, 7p.
Examines the effects of perceived leader/group member competence and potential reciprocity in group member compliance with a leader's task suggestions. Manipulation of potential reciprocity by the leader's request or refusal to see the subjects' own suggestions; Observer coding of the subjects' performance.
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Leader Interventions to Ameliorate the Negative Consequences of Collective Group Failure.
Price, Kenneth H.; Garland, Spring78, Howard. Journal of Management, Vol. 4 Issue 1, p7, 9p.
In laboratory groups the consequences of positive, negative, and no leader feedback were examined following collective group failure. Results suggested that positive leader feedback, following collective failure, is a more effective strategy than negative leader feedback to increase group integration, perceived task motivation, and leader endorsement. The type of feedback had no impact on compliance with the suggestions of the leader. In addition, the target of feedback (group versus individual) had no impact on any of the dependent measures. [
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Attitudes Toward Women in Management and Attributions for Their Success and Failure in a...
Garland, Howard; Price, Kenneth H.. Feb77, Journal of Applied Psychology, Vol. 62 Issue 1, p29, 5p.
Investigates attitudes toward women in management and attributions for their success and failure in a managerial position. Use of Women as Managers Scale (WAMS) to measure attitudes toward women in management; Relation of causal attributions to subjects' attitudes toward women in management; Positive relation of WAMS scores with internal attributions and negative relations with external attributions.
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Success, Failure, No Evaluation in Participatory, Autocratic and Leaderless Groups.
Price, Kenneth H.. Fall76, Journal of Management, Vol. 2 Issue 2, p41, 6p.
This study was designed to detect differences in student reactions to classroom instruction between faculty actively engaged in related outside consulting and those faculty not actively engaged in related outside consulting. Data was obtained from Florida State University's Student Instructional Rating System. Analysis indicated a number of significant differences. Interpretation of the results suggests that engagement in related outside consulting and teaching effectiveness are positively related to each other.
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The Auditor-Firm Conflict: An Analysis Using Concepts of Exchange Theory.
Nichols, Donald R.; Price, Kenneth H.. Apr76, Accounting Review, Vol. 51 Issue 2, p335, 12p.
The auditor's real and perceived independence and autonomy in the performance of the attest function seems universally accepted as a desirable attribute. This study utilizes interpersonal exchange theory to consider in detail some of the factors which may affect the relative power of the auditor to maintain independence in an auditor-firm conflict situation. The term "auditor" refers to a professional accountant who is hired by a company to perform an audit and render an opinion on statements to be provided for a third party. The specific conflict situation occurs when the auditor and firm do not agree on some aspect of the performance of the attest function. Under these circumstances, the firm may attempt to influence the manner in which the attest function is conducted. The firm, in attempting to influence the performance of the attest function, may pressure the auditor to take an action that violates acceptable auditing standards, including the rendering of an inappropriate opinion. Compliance with the firm's demands may lead to violations of professional standards which the auditor wishes to avoid. Failure to comply with the firm's demands may result in sanctions by the firm, including the possibility of termination of the engagement. The equalization of power between the auditor and the firm, resulting in a symmetrical power relationship, could lead to mutual accommodation.
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