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- 저자 : Mobin Latch, Raisa (검색결과 1 건)
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Mobin Latch, Raisa ProQuest Dissertations & Theses Alliant Internatio 2020 해외박사(DDOD)
Previous research on team decision-making demonstrated that participation in the decision-making process enhances decision commitment, primarily because team members perceive the process as fair ((Bazerman, Guulino, & Appelman, 1984; Korsgaard, Schweiger, & Sapienza, 1995; Latham & Yukl, 1975; Lau & Tan, 2006; Libby, 1999; Lind, Kanfer, & Earley, 1990; Lind & Tyler, 1988 Locke, Latham, & Erez, 1988; Locke & Latham, 2002; Lunenburg, 2011; Schermerhorn, Hunt, & Osborn, 2011; Sholihin, Pike, Mangena, & Li, 2011; Thibaut & Walker, 1975; Wentzel, 2002; White & Ruh, 1973). This study investigated variables in addition to participation that may potentially influence team members’ commitment that had not been well-studied – specifically, the systematic nature of the processes that teams use to arrive at decisions. Single and multiple mediated regression models were used to test the predictions that: (1) fairness perceptions mediated the relationship between participation and decision commitment; and, (2) confidence in decision-making procedures and confidence in the decision itself serially mediated the relationship between systematic decision-making procedures and commitment, in that order. It was also predicted that systematic decision-making procedures would moderate the relationship between fairness perceptions and decision commitment such that it was diminished, but only when decision-making procedures were least systematic. The study sample consisted of N = 269 participants who were members of teams of at least 3 or more people and for at least 3 months. Participants were recruited through Amazon Mechanical Turk and completed survey measures hosted on Qualtrics. Results indicated full support for the relationships proposed in both models. Although there was statistical support for the moderation by systematic decision-making procedures of the indirect effect of participation on decision commitment through fairness perceptions, it was in not in the pattern predicted. Rather the indirect effect was enhanced regardless of how systematic procedures were, with the effect of participation on decision commitment the strongest when decision-making procedures were least systematic. This suggests that when procedures are unstructured, commitment is especially driven by people’s participation and perceptions of fairness. Conversely, the more structured processes are, perceptions of fairness (as driven by participation) become relatively less important. The highest overall levels of commitment however are still achieved when processes are most participative and systematic, stressing the importance for organizations and leaders to emphasize both when possible. This study broadens our understanding of the variables that enhance decision commitment among teams in the workplace. Keywords: Teams, meetings, decision commitment, participation, systematic decision-making, perceptions of fairness, moderated-mediation.
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