Organizational Behavior: Perceptions Analysis of Micro and ...
ORGANIZATIONAL BEHAVIOR: PERCEPTIONS ANALYSIS OF MICRO AND MACRO ORGANIZATIONAL BEHAVIOR IN AN ORGANIZATIONAL SETTING Joshua T. Delich, B.A., ME.D.
Dissertation Prepared for the Degree of DOCTOR OF PHILOSOPHY
UNIVERSITY OF NORTH TEXAS December 2015
APPROVED: Jane B. Huffman, Major Professor Don Powell, Minor Professor Douglas Otto, Committee Member Miriam Ezzani, Committee Member James D. Laney, Chair of the Department
of Teacher Education and Administration Jerry Thomas, Dean of the College of Education Costas Tsatsoulis, Dean of the Toulouse Graduate School
Delich, Joshua T. Organizational Behavior: Perceptions Analysis of Micro and Macro Organizational Behavior in an Organizational Setting. Doctor of Philosophy (Educational Leadership), December 2015, 214 pp., 35 tables, 6 figures, references, 528 titles.
Understanding organizational behavior (OB) has profoundly influenced organizational performance and how people behave in organizations. Researchers have suggested various micro and macro organizational behaviors to be the impetus for high-performing organizations. Through a policy capturing approach this study builds on these findings by specifically examining the perceptions of micro and macro organizational behaviors in an organizational setting. The participants (n =181) completed a Micro and Macro Organizational Behavior Perceptions Questionnaire. Results showed perception differences exist between subordinates and supervisors. Additionally, participants perceived job satisfaction to be the most important micro organizational behavior, whereas organizational design was perceived to be the most important macro organizational behavior. However when comparing hierarchal positions in the organization, supervisors weighted leadership as the most important and subordinates weighted job satisfaction as the most important organizational behavior. While these findings only scratch the surface as to how organizational behavior is perceived, the implications challenge leaders to close the OB perception gap. Correspondingly, organizational behavior thinking may result in improving individual and organizational performance.
Copyright 2015 by
Joshua T. Delich
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ACKNOWLEDGEMENTS Dr. Huffman, I want to gratefully thank you for the remarkable support, guidance, and sincerity you showed me during this process. You will always hold a special place in my future career endeavors. It is my privilege to have worked under your guidance. To my dissertation committee, thank you for the thought-provoking insight you provided me along the way. Thank you for what you taught me during the doctoral program. To my brother Caleb, thank you for the many conversations we had over the years during my research, you unknowingly ignited the fire inside me to keep persevering. Brotherly love forever. Rachel, Jennifer, Eve, and Charity, "Little Josh" is done. Thanks for checking in on my progress throughout this journey. John and Trudy, your enduring and unconditional love and support laid the foundation that made this all possible. When you turn the pages of this body of research, know that each page was because of you. Dad and Mom, you are as deserving of this degree as I am. Love you. Daddy's beautiful little girls, Rae'ven-Hope and Nylah-Rae, you were, and will always be, an inspiration for me to keep going. While you probably will never remember Daddy's research days, I will always remember your little voices asking me: "Are you doing research? When will you be done?" My precious daughters, your dad is finished. I love you. Finally, and most importantly, I would like to thank my wife, Desirae, for the unwavering love, incredible support, selfless acts, and compassionate understanding you gave me during this long journey. I will never forget the sacrifices you made. I am so blessed, and honored, to call you my wife. And despite this landmark in our lives coming to an end, it is only the beginning of many more amazing milestones we will achieve together. My soul mate for life, I love you. We did it!
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TABLE OF CONTENTS
Page
ACKNOWLEDGEMENTS
iii
LIST OF TABLES
ix
LIST OF FIGURES
xi
CHAPTERS
1 INTRODUCTION
1
Background
1
What is Organizational Behavior
3
Historical Origin of Organizational Behavior
4
Statement of the Problem
5
Statement of Purpose
6
Research Questions
6
Significance of Study
6
Delimitations
7
Assumptions
8
Theoretical/Conceptual Framework
9
Definition of Terms
11
Organization of Study
14
2 REVIEW OF LITERATURE
16
Organizational Behavior
16
Micro and Macro Dichotomy
18
Micro Organizational Behaviors
21
iv
Stress
21
Job Satisfaction
25
Creativity
28
Leadership
32
Macro Organizational Behavior
38
Organizational Structure
39
Organizational Design
48
Organizational Change
54
Organizational Development
64
Contingency Theory
72
Policy Capturing Approach
74
Social Judgment Theory
76
Lens Model
78
Single System Design
78
Conclusion
79
3 METHODOLOGY
82
Introduction
82
Research Questions
83
Research Design
83
Policy Capturing Approach
83
Defining Judgment Policy
86
Population
87
Pilot Study
89
v
Data Collection Procedures
90
Instrument Design
90
Instrument Questions
90
Instrument Considerations
92
Instrument Validity and Reliability
92
Limitations
96
Policy Capturing Approach Limitations
97
Data Analysis
98
Summary
99
4 RESULTS
102
Overview of Data Collection
102
Materials
102
Questionnaire Instrument
103
Descriptive Statistics
104
Questionnaire Response Rate
104
Demographical Data
104
Statistical Analysis
106
Characteristics of Data
106
Least-Squared
106
Cue Usage
107
Data Results
109
Conclusion
116
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5 DISCUSSION, IMPLICATIONS, RECOMMENDATIONS
119
Introduction
119
Review of Organizational Behavior
119
Overview of the Study
120
Summary of the Results
121
Perceptions Theorization
123
Discussion
126
Concluding the Eight Studied Organizational Behaviors
126
Insight on Findings of the Study
130
Implications
134
Recommendations
135
Leveraging, Understanding, and Managing Organizational
Behavior
135
Interlocking Organizational Behavior Thinking with High-
Performing Attributes
137
Future Exploration into the Field of Organizational Behavior
139
Concluding Thoughts
143
APPENDIX
A. DIFFERENTIATING ORGANIZATIONAL BEHAVIOR SUBFIELDS 146
B. DEFINING ORGANIZATIONAL BEHAVIOR
150
C. STRATEGIC PLANNING PROCESS/CHANGE MANAGEMENT
MODELS
152
D. LENS MODEL SINGLE SYSTEM DESIGN
155
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