Trust, individualism and job characteristics as predictors of employee preference for teamwork

By Sandra Kiffin-Petersen, J. Cordery. 2003

217 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/6998df82d1d4e28629b3ef69587a3d2cf9789000

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In Organizational Behavior and Human Resource Management

In Social Psychology

Citations in the corpus

Perceived job autonomy and turnover intention: The moderating role of perceived supervisor support (2013, methodology): “…stringent rules of thumb were applied, i.e., retaining only items with a strong loading of .50 or higher (Nunnally & Bernstein, 2007), a cross-loading of .35 or less (Kiffin-Petersen & Cordery, 2003), and a differential of .20 or higher between factors (van Dyne, Graham, & Dienesch, 1994).”
Job and team design: Toward a more integrative conceptualization of work design (2008, background): “In addition, propensity to trust has been linked to preference for working in a team, partially through its relationship with trust in co-workers (Kiffin-Petersen & Cordery, 2003).”
Perceived investment in employee development, intrinsic motivation and work performance (2009, background): “35 on other included factors (Kiffin-Petersen and Cordery, 2003) and a differential of 0.”
A test of hypotheses derived from self‐determination theory among public sector employees (2008, background): “35 on other included factors (Kiffin-Petersen and Cordery, 2003), and a differential of 0.”
Team identification, trust and conflict: a mediation model (2010, background): “Situationally based trust (i.e. whether or not specific co-workers are trusted) is a better determinant of teamwork preferences, in comparison with dispositional trust (Kiffin-Peterson and Cordery, 2003).”
Heed, a missing link between trust, monitoring and performance in knowledge intensive teams (2008, background): “Second, collecting data on trust, monitoring and performance at different moments provided a more robust test of the hypothesized causal relations, which is rare in research on trust in teams (Kiffin-Petersen and Cordery 2003).”
An investigation of the unique, synergistic and balanced relationships between basic psychological needs and intrinsic motivation (2013, background): “…only items with a strong loading of .50 or higher on the target construct (Nunnally & Bernstein, 2007), a cross loading of less than .35 on other included factors (Kiffin-Petersen & Cordery, 2003), and a differential of .20 or more between included factors (Van Dyne, Graham, & Dienesch, 1994).”
Exploring alternative relationships between perceived investment in employee development, perceived supervisor support and employee outcomes (2010, background): “35 on other included factors (Kiffin-Petersen and Cordery, 2003), and a differential of 0.”
Intrinsic motivation as a moderator on the relationship between perceived job autonomy and work performance (2011, unknown): “35 or less (Kiffin-Petersen & Cordery, 2003 ), and a differential of .”
Exploring the relative and combined influence of mastery‐approach goals and work intrinsic motivation on employee turnover intention (2010, background): “…retained only items with a strong loading of 0.50 or higher on the target construct (Nunnally and Bernstein, 2007), a cross-loading of less than 0.35 on other included factors (Kiffin-Petersen and Cordery, 2003) and a differential of 0.20 or more between included factors (Van Dyne et al., 1994).”