Nathan Bennett

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Work Group Cohesiveness Measure

PsycTESTS Dataset, 1998

Readying millennials for the C-suite: A key to future organizational performance

Business Horizons, Nov 1, 2020

Abstract Demographic realities and the passage of time leave no doubt that in roughly 10 years, t... more Abstract Demographic realities and the passage of time leave no doubt that in roughly 10 years, the millennial generation will begin its takeover of the C-suite across industries and around the world. This eventuality is troubling to those who accept the popular view of the generation as narcissistic and impatient. In this installment of Organizational Performance, I report on a study involving detailed conversations with members of the baby boomer, Gen X, and millennial generations. From these conversations, I offer two contributions to a healthier understanding of the millennial generation and, in doing so, provide a way to better frame efforts to prepare millennials for their ascent to the C-suite. First, I distinguish between generational characteristics due to time-varying age effects and those associated with immutable period and cohort effects. This distinction makes clear the generational attributes that will pass with time and those that will continue to influence attitudes and behaviors. Then I discuss how period and cohort effects affect leader emergence. These efforts will help those charged with preparing talented millennial executives for the C-suite and ensure they focus on the right things. After all, understanding today how to address the relevant gaps in millennial leaders’ preparation is critical to future organizational performance.

Social exchange in organizations: Perceived organizational support, leader-member exchange, and employee reciprocity

Journal of Applied Psychology, 1996

Social exchange (P. and the norm of reciprocity have been used to explain the relationship of per... more Social exchange (P. and the norm of reciprocity have been used to explain the relationship of perceived organizational support and leader-member exchange with employee attitudes and behavior. Recent empirical research suggests that individuals engage in different reciprocation efforts depending on the exchange partner (e.g., B. L. . The purpose of the present study was to further investigate these relationships by examining the relative contribution of indicators of employee-organization exchange and subordinate-supervisor exchange. Structural equation modeling was used to compare nested models. Results indicate that perceived organizational support is associated with organizational commitment, whereas leader-member exchange is associated with citizenship and in-role behavior. The concepts of social exchange and the norm of reciprocity have long been used by organizational researchers to describe the motivational basis behind employee behaviors and the formation of positive employee attitudes (e.g., . More recently, these concepts have been used to explain why individuals express loyalty to the organization (e.g., and engage in behaviors that typically are neither formally rewarded nor contractually enforceable (e.g., . In general, research findings suggest that positive, beneficial actions directed at employees by the organization and/or its representatives contribute to the establishment of high-quality exchange relationships (e.g., that create obligations for employees to reciprocate in positive, beneficial ways (e.g., . The present study was designed to more closely exam-

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Enterprise alignment and inertia risks during transformation

Information, knowledge, systems management, 2012

ABSTRACT The capability to manufacture products in the global marketplace is being revolutionized... more

Interdisciplinary research findings and conclusions

Information Knowledge Systems Management, 2012

As public-private enterprises launch transformations to address value deficiencies there is a gro... more As public-private enterprises launch transformations to address value deficiencies there is a growing need for practical and validated knowledge to guide their journey. For the specific instance of transformation to manufacturing in a global enterprise, the on-going knowledge exchanges between the Tennenbaum Institute research network and a variety of global enterprise stakeholders continue to provide knowledge that is of value to enable and accelerate today's complex public-private enterprise transformations.

A multilevel analysis of procedural justice context

Journal of Organizational Behavior, 1998

KEVIN W. MOSSHOLDER1*, NATHAN BENNETT1 AND CHRISTOPHER L. MARTIN2 IDepartment of Management, Loui... more

Presence of drug screening and employee assistance programs: Exclusive and inclusive human resource management practices

Journal of Organizational Behavior, 1994

... NATHAN BENNETT Louisiana Srare Universiry TERRY C. BLUM Georgia Institute of Technology ... i... more

Coping with a layoff: A longitudinal study of victims

Journal of Management, 1995

This article reports the results of a longitudinal study of layoff victims and how they cope with... more This article reports the results of a longitudinal study of layoff victims and how they cope with job loss. We examine whether the perceived fairness of layoff procedures, corporate and government assistance programs, and individual differences influence the choice of problem-focused and/or symptom-focused coping strategies. Our findings challenge traditionally held assumptions about factors that may be associated with successful coping. Specifically, perceptions of the fairness of layoff procedures and adequacy of government assistance programs were negatively related with problem-focused strategies used by layoff victims, and there was no relationship with corporate assistance programs and the choice of coping strategy. In addition, self-blame for the job loss was positively related to a symptom-focused strategy. Suggestions for future research on victims of layoffs are discussed.

Laid Off, but Still Loyal: The Influence of Perceived Justice and Organizational Support

International Journal of Conflict Management, 1998

Research on layoff victims reports that interactional justice judgments influence important work‐... more Research on layoff victims reports that interactional justice judgments influence important work‐related attitudes, such as organizational commitment. In this paper, we build on this emerging literature through an examination of the role that both interactional justice and organizational support have in explaining the organizational commitment of 147 layoff victims at a major manufacturing plant. The results of structural equation analyses supported our hypothesis that organizational support mediates the relationship between interactional justice and organizational commitment.

To push performance, check the leader’s power motive

Business Horizons, 2020

Evaluation of goodness-of-fit indices for structural equation models

Psychological Bulletin, 1989

Discusses how current goodness-of-fit indices fail to assess parsimony and hence disconfirmabilit... more Discusses how current goodness-of-fit indices fail to assess parsimony and hence disconfirmability of a model and are insensitive to misspecifications of causal relations (a) among latent variables when measurement model with many indicators is correct and (b) when causal relations corresponding to free parameters expected to be nonzero turn out to be zero or near zero. A discussion of philosophy of parsimony elucidates relations of parsimony to parameter estimation, disconfirmability, and goodness of fit. AGFI in LISREL is rejected. A method of adjusting goodness-of-fit indices by a parsimony ratio is described. Also discusses less biased estimates of goodness of fit and a relative normedfit index for testing fit of structural model exclusive of the measurement model.

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An Examination of the Relationship Between Strategy and Human Resource Management Practices among Small Businesses

Although it has been asserted that an organization's strategy is, or should be, a major... more Although it has been asserted that an organization's strategy is, or should be, a major determinant of its human resource management practices, little empirical research has addressed this linkage in small businesses. Therefore, we do not know whether managers of small firms have devoted resources to design, implement, and support human resource management practices that are aligned with firm strategy. Accordingly, the purpose of this paper is to examine the nature and extent of the relationship, if any, between strategy and human resource management practices among small businesses. The results offer little evidence of a consistent relationship. This suggests that an opportunity to build future competitive advantage may be realized through strategically managing human resources.

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Your Career Game

Segundo en el mando: el incomprendido rol del directivo de operaciones

Harvard Business Review, 2006

Resumen: Preguntar¿¿ qué define a un gran director de operaciones?¿ es equivalente a preguntar¿¿ ... more

Perceived Work Context and Employee Job Neglect

The Effects of Tolerance for Ambiguity on Feedback Seeking Behavior

In an article that appeared in this Journal in 1985, Ashford &amp;amp;amp;amp;amp;amp; Cummin... more In an article that appeared in this Journal in 1985, Ashford &amp;amp;amp;amp;amp;amp; Cummings found that tolerance for ambiguity (TA) moderated the relationship between feedback-seeking behaviours (FSB) and ambiguity or uncertainty about one&amp;amp;amp;amp;amp;#x27;s role or outcome contingencies. The authors ...

Journal of Management 2004 30(2) 285–304 Social Loafing: A Field Investigation

What VUCA Really Means For You

Harvard Business Review, 2014

Assessing the acceptance of the disease concept of alcoholism among EAP practitioners

Journal of Drug Issues, 1987

In the past 20 years special interest groups have increased efforts to de-stigmatize alcoholism t... more In the past 20 years special interest groups have increased efforts to de-stigmatize alcoholism through improving the image of the alcoholic and medicalizing alcoholism. Among specific initiatives is the effort to implement work-based employee assistance programs (EAPs) to identify alcoholic employees through job performance decrements and guide them to appropriate treatment resources. In this analysis, two issues are examined. First, we measure the degree to which the disease model of alcoholism is accepted among those working with alcoholics in job-based programs, those variously charged with administering EAPs. Second, we measure attitudes toward the employment of recovering alcoholics in the EAP field. Results indicate that recovery from alcoholism, the role of “co-alcoholic,” and the occupational setting of the EAP administrator each affect the attitudes regarding the disease concept of alcoholism and the appropriateness of recovering alcoholics working in the EAP field.

Second in command: the misunderstood role of the chief operating officer

Harvard Business Review, May 6, 2006

Asking the question,&amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;... more Asking the question,&amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;quot;What makes a great COO?&amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;quot; is akin to asking &amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;quot;What makes a great candidate for U.S. vice president?&amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;quot; It all depends on the first name on the ticket--the CEO. New research sheds light on this most contingent, and most mysterious, of C-suite jobs. After in-depth conversations with dozens of executives who have held the position and with CEOs who have worked with COOs, the authors have concluded that different views of the COO role arise from the different motives behind creating the position in the first place. There are seven basic reasons why companies decide to hire a COO: to implement the CEO&amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;#39;s strategy; to lead a particular initiative, such as a turnaround; to mentor a young, inexperienced CEO; to complement the strengths or make up for the weaknesses of the CEO; to provide a partner to the CEO; to test out a possible successor; or to stave off the defection of a highly valuable executive, particularly to a rival. This tremendous variation implies that there is no standard set of great COO attributes, which makes finding suitable candidates difficult for companies and recruiters alike. Still, certain common success factors came up consistently in the interviews, the most important being building a high level of trust between CEO and COO. Trust comes from meeting obligations on both sides: The COO must truly support the CEO&amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;#39;s vision; keep ego in check; and exhibit strong execution, coaching, and coordination skills. The CEO must communicate faithfully, grant real authority and decision rights, and not stymie the COO&amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;#39;s career. It&amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;amp;#39;s surprising that COOs are not more common. They would be, the authors contend, if there were less confusion surrounding the role. As we continue to demystify that role, more companies will benefit from more effective leadership.

Nathan Bennett

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