Socially desirable responding in organizational behavior: a reconception

Article Abstract:

Socially desirable responding (SDR) refers to presenting oneself favorably regarding current social norms and standards. While SDR has concerned organizational researchers as a contaminant in self-assessment, it is argued here that such a presumption is inappropriate and that SDR may represent content variance in some settings. Further, a two-component model of SDR as self-deception and impression management is presented. One of both components of SDR may be related conceptually to the variable of interest such that indiscriminate control of SDR removes the predictive power of a measure. Implications of this reconception are considered for measuring and controlling SDR in organizational research. The distinction between self-deception and impression management is used to clarify a number of theoretical issues. (Reprinted by permission of the publisher.)

Usage, Interpersonal relations, Supervision of employees, Employee supervision, Social interaction, Social adjustment, Self-deception, Self deception

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Methodological issues in absenteeism research: multiple absence measures and multivariate normality

Article Abstract:

Two problems threaten the validity of absenteeism research, the first a threat to statistical conclusion validity and the second the lack of control of third factor variables. Methods are demonstrated allowing three absenteeism measures to be changed to approach multivariate normality: the elimination of multivariate outliers, the transformation of absence measures to approach multivariate normality, testing for univariate normality, and testing for multivariate normality. Application of these methods assists in advancing theoretical conceptualization in absenteeism research by improving the validity of absenteeism studies.

Methods, Management research, Worker absenteeism, Absenteeism (Labor), Sociological research

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Employee ingratiation: the role of management

Article Abstract:

Ingratiation is defined as a political process through which individuals attempt to serve their own interests, and it can be detrimental to organizations if it becomes too prevalent. While ingratiation is seen most often by researchers as a set of individually-initiated behaviors, it is presented here as an organizationally-induced phenomenon as well, and that the interaction between these two determines the level of ingratiatory behavior in organizations. Also presented is a set of potentially testable propositions about causes of ingratiation, and directions for future research are discussed.

Organizational effectiveness, Working class, organizational behavior

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