Browsing by Author "Kriz, Tiffany"
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ItemAcadly: an online platform for engaged learning(2020) Kriz, TiffanyFaculty and students alike can benefit from the use of educational technology yet keeping up with the latest developments can pose a challenge for busy faculty. This article reviews one tool that could be used to facilitate teaching and learning in face-to-face, hybrid, or online courses. Acadly is an online platform and mobile application providing capabilities such as automated attendance, in-page discussion threads, and participation tracking. Acadly functions similar to learning management systems yet differs in ways that some faculty and students may find appealing. The article discusses the strengths and limitations of the tool based on usage in five sections of an undergraduate organizational behavior course. Acadly appears to be useful in helping students organize their work, and in facilitating greater student engagement. A notable limitation is that it currently lacks advanced grading capabilities. ItemContemplating critique: mindfulness attenuates self-esteem and self-regulatory impacts of negative feedback(2022) Kriz, Tiffany; Lyddy, Christopher J.; Good, Darren J.; Stephens, John PaulObjectives: Receiving feedback is vital to learning and job performance, but this can provoke undesirable psychological responses, including loss of self-esteem and self-regulatory depletion. While mindfulness can attenuate responses to selfthreats, it is unknown if this occurs following self-esteem threats, including negative feedback. This experimental study investigates a proposed moderated mediation model of how brief mindfulness meditation may attenuate these psychological responses to negative feedback. Methods: The proposed model was tested through a randomized 2×2 factor experiment with a sample of undergraduate students (N=163). Participants completed a performance task (the Remote Associates Test), followed by an audio guided mindfulness induction (mindfulness meditation v. mind-wandering active control). After receiving randomized performance feedback, either negative or positive feedback, participants reported their state self-esteem and self-regulatory depletion. We modeled feedback as predicting self-regulatory depletion through self-esteem, and brief mindfulness meditation moderating the relationship between feedback and self-esteem, and through this infuencing the indirect relationship of feedback and self-regulatory depletion. Results: Findings provided support for the proposed moderated mediation model. Inducing mindfulness via brief meditation weakened the relationship between negative feedback and decreased self-esteem, thus contributing to lower self-regulatory depletion. Conclusions: The results provide evidence that inducing mindfulness through meditation attenuates psychological responses to negative feedback, including loss of state self-esteem and self-regulatory depletion. This adds to understanding of the intersection of mindfulness practice, the self, and practice in educational and workplace domains. ItemCoping with organizational layoffs: managers’ increased active listening reduces job insecurity via perceived situational control(2021) Kriz, Tiffany; Jolly, Phillip; Shoss, MindyIn this paper, we draw on interdisciplinary research and theorizing to posit change in managerial active listening as a lever shaping change in affective job insecurity. Specifically, drawing on transactional theory, we argue that an increase (decrease) in active listening from one’s manager should facilitate a dynamic coping process by strengthening (diminishing) perceived control. In turn, changes in perceived control should shape affective job insecurity. Using a longitudinal field study design, we collected three waves of survey data from 268 employees of a large real estate firm that was preparing for restructuring and layoffs. Consistent with our hypotheses, we found support for a mediation model in which an increase in active listening quality predicted a decrease in affective job insecurity, mediated by an increase in perceived control. Our findings suggest that in environments characterized by widespread change and impending job loss, an increase in active listening may have a ripple effect in increasing perceived control and decreasing affective job insecurity. ItemThe dual effects of organizational citizenship behavior: relationships to research productivity and career outcomes in academe(2014) Bergeron, Diane; Ostroff, Cheri; Kriz, Tiffany; Block, CarynOrganizational citizenship behavior (OCB) has been shown to be important for organizational effectiveness, yet less is known about the relationship between OCB and objective outcomes for individuals. We investigate the relationship between OCB and both short-term and longer term outcomes within the context of an outcome-based reward system. We also investigate a type of OCB specific to professional occupations, namely, professional service OCB. Using resource allocation and social exchange theories, we hypothesize that OCB directed internally to the employing organization may have a negative impact on individuals’ productivity and career outcomes while engaging in professional service OCB would be positively related to these outcomes. Results from a survey of 622 faculty members in research universities provide support for these hypotheses. Future research directions are discussed. ItemFeeling heard: experiences of listening (or not) at work(2021) Kriz, Tiffany; Kluger, Avraham N.; Lyddy, Christopher J.Listening has been identified as a key workplace skill, important for ensuring high-quality communication, building relationships, and motivating employees. However, recent research has increasingly suggested that speaker perceptions of good listening do not necessarily align with researcher or listener conceptions of good listening. While many of the benefits of workplace listening rely on employees feeling heard, little is known about what constitutes this subjective perception. To better understand what leaves employees feeling heard or unheard, we conducted 41 interviews with bank employees, who collectively provided 81 stories about listening interactions they had experienced at work. Whereas, prior research has typically characterized listening as something that is perceived through responsive behaviors within conversation, our findings suggest conversational behaviors alone are often insufficient to distinguish between stories of feeling heard vs. feeling unheard. Instead, our interviewees felt heard or unheard only when listeners met their subjective needs and expectations. Sometimes their needs and expectations could be fulfilled through conversation alone, and other times action was required. Notably, what would be categorized objectively as good listening during an initial conversation could be later counteracted by a failure to follow-through in ways expected by the speaker. In concert, these findings contribute to both theory and practice by clarifying how listening behaviors take on meaning from the speakers’ perspective and the circumstances under which action is integral to feeling heard. Moreover, they point toward the various ways listeners can engage to help speakers feel heard in critical conversations. ItemProactive personality at work: seeing more to do and doing more?(2014) Bergeron, Diane; Kriz, Tiffany; Martinez, Hector A.Purpose: The purpose of this study was to develop and test a model relating proactive personality to job behaviors (task and citizenship behaviors) through the intervening mediator of perceived role breadth. Design/methodology/approach: Survey data were obtained from 530 faculty members in 69 U. S. research universities. Findings Proactive personality was positively related to task behavior and OCB. Perceived role breadth mediated the relationship between proactive personality and OCB, but did not mediate the relationship between proactive personality and task behavior. Despite not viewing their role more broadly, individuals higher in proactive personality engaged more frequently in both task behavior and OCB; and also worked more hours per week. Implications: Having a better understanding of proactive individuals is important in terms of managing them. Because these individuals tend to do more in their jobs and subsequently work more hours, they may be more susceptible to burnout and may require additional help in determining priorities and balancing their work and lives. Originality/value: This is the first study to show that proactive personality is positively related to the frequency with which these individuals engage in task and citizenship behavior. Although role breadth is generally an antecedent of such job behaviors, individuals higher in proactive personality engage more frequently in task behaviors regardless of whether or not they perceive them as part of their role. This is one of the first studies to show that working more hours each week is a potential cost of having a proactive personality.