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dc.contributor.advisorMossholder, Kevin
dc.contributor.advisorHarris, Stanley
dc.contributor.advisorConnelly, Brian
dc.contributor.authorHaynie, Jeffrey
dc.date.accessioned2013-01-22T21:09:23Z
dc.date.available2013-01-22T21:09:23Z
dc.date.issued2013-01-22
dc.identifier.urihttp://hdl.handle.net/10415/3476
dc.description.abstractPrior research has established the group engagement model and uncertainty management theory as motivational explanations of the fair process effect. Although studies have supported each of these frameworks independently, research has not examined a combined model of the group engagement model and uncertainty management theory. To test the combined model, I administered a subordinate survey containing items on justice, economic evaluations, job-related uncertainties, organizational identification, and job engagement. A second survey, administered to supervisors, obtained helping and task performance evaluations on subordinates. The results did not support the combined model and significant interactions for uncertainty management theory were not in the proposed directions. In light of the results, post hoc analyses were performed which aimed to examine the data under a new theoretical lens. The results of the dissertation hypothesis testing and post hoc analyses are then discussed with implications for future research.en_US
dc.rightsEMBARGO_NOT_AUBURNen_US
dc.subjectManagementen_US
dc.titleA combined model of uncertainty management theory and the group engagement model of identityen_US
dc.typedissertationen_US
dc.embargo.lengthNO_RESTRICTIONen_US
dc.embargo.statusNOT_EMBARGOEDen_US


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