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Paul R. McCright

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Publications by Paul R. McCright (bibliography)

1988

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McCright, Paul R. and Venkatesh, R. (1988): A Comparison of the Religious and Cultural Roots of Management Practices in Four Nations. In: Proceedings of the Human Factors Society 32nd Annual Meeting 1988. pp. 739-743.

“The behavior and motivation of business managers are influenced by the values of the surrounding culture. The norms of the social and cultural system are influenced by the behavior and requirements of the business. The purpose of this study is to present one view of why management practices in other countries are different from those in the United States. The general thesis of this study is that management practices in any nation's culture are deeply rooted in the historical and religious origins of that nation's culture. Literature covering management practices and national cultures is reviewed. This study shows that any change in management practices should give careful consideration to the existing culture.”

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McCright, Paul R. (1988): Gender Differences in the Strain Response to Job Demand. In: Proceedings of the Human Factors Society 32nd Annual Meeting 1988. pp. 853-856.

“In a study of the effects of variations in the levels of job demand on self-reported levels of job-related strain, an unanticipated gender differential was found. Higher levels of job demand were hypothesized to lead to higher levels of job-related strain. No differential effect due to gender was anticipated. Subjects in the high demand condition reported significantly more job-related strain than did subjects in the low demand condition. However, when an analysis of covariance was performed, gender showed an unexpected interaction effect with demand. Females experienced lower levels of strain in the low demand condition than did males. In the high demand condition, females experienced higher levels of strain than did males. This indicates that women were more sensitive to demand variations than men. This gender difference suggests that assignment of workers to certain positions based on gender may reduce overall levels of job-related strain.”

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