Ansari, Mahfooz

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    Ethical reasoning: the impact of ethical dilemma, egoism and belief in just world
    (Universite Sains Malaysia, 2005) Ahmad, Noor H.; Ansari, Mahfooz A.; Aafaqi, Rehana
    Following a 3 [dilemma: coercion and control (CC); conflict of interest (CI); personal integrity (PI)] Ă— 2 (egoism: self; organization) Ă— 2 (belief in just world (BJW): strong; weak) between-subjects factorial design, we hypothesized the main effects of ethical dilemma, egoism, and BJW, and their interaction on ethical reasoning. The first two factors were manipulated by means of six vignettes and the last factor was a subject variable. Experimental participants were 384 managers representing 14 manufacturing organizations. Overall, utilitarian reasoning appeared to be a frequently used type of reasoning in relation to personal integrity dilemma involving self-interest, whereas principled reasoning appeared to be a frequently used reasoning in relation to personal integrity dilemma involving organizational-interest. BJW interacted strongly with the two manipulated factors in predicting ethical reasoning. Implications of the study are discussed, potential caveats are specified and recommendations for future research are provided.
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    Factors influencing auditors' going concern opinion
    (Universite Sains Malaysia, 2009) Haron, Hasnah; Hartadi, Bambang; Ansari, Mahfooz A.; Ismail, Ishak
    The main purpose of our study is to provide evidence the practically consideration of auditor judgement on going concern opinion. By using quasi experimental, we found strong evidence that auditors' judgement is affected by financial indicators, evidence, and disclosure. We have another finding that consensus among auditors' judgement and the interaction effects between the three independent variables is significant.
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    Fairness of human resource management practices, leader-member exchange and organizational commitment
    (Universite Sains Malaysia, 2004) Kee, Daisy M. H.; Ansari, Mahfooz A.; Aafaqi, Rehana
    The purpose of this research was to test the hypothesis that relations between fairness perception of human resource management (HRM) practices and organizational commitment are affected by the quality of leader-member exchange (LMX). Specifically, we predicted the unique (positive) contribution of fairness perception of HRM practices and LMX as well as their interaction to organizational commitment. A sample of 224 managers was drawn from nine diverse multinational, manufacturing companies located in Northern Malaysia. Participation in the research was voluntary. Data were gathered by means of a survey questionnaire that consisted of a series of psychometrically sound scales to assess the employed variables in the study. Hierarchical multiple regression results provided support for the direct impact of fairness perceptions and LMX on each component of commitment. But significant interactions were convincingly evident only in the case of affective commitment. These interactions suggest that the impact of fairness perceptions of HRM practices on affective commitment is not unconditional. Key implications of the survey findings both for theory and practice are discussed, potential limitations are specified, and directions for future research are suggested.
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    Leader-member exchanges and choice of influence tactics
    (Elsevier, 1989) Ansari, Mahfooz A.
    The present study examined the influence dynamics in leader-member dyads, using roleplaying scenarios. The scenarios varied in terms of (a) leaders' perspective and members' perspective and (b) quality of exchange in the dyad (IN/OUT-group). Influence in dyads revealed interesting dynamics, though the study received only limited support for the hypothesis. The leader showed a likelihood of using different influence tactics for IN/OUTgroup subordinates. IN/OUT-group subordinates in turn also differed in their use of tactics to influence the leader. The implications of the findings are discussed, and directions for future research are suggested.
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    [Review of "Taking on the world: globalization strategies in Malaysia" by Sieh Lee Mei Ling]
    (Academy of Management, 2002) Ansari, Mahfooz A.
    Book review
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    Supervisor vs. subordinate perception on leader-member exchange quality: a Malaysian perspective
    (Canadian Center of Science and Education, 2009) Ang, Magdalene Chooi Hwa; Jantani, Muhamad; Ansari, Mahfooz A.
    There is considerable research evidence (e.g., Campbell, White, & Johnson, 2003; Schriesheim, Neider, & Scandura, 1998; Xin, 2004) to suggest that supervisors and subordinates do not agree about the quality of their relationships. Since these past studies were mainly found in the western countries, this study was undertaken to investigate the dimensionality of a specific leader-member exchange (LMX) measure across two different samples in the Malaysian context. Accordingly, we employed a principal components analysis on LMX data obtained from two different sources: 229 employees and their 109 immediate supervisors representing various organizations in Northern Malaysia. As expected, we found that employees’ perceptions of the quality of exchanges differ from those of their supervisors. The implications of these findings for future research on LMX are discussed.
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    Turnover intentions and political influence behavior: a test of "fight-or-flight" responses to organizational injustice
    (Shaheed Benazir Bhutto Women University Peshawar, 2012) Ansari, Mahfooz A.; Aafaqi, Rehana; Chow, May Sim
    We examined the role of organizational frustration as a linking mechanism between the perception of organizational injustice and fight (political influence behavior)/flight (turnover intentions) responses. The participants were 201 middle-level managers drawn from manufacturing and logistic companies in northern Malaysia. Data were collected by means of a printed questionnaire. Whereas all the three components of injustice--procedural, distributive, and interactional--had significant positive impact on turnover intentions and political influence behavior, only procedural injustice and distributive injustice had such impact on frustration. Interestingly, organizational frustration played a partial mediating role in the relationship of distributive and procedural injustice with turnover intentions and political influence behavior. Implications of the findings for those in managerial roles and directions for future research are suggested.