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47 results on '"Kim, Jay S."'

9. Direct pulp capping with mineral trioxide aggregate

Author

Bogen, George, Kim, Jay S., and Bakland, Leif K.

Subjects
Dental adhesives -- Usage, Dental glass ionomer cements -- Usage, Therapeutics, Dental -- Methods, Health
Abstract

A study was conducted to examine the use of mineral trioxide aggregate (MTA) in pulp capping. A total of 40 patients accepted pulp-capping treatment after receiving a diagnosis no more severe than reversible pulpitis. Findings indicate that 97.96% of patients had favorable outcomes based on radiographic appearance, cold testing, and subjective symptoms.

Published
2008

12. Business process reengineering: improving in new strategic directions

Author

Dixon, J. Robb, Arnold, Peter, Heinke, Janelle, Kim, Jay S., and Mulligan, Paul

Subjects
Process control -- Methods, Management -- Methods, Strategic planning (Business) -- Usage, Business, Business, general
Abstract

Based on discussions with managers from fifteen different reengineering projects, and supplemented by published evidence from eight other projects, the article dicusses what distinguishes reengineering from other performance improvement alternatives, what conditions induce organizations to attempt it, and what factors managers have identified that either interfere with or enable the design and implementation of reengineering projects. Reengineering is difficult and risky, but it is the best option to pursue when organizations discover they must improve along a new strategic trajectory that they have not customarily considered critical. (Reprinted by permission of the publisher.)

Published
1994

14. Effect of Performance Feedback and Goal Setting on Productivity and Satisfaction in an Organizational Setting

Author

Kim, Jay S. and Hamner, W. Clay

Abstract

Three experimental groups of employees in a large telephone company received either extrinsic feedback, intrinsic feedback, or extrinsic and intrinsic feedback in addition to goal-setting, while a fourth group received only goal-setting instructions. (Available from Subscription Section, APA, 1200 Seventeenth Street, N.W., Washington, DC 20036; $30.00 annually) (Author/JG)

Published
1976

15. Culture specific and cross-culturally generalizable implicit leadership theories: Are attributes of charismatic/transformational leadership universally endorsed?

Author

Den Hartog, Deanne N, House, Robert J, Hanges, Paul J, Ruiz-Quintanilla, S.Antonio, Dorfman, Peter W, Abdalla, Ikhlas A., Adetoun, Babajide Samuel, Aditya, Ram N., Agourram, Hafid, Akande, Adebowale, Akande, Bolanle Elizabeth, Akerblom, Staffan, Altschul, Carlos, Alvarez-Backus, Eden, Andrews, Julian, Arias, Maria Eugenia, Arif, Mirian Sofyan, Ashkanasy, Neal M., Asllani, Arben, Audia, Guiseppe, Bakacsi, Gyula, Bendova, Helena, Beveridge, David, Bhagat, Rabi S., Blacutt, Alejandro, Bao, Jiming, Bodega, Domenico, Bodur, Muzaffer, Booth, Simon, Booysen, Annie E., Bourantas, Dimitrios, Brenk, Klas, Brodbeck, Felix, Carl, Dale Everton, Castel, Philippe, Chang, Chieh-Chen, Chau, Sandy, Cheung, Frenda, Chhokar, Jagdeep S., Chiu, Jimmy, Cosgriff, Peter, Dastmalchian, Ali, Coleta, Jose Augusto Dela, Coleta, Marilia Ferreira Dela, Deneire, Marc, Dickson, Markus, Donnelly-Cox, Gemma, Earley, Christopher, Elgamal, Mahmoud A.E., Erez, Miriam, Falkus, Sarah, Fearing, Mark, Field, Richard H.G., Fimmen, Carol, Frese, Michael, Fu, Pingping, Gorsler, Barbara, Gratchev, Mikhail V., Gupta, Vipin, Gutierrez, Celia, Hartanto, Frans Marti, Hauser, Markus, Holmberg, Ingalill, Holzer, Marina, Hoppe, Michael, Howell, Jon P., Ibrieva, Elena, Ickis, John C., Ismail, Zakaria, Jarmuz, Slawomir, Javidan, Mansour, Jesuino, Jorge Correia, Ji, Li, Jone, Kuen-Yung, Jones, Geoffrey, Jorbenadse, Revaz, Kabasakal, Hayat, Keating, Mary, Keller, Andrea, Kennedy, Jeffrey C., Kim, Jay S., Kipiani, Giorgi, Kipping, Matthias, Konrad, Edvard, Koopman, Paul L., Kuan, Fuh-Yeong, Kurc, Alexandre, Lacassagne, Marie-Francoise, Lee, Sang M., Leeds, Christopher, Leguizamon, Francisco, Lindell, Martin, Lobell, Jean, Luthans, Fred, Maczynski, Jerzy, Mansor, Norma, Martin, Gillian, Martin, Michael, Martinez, Sandra M., Messallam, Aly, McMillen, Cecilia, Misumi, Emiko, Misumi, Jyuji, al-Homoud, Moudi, Ngin, Phyllisis M., O'Connell, Jeremiah, Ogliastri, Enrique, Papalexandris, Nancy, Peng, T.K., Preziosa, Maria Marta, Prieto, Jose M., Rakitsky, Boris, Reber, Gerhard, Rogovsky, Nikolai, Roy-Bhattacharya, Joydeep, Rozen, Amir, Sabadin, Argio, Sahaba, Majhoub, Bustamante, Colombia Salon de, Santana-Melgoza, Carmen, Sauers, Daniel Alan, Schramm-Nielsen, Jette, Schultz, Majken, Shi, Zuqi, Sigfrids, Camilla, Song, Kye-Chung, Szabo, Erna, Teo, Albert C., Thierry, Henk, Tjakranegara, Jann Hidayat, Trimi, Sylvana, Tsui, Anne S., Ubolwanna, Pavakanum, Wyk, Marius W. van, Vondrysova, Marie, Weibler, Jürgen, Wilderom, Celeste, Wu, Rongxian, Wunderer, Rolf, Yakob, Nik Rahiman Nik, Yang, Yongkang, Yin, Zuoqiu, Yoshida, Michio, and Zhou, Jian

Published
1999
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42. Interactive Effects of Participation in Decision Making, The Goal Setting Process and Feedback on Employee Satisfaction and Performance.

Author

Schuler, Randall S. and Kim, Jay S.

Subjects
FACTORIAL experiment designs, EMPLOYEE participation in management, DECISION making, JOB performance, JOB satisfaction, GOAL setting in personnel management, PSYCHOLOGICAL feedback, GROUP decision making, PAY for performance, EMPLOYEE reviews
Abstract

A 2x2x2 factorial design was employed to investigate the nature of interactive effects of participation in decision making, the goal setting process, and feedback from goal attainment on employee satisfaction and performance. The results indicated that when participation in decision making was low, the goal setting process was highly related to employee satisfaction with work and satisfaction with peers. On the other hand, when the degree of the goal setting process was low, participation in decision making was important in increasing the employee satisfaction with supervisor. Only participation and merit pay feedback had significant main effects with performance. There were no significant interactions with performance. Implications of the findings are discussed. [ABSTRACT FROM AUTHOR]

Published
1976
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43. ANTIPLAQUE/ANTIGINGIVITIS EFFICACY AND SAFETY OF A CETYLPYRIDINIUM CHLORIDE/ZINC GLUCONATE MUCOADHESIVE GEL.

Author

Lee, Sean S., Aprecio, Raydolfo M., Wu zhang, Arambula, Michele, Wilkins, Kristi B., Stephens, Joni A., Kim, Jay S., and Yiming Li

Subjects
CLINICAL trials, DENTAL adhesives, DENTAL plaque, GINGIVITIS, PYRIDINIUM compounds, ZINC compounds, DENTAL therapeutics, THERAPEUTICS
Abstract

This article presents the results of a controlled clinical trial evaluating a new at-home treatment to improve gingival health. Designed for overnight application at the gingival margins and in the interproximal spaces, the product is a mucoadhesive gel containing 0.10% cetylpyridinium chloride (CPC) and 0.592% zinc gluconate (ZG). The authors assessed the efficacy and safety of the CPC/ZG gel in adults with low-to-moderate gingival and plaque index scores by comparing clinical and laboratory findings for subjects using the CPC/ZG gel with those for subjects using the control gel (0% CPC and 0.592% ZG). Clinical findings at 3 and 6 months showed statistically significant improvements in two of the three major indices of gingival health in the CPC/ZG group compared with the control group. The performance of the treatment gel was supported by results of microbial analyses of plaque samples. [ABSTRACT FROM AUTHOR]

Published
2008

44. EFFECT OF FEEDBACK ON TASK PERFORMANCE IN AN ORGANIZATIONAL SETTING.

Author

Kim, Jay S.

Subjects
PSYCHOLOGICAL feedback, TASK performance, SOCIAL psychology, EMPLOYEE motivation, TEAMS in the workplace, EMPLOYEE attitudes, TASK analysis, REINFORCEMENT (Psychology), MANAGEMENT
Abstract

The effect of different modes of feedback (extrinsic feedback, intrinsic feedback, extrinsic and intrinsic feedback, no feedback) on task performance of work was investigated in a midwestern company. Results showed that there was statistically significant improvement on all three measures of task performance after the feedback intervention. Results supported one of the basic premises of research based on reinforcement theory showing that behavior can be changed without a systematic effort to change attitude. [ABSTRACT FROM AUTHOR]

Published
1975
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45. Employees' Expectancy Perceptions as Explanatory Variables for Effectiveness of Participation in Decision Making

Author

Schuler, Randall S. and Kim, Jay S.

Abstract

Employees' perceptual expectancies as an explanatory framework for the effectiveness of participation in decision making were investigated in a large public utility organization. The results supported the hypothesis that the effectiveness of participation in decision making is mediated by employees' perceptual expectancies of the effort-performance and the performance-outcome relationships (n= 383). The results also suggested that the types of employees' perceptual expectancies may have different mediating effects depending on the criteria selected.

Published
1978
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