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Showing papers in "Journal of Applied Psychology in 2003"


Journal ArticleDOI
TL;DR: The extent to which method biases influence behavioral research results is examined, potential sources of method biases are identified, the cognitive processes through which method bias influence responses to measures are discussed, the many different procedural and statistical techniques that can be used to control method biases is evaluated, and recommendations for how to select appropriate procedural and Statistical remedies are provided.
Abstract: Interest in the problem of method biases has a long history in the behavioral sciences. Despite this, a comprehensive summary of the potential sources of method biases and how to control for them does not exist. Therefore, the purpose of this article is to examine the extent to which method biases influence behavioral research results, identify potential sources of method biases, discuss the cognitive processes through which method biases influence responses to measures, evaluate the many different procedural and statistical techniques that can be used to control method biases, and provide recommendations for how to select appropriate procedural and statistical remedies for different types of research settings.

52,531 citations


Journal ArticleDOI
TL;DR: Both transformational and transactional contingent reward leadership ratings of platoon leaders and sergeants positively predicted unit performance.
Abstract: How do leadership ratings collected from units operating under stable conditions predict subsequent performance of those units operating under high stress and uncertainty? To examine this question, the authors calculated the predictive relationships for the transformational and transactional leadership of 72 light infantry rifle platoon leaders for ratings of unit potency, cohesion, and performance for U.S. Army platoons participating in combat simulation exercises. Both transformational and transactional contingent reward leadership ratings of platoon leaders and sergeants positively predicted unit performance. The relationship of platoon leadership to performance was partially mediated through the unit's level of potency and cohesion. Implications, limitations, and future directions for leadership research are discussed.

2,727 citations


Journal ArticleDOI
TL;DR: Results revealed strong and negative correlations between relationship conflict, team performance, and team member satisfaction, in contrast to what has been suggested in both academic research and introductory textbooks.
Abstract: This study provides a meta-analysis of research on the associations between relationship conflict, task conflict, team performance, and team member satisfaction. Consistent with past theorizing, resultsrevealed strong and negative correlations between relationship conflict, team performance, and team member satisfaction. In contrast to what has been suggested in both academic research and introductorytextbooks, however, results also revealed strong and negative (instead of the predicted positive) correlations between task conflict, team performance, and team member satisfaction. As predicted, conflict had stronger negative relations with team performance in highly complex (decision making, project, mixed) than in less complex (production) tasks. Finally, task conflict was less negatively related to team performance when task conflict and relationship conflict were weakly, rather than strongly, correlated.

2,673 citations


Journal ArticleDOI
TL;DR: Converging evidence from diverse methodological and analytic strategies verifies that perceived self-efficacy and personal goals enhance motivation and performance attainments.
Abstract: The authors address the verification of the functional properties of self-efficacy beliefs and document how self-efficacy beliefs operate in concert with goal systems within a sociocognitive theory of self-regulation in contrast to the focus of control theory on discrepancy reduction. Social cognitive theory posits proactive discrepancy production by adoption of goal challenges working in concert with reactive discrepancy reduction in realizing them. Converging evidence from diverse methodological and analytic strategies verifies that perceived self-efficacy and personal goals enhance motivation and performance attainments. The large body of evidence, as evaluated by 9 meta-analyses for the effect sizes of self-efficacy beliefs and by the vast body of research on goal setting, contradicts findings (J. B. Vancouver, C. M. Thompson, & A. A. Williams, 2001; J. B. Vancouver, C. M. Thompson, E. C. Tischner, & D. J. Putka, 2002) that belief in one’s capabilities and personal goals is self-debilitating. Social cognitive theory is rooted in an agentic perspective in which people function as anticipative, purposive, and selfevaluating proactive regulators of their motivation and actions (Bandura, 2001). A theory embodying feed-forward selfregulation differs from control theories rooted solely in a negative feedback control system aimed at error correction. Among the mechanisms of human agency, none is more central or pervasive than beliefs of personal efficacy. Whatever other factors serve as guides and motivators, they are rooted in the core belief that one has the power to produce desired effects; otherwise one has little incentive to act or to persevere in the face of difficulties. Selfefficacy beliefs regulate human functioning through cognitive, motivational, affective, and decisional processes (Bandura, 1997). They affect whether individuals think in self-enhancing or selfdebilitating ways, how well they motivate themselves and persevere in the face of difficulties, the quality of their emotional well-being and their vulnerability to stress and depression, and the choices they make at important decisional points.

2,530 citations


Journal ArticleDOI
TL;DR: A model is proposed that distinguishes among 5 situational features relevant to trait expression (job demands, distracters, constraints, releasers, and facilitators), operating at task, social, and organizational levels and promotes useful discussion of critical issues, including situational specificity, personality-oriented job analysis, team building, and work motivation.
Abstract: Evidence for situational specificity of personality-job performance relations calls for better understanding of how personality is expressed as valued work behavior. On the basis of an interactionist principle of trait activation (R. P. Tett & H. A. Guterman, 2000), a model is proposed that distinguishes among 5 situational features relevant to trait expression (job demands, distracters, constraints, releasers, and facilitators), operating at task, social, and organizational levels. Trait-expressive work behavior is distinguished from (valued) job performance in clarifying the conditions favoring personality use in selection efforts. The model frames linkages between situational taxonomies (e.g., J. L. Holland's [1985] RIASEC model) and the Big Five and promotes useful discussion of critical issues, including situational specificity, personality-oriented job analysis, team building, and work motivation.

1,664 citations


Journal ArticleDOI
TL;DR: The data suggest considerable daily fluctuations in behavior and attitudes at work, with evidence that these are related to prior experience and opportunity for recovery in the nonwork domain.
Abstract: This study examined work-related outcomes of recovery during leisure time. A total of 147 employees completed a questionnaire and a daily survey over a period of 5 consecutive work days. Multilevel analyses showed that day-level recovery was positively related to day-level work engagement and day-level proactive behavior (personal initiative, pursuit of learning) during the subsequent work day. The data suggest considerable daily fluctuations in behavior and attitudes at work, with evidence that these are related to prior experience and opportunity for recovery in the nonwork domain.

1,662 citations


Journal ArticleDOI
TL;DR: Using a sample of 888 bank employees working under 76 branch manages, the authors found that transformational leadership was positively related to both followers' dependence and their empowerment and that personal identification mediated the relationship betweentransformational leadership and followers' dependent on the leader.
Abstract: Followers' identification with the leader and the organizational unit, dependence on the leader, and empowerment by the leader are often attributed to transformational leadership in organizations. However, these hypothesized outcomes have received very little attention in empirical studies. Using a sample of 888 bank employees working under 76 branch manages, the authors tested the relationships between transformational leadership and these outcomes. They found that transformational leadership was positively related to both followers' dependence and their empowerment and that personal identification mediated the relationship between transformational leadership and followers' dependence on the leader, whereas social identification mediated the relationship between transformational leadership and followers' empowerment. The authors discuss the implications of these findings to both theory and practice.

1,287 citations


Journal ArticleDOI
TL;DR: The authors proposed that emotional exhaustion would predict job performance, 2 classes of organizational citizenship behavior, and turnover intentions and posited that the relationship between emotional exhaustion and effective work behaviors would be mediated by organizational commitment.
Abstract: The authors investigated the negative consequences of emotional exhaustion for individual employees and their employers. On the basis of social exchange theory, the authors proposed that emotional exhaustion would predict job performance, 2 classes of organizational citizenship behavior, and turnover intentions. In addition, the authors posited that the relationship between emotional exhaustion and effective work behaviors would be mediated by organizational commitment. With only a few exceptions, the results of 2 field studies supported the authors' expectations. In addition, emotional exhaustion exerted an independent effect on these criterion variables beyond the impact of age, gender, and ethnicity.

1,274 citations


Journal ArticleDOI
TL;DR: The results of the authors' meta-analyses revealed stronger correlations between cohesion and performance when performance was defined as behavior (as opposed to outcome), when it was assessed with efficiency measures, and as patterns of team workflow became more intensive.
Abstract: Previous meta-analytic examinations of group cohesion and performance have focused primarily on contextual factors. This study examined issues relevant to applied researchers by providing a more detailed analysis of the criterion domain. In addition, the authors reinvestigated the role of components of cohesion using more modern meta-analytic methods and in light of different types of performance criteria. The results of the authors’ meta-analyses revealed stronger correlations between cohesion and performance when performance was defined as behavior (as opposed to outcome), when it was assessed with efficiency measures (as opposed to effectiveness measures), and as patterns of team workflow became more intensive. In addition, and in contrast to B. Mullen and C. Copper’s (1994) meta-analysis, the 3 main components of cohesion were independently related to the various performance domains. Implications for organizations and future research on cohesion and performance are discussed.

1,196 citations


Journal ArticleDOI
Shaul Oreg1
TL;DR: The Resistance to Change Scale can be used to account for the individual-difference component of resistance to change and to predict reactions to specific change.
Abstract: The Resistance to Change Scale was designed to measure an individual's dispositional inclination to resist changes. In Study 1, exploratory analyses indicated 4 reliable factors: Routine Seeking, Emotional Reaction to Imposed Change, Cognitive Rigidity, and Short-Term Focus. Studies 2, 3, and 4 confirmed this structure and demonstrated the scale's convergent and discriminant validities. Studies 5, 6, and 7 demonstrated the concurrent and predictive validities of the scale in 3 distinct contexts. The scale can be used to account for the individual-difference component of resistance to change and to predict reactions to specific change.

1,179 citations


Journal ArticleDOI
TL;DR: The authors used meta-analytic procedures to examine the relationship between specified training design and evaluation features and the effectiveness of training in organizations to suggest a medium to large effect size for organizational training.
Abstract: The authors used meta-analytic procedures to examine the relationship between specified training design and evaluation features and the effectiveness of training in organizations. Results of the meta-analysis revealed training effectiveness sample-weighted mean ds of 0.60 (k 15, N 936) for reaction criteria, 0.63 (k 234, N 15,014) for learning criteria, 0.62 ( k 122, N 15,627) for behavioral criteria, and 0.62 (k 26, N 1,748) for results criteria. These results suggest a medium to large effect size for organizational training. In addition, the training method used, the skill or task characteristic trained, and the choice of evaluation criteria were related to the effectiveness of training programs. Limitations of the study along with suggestions for future research are discussed. The continued need for individual and organizational development can be traced to numerous demands, including maintaining superiority in the marketplace, enhancing employee skills and knowledge, and increasing productivity. Training is one of the most pervasive methods for enhancing the productivity of individuals and communicating organizational goals to new personnel. In 2000, U.S. organizations with 100 or more employees budgeted to spend $54 billion on formal training (“Industry Report,” 2000). Given the importance and potential impact of training on organizations and the costs associated with the development and implementation of training, it is important that both researchers and practitioners have a better understanding of the relationship between design and evaluation features and the effectiveness of training and development efforts. Meta-analysis quantitatively aggregates the results of primary studies to arrive at an overall conclusion or summary across these studies. In addition, meta-analysis makes it possible to assess relationships not investigated in the original primary studies. These, among others (see Arthur, Bennett, & Huffcutt, 2001), are some of the advantages of meta-analysis over narrative reviews. Although there have been a multitude of meta-analyses in other domains of industrial/organizational psychology (e.g., cognitive ability, employment interviews, assessment centers, and employment-related personality testing) that now allow researchers to make broad summary statements about observable effects and relationships in these domains, summaries of the training effectiveness literature appear to be limited to the periodic narrative Annual Reviews. A notable exception is Burke and Day (1986), who, however, limited their meta-analysis to the effectiveness of only managerial training. Consequently, the goal of the present article is to address this gap in the training effectiveness literature by conducting a metaanalysis of the relationship between specified design and evaluation features and the effectiveness of training in organizations. We accomplish this goal by first identifying design and evaluation features related to the effectiveness of organizational training programs and interventions, focusing specifically on those features over which practitioners and researchers have a reasonable degree of control. We then discuss our use of meta-analytic procedures to quantify the effect of each feature and conclude with a discussion of the implications of our findings for both practitioners and researchers.

Journal ArticleDOI
TL;DR: This study integrates role theory, social exchange, organizational citizenship, and climate research to suggest that employees will reciprocate implied obligations of leadership-based social exchange by expanding their role and behaving in ways consistent with contextual behavioral expectations.
Abstract: The present study integrates role theory, social exchange, organizational citizenship, and climate research to suggest that employees will reciprocate implied obligations of leadership-based social exchange (e.g., leader-member exchange [LMX]) by expanding their role and behaving in ways consistent with contextual behavioral expectations (e.g., work group climate). Using safety climate as an exemplar, the authors found that the relationship between LMX and subordinate safety citizenship role definitions was moderated by safety climate. In summary, high-quality LMX relationships resulted in expanded safety citizenship role definitions when there was a positive safety climate and there was no such expansion under less positive safety climates. The authors also found that safety citizenship role definitions were significantly related to safety citizenship behavior. Implications for both social exchange theory and safety research are discussed.

Journal ArticleDOI
TL;DR: Results from the present study demonstrate that the scale is internally consistent, related to alternative measures and hypothesized causes and effects, and unrelated to theoretically distinct constructs, providing evidence of convergent, criterion-related, and discriminant validity.
Abstract: This study describes the development and validity testing of a field measure of transactive memory systems. Transactive memory systems are especially important for teams designed to leverage members' expertise, but field research has lagged because there are no adequate measures of the construct. The author developed and tested a 15-item scale in a laboratory sample of 124 teams, a field sample of 64 Master of Business Administration consulting teams, and a field sample of 27 teams from technology companies. Results from the present study demonstrate that the scale is internally consistent, related to alternative measures and hypothesized causes and effects, and unrelated to theoretically distinct constructs, providing evidence of convergent, criterion-related, and discriminant validity. Suggestions for improving the scale, future validity testing, and possible boundary conditions are discussed.

Journal ArticleDOI
TL;DR: If predictors and criteria are aligned by using theory, then the meta-analytic validity of personality measures exceeds that of atheoretical approaches, and all Big Five personality dimensions more precisely predicted relevant criterion variables.
Abstract: The authors used socioanalytic theory to understand individual differences in people's performance at work. Specifically, if predictors and criteria are aligned by using theory, then the meta-analytic validity of personality measures exceeds that of atheoretical approaches. As performance assessment moved from general to specific job criteria, all Big Five personality dimensions more precisely predicted relevant criterion variables, with estimated true validities of .43 (Emotional Stability), .35 (Extraversion-Ambition), .34 (Agreeableness), .36 (Conscientiousness), and .34 (Intellect-Openness to Experience).

Journal ArticleDOI
Jing Zhou1
TL;DR: Converging results from the 2 field studies demonstrated that when creative coworkers were present, the less supervisors engaged in close monitoring, the more employees exhibited creativity.
Abstract: Study 1 was conducted to examine the contribution of the joint condition of supervisor close monitoring and the presence of creative coworkers to employees' creativity, In addition to replicating Study l's results, Study 2 examined (a) the joint condition of supervisor developmental feedback and presence of creative coworkers and (b) whether creative personality moderated the contributions of the 2 joint conditions. Converging results from the 2 field studies demonstrated that when creative coworkers were present, the less supervisors engaged in close monitoring, the more employees exhibited creativity. Study 2 also found that the contribution of this joint condition was stronger for employees with less creative personalities and that when creative coworkers were present, the more supervisors provided developmental feedback, the more employees exhibited creativity.

Journal ArticleDOI
TL;DR: Results indicated that acceptance predicted mental health and an objective measure of performance over and above job control, negative affectivity, and locus of control over and over.
Abstract: Acceptance, the willingness to experience thoughts, feelings and physiological sensations without having to control them or let them determine one's actions, is a major individual determinant of mental health and behavioral effectiveness in a more recent theory of psychopathology. This 2-wave panel study examined the ability of acceptance also to explain mental health, job satisfaction, and performance in the work domain. The authors hypothesized that acceptance would predict these 3 outcomes 1 year later in a sample of customer service center workers in the United Kingdom (N = 412). Results indicated that acceptance predicted mental health and an objective measure of performance over and above job control, negative affectivity, and locus of control. These beneficial effects of having more job control were enhanced when people had higher levels of acceptance. The authors discuss the theoretical and practical relevance of this individual characteristic to occupational health and performance.

Journal ArticleDOI
TL;DR: The relationship between transactive memory systems and performance in mature, continuing groups is examined and the positive relationship with group performance was found to hold for both task and external relationship trans active memory systems.
Abstract: Previous research on transactive memory has found a positive relationship between transactive memory system development and group performance in single project laboratory and ad hoc groups. Closely related research on shared mental models and expertise recognition supports these findings. In this study, the author examined the relationship between transactive memory systems and performance in mature, continuing groups. A group's transactive memory system, measured as a combination of knowledge stock, knowledge specialization, transactive memory consensus, and transactive memory accuracy, is positively related to group goal performance, external group evaluations, and internal group evaluations. The positive relationship with group performance was found to hold for both task and external relationship transactive memory systems.

Journal ArticleDOI
TL;DR: The authors hypothesized and tested the effects of leader personality on the group dynamics of the top management team (TMT) and of TMT dynamics on organizational performance using thegroup dynamics q-sort method, which is designed to permit rigorous, quantitative comparisons of data derived from qualitative sources.
Abstract: This article explores 1 mechanism by which leader personality affects organizational performance. The authors hypothesized and tested the effects of leader personality on the group dynamics of the top management team (TMT) and of TMT dynamics on organizational performance. To test their hypotheses, the authors used the group dynamics q-sort method, which is designed to permit rigorous, quantitative comparisons of data derived from qualitative sources. Results from independent observations of chief executive officer (CEO) personality and TMT dynamics for 17 CEOs supported the authors' hypothesized relationships both between CEO personality and TMT group dynamics and between TMT dynamics and organizational performance.

Journal ArticleDOI
TL;DR: The results suggest that the 3 higher order facets of climate (affective, cognitive, and instrumental) affected individual level outcomes of job performance, psychological well-being, and withdrawal through their impact on organizational commitment and job satisfaction.
Abstract: Although workplace climate has been extensively studied, the research has not led to firm conclusions as to its relationship with individual level work outcomes. The authors used C. Ostroff's (1993) taxonomy to organize dimensions labeled as workplace climate and then used meta-analytic techniques to test a path analytic model. The model posited that climate affects individual level outcomes through its impact on underlying cognitive and affective states. An extensive literature search yielded 51 empirical studies with 70 samples. The results suggest that the 3 higher order facets of climate (affective, cognitive, and instrumental) affected individual level outcomes of job performance, psychological well-being, and withdrawal through their impact on organizational commitment and job satisfaction.

Journal ArticleDOI
TL;DR: Results suggest that preentry knowledge, proactive personality, and socialization influences from the organization, supervisors, and coworkers are independently related to proximal adjustment outcomes, consistent with a theoretical framework highlighting distinct dimensions of organizational and work task adjustment.
Abstract: This 4-wave longitudinal study of newcomers in 7 organizations examined preentry knowledge, proactive personality, and socialization influences as antecedents of both proximal (task mastery, role clarity, work group integration, and political knowledge) and distal (organizational commitment, work withdrawal, and turnover) indicators of newcomer adjustment. Results suggest that preentry knowledge, proactive personality, and socialization influences from the organization, supervisors, and coworkers are independently related to proximal adjustment outcomes, consistent with a theoretical framework highlighting distinct dimensions of organizational and work task adjustment. The proximal adjustment outcomes partially mediated most of the relationships between the antecedents of adjustment and organizational commitment, work withdrawal, and turnover.

Journal ArticleDOI
TL;DR: It is suggested that, although a team learning orientation can encourage adaptive behaviors that lead to improved performance, it is also possible for teams to compromise performance in the near term by overemphasizing learning, particularly when they have been performing well.
Abstract: Although research has suggested that teams can differ in the extent to which they encourage proactive learning and competence development among their members (a team learning orientation), the performance consequences of these differences are not well understood. Drawing from research on goal orientation and team learning, this article suggests that, although a team learning orientation can encourage adaptive behaviors that lead to improved performance, it is also possible for teams to compromise performance in the near term by overemphasizing learning, particularly when they have been performing well. A test of this proposition in a sample of business unit management teams provides strong support. The results confirm that an appropriate emphasis on learning can have positive consequences for team effectiveness.

Journal ArticleDOI
TL;DR: Results using structural equation modeling revealed that job-based interpersonal requirements, supervisor display rule perceptions, and employee extraversion and neuroticism were predictive of employee displayRule perceptions.
Abstract: Central to all theories of emotional labor is the idea that individuals follow emotional display rules that specify the appropriate expression of emotions on the job. This investigation examined antecedents and consequences of emotional display rule perceptions. Full-time working adults (N = 152) from a variety of occupations provided self-report data, and supervisors and coworkers completed measures pertaining to the focal employees. Results using structural equation modeling revealed that job-based interpersonal requirements, supervisor display rule perceptions, and employee extraversion and neuroticism were predictive of employee display rule perceptions. Employee display rule perceptions, in turn, were related to self-reported job satisfaction and coworker ratings of employees' emotional displays on the job. Finally, neuroticism had direct negative relationships with job satisfaction and coworker ratings of employees' emotional displays.

Journal ArticleDOI
TL;DR: Overall Job Satisfaction and Satisfaction with Security were predicted by ROA and EPS more strongly than the reverse (although some of the reverse relationships were also significant); Satisfaction With Pay suggested a more reciprocal relationship with RO a and EPS.
Abstract: Employee attitude data from 35 companies over 8 years were analyzed at the organizational level of analysis against financial (return on assets; ROA) and market performance (earnings per share; EPS) data using lagged analyses permitting exploration of priority in likely causal ordering. Analyses revealed statistically significant and stable relationships across various time lags for 3 of 7 scales. Overall Job Satisfaction and Satisfaction With Security were predicted by ROA and EPS more strongly than the reverse (although some of the reverse relationships were also significant); Satisfaction With Pay suggested a more reciprocal relationship with ROA and EPS. The discussion of results provides a preliminary framework for understanding issues surrounding employee attitudes, high-performance work

Journal ArticleDOI
TL;DR: Given the aging work force, a detailed treatment of age differences in development is presented and a new model was posited and tested in which the hypothesized sequence was as follows.
Abstract: Eight hundred employees from across the U.S. work force participated in a detailed 13-month longitudinal study of involvement in learning and development activities. A new model was posited and tested in which the hypothesized sequence was as follows: worker age --> individual and situational antecedents --> perceived benefits of participation and self-efficacy for development --> attitudes toward development --> intentions to participate --> participation. The results depict a person who is oriented toward employee development as having participated in development activities before, perceiving themselves as possessing qualities needed for learning, having social support for development at work and outside of work, being job involved, having insight into his or her career, and believing in the need for development, in his or her ability to develop skills and to receive intrinsic benefits from participating. Given the aging work force, a detailed treatment of age differences in development is presented. Implications for new ideas in practice and future research are discussed.

Journal ArticleDOI
TL;DR: Latent variables analyses of individual-level and department-level data showed that the 2 justice types exercise unique paths of impact on employees' organizational commitment and thus on turnover intentions and discretionary service behavior.
Abstract: This work examines the aggregation of justice perceptions to the departmental level and the business-unit level, the impact of these aggregate perceptions on business-unit-level outcomes, and the usefulness of the distinction between procedural and interpersonal justice at different levels of analysis. Latent variables analyses of individual-level and department-level data from 4,539 employees in 783 departments at 97 hotel properties showed that the 2 justice types exercise unique paths of impact on employees' organizational commitment and thus on turnover intentions and discretionary service behavior. Business-unit-level analyses further demonstrate paths of association between aggregate justice perceptions, aggregate commitment levels, and the business-unit-level outcomes of employee turnover rates and customer satisfaction ratings.

Journal ArticleDOI
TL;DR: Examination of how 1 aspect of context--organizational structure--affects the relationship between justice perceptions and 2 types of social exchange relationships, organizational and supervisory, suggests procedural and interactional justice will play differentially important roles in determining the quality of organizational social exchange.
Abstract: Organizational justice researchers recognize the important role organization context plays in justice perceptions, yet few studies systematically examine contextual variables. This article examines how 1 aspect of context--organizational structure--affects the relationship between justice perceptions and 2 types of social exchange relationships, organizational and supervisory. The authors suggest that under different structural conditions, procedural and interactional justice will play differentially important roles in determining the quality of organizational social exchange (as evidenced by perceived organizational support [POS]) and supervisory social exchange (as evidenced by supervisory trust). In particular, the authors hypothesized that the relationship between procedural justice and POS would be stronger in mechanistic organizations and that the relationship between interactional justice and supervisory trust would be stronger in organic organizations. The authors' results support these hypotheses.

Journal ArticleDOI
TL;DR: It is demonstrated that after an unforeseen change in the task context, performance was superior for teams with members who had higher cognitive ability, achievement, and openness and who had lower dependability.
Abstract: The present study extended research on relationships between individual differences and individual-level adaptation (J. A. LePine, J. A. Colquitt, & A. Erez, 2000). This study focused on team-level relationships (N 73 teams) and demonstrated that after an unforeseen change in the task context, performance was superior for teams with members who had higher cognitive ability, achievement, and openness and who had lower dependability. These relationships were mediated by a measure of role structure adaptation (i.e., the effectiveness with which teams adapted their role structure when faced with an unforeseen change in their task context). Members’ individual differences did not explain variance in team performance prior to the unforeseen change in the task context. Overall, results suggest differential relationships for team composition across routine and changing task contexts. Technological, economic, and demographic trends are changing the structure of work in organizations (Howard, 1995). Advances in information-processing technologies have increased the pace at which new products are developed and brought to market. Increased globalization and advances in communications technologies have increased technological transfer and shortened product lifecycles even further. To remain competitive in this environment, organizations must often change what they do or how they do it. Among the most popular means of achieving this type of increased

Journal ArticleDOI
TL;DR: Results from a 3 year quasi-experimental field study suggest negative effects on employee outcomes after the implementation of 3 lean production practices: lean teams, assembly lines, and workflow formalization.
Abstract: The author discusses results from a 3 year quasi-experimental field study (N = 368), which suggest negative effects on employee outcomes after the implementation of 3 lean production practices: lean teams, assembly lines, and workflow formalization. Employees in all lean production groups were negatively affected, but those in assembly lines fared the worst, with reduced organizational commitment and role breadth self-efficacy and increased job depression. A nonequivalent control group had no negative changes in outcomes. Mediational analyses showed that the negative effects of lean production were at least partly attributable to declines in perceived work characteristics (job autonomy, skill utilization, and participation in decision making). The study also shows the longitudinal effects of these work characteristics on psychological outcomes. Implications for lean production, work design, and employee well-being are discussed.

Journal ArticleDOI
TL;DR: Results indicated that the perception of having standards for service delivery in an organization is strongly related to line-level employees' perceptions of support from coworkers and supervisors, and that coworker and supervisory support explained a greater proportion of incremental variance in the model than did perceived organizational support alone.
Abstract: The authors proposed and tested a model describing the relationship between customer service providers' perceptions and attitudes toward their service-related duties and their customers' perceptions of satisfaction with their service experiences. Results indicated that the perception of having standards for service delivery in an organization is strongly related to line-level employees' perceptions of support from coworkers and supervisors. Perceived support from coworkers was significantly related to service providers' customer orientation, whereas perceived support from supervisors showed a weaker relationship to a customer orientation. Ultimately, service providers' customer orientation was strongly related to customers' satisfaction with service. Finally, a set of post hoc analyses indicated that coworker and supervisory support explained a greater proportion of incremental variance in the model than did perceived organizational support alone.

Journal ArticleDOI
TL;DR: The authors used R. Folger and R. Cropanzano's fairness theory to derive predictions about the effects of explanation provision and explanation adequacy on justice judgments and cooperation, retaliation, and withdrawal responses and found that explanations were more beneficial when they took the form of excuses rather than justifications.
Abstract: The authors used R. Folger and R. Cropanzano's (1998, 2001) fairness theory to derive predictions about the effects of explanation provision and explanation adequacy on justice judgments and cooperation, retaliation, and withdrawal responses. The authors also used the theory to identify potential moderators of those effects, including the type of explanation (justification vs. excuse), outcome favorability, and study context. The authors' predictions were tested by using meta-analyses of 54 independent samples. The results showed strong effects of explanations on both the justice and response variables. Moreover, explanations were more beneficial when they took the form of excuses rather than justifications, when they were given after unfavorable outcomes, and when they were given in contexts with instrumental, relational, and moral implications.