Showing papers in "Journal of Applied Psychology in 2012"
TL;DR: This article conducted a meta-analysis of 116 empirical studies of intragroup conflict (n = 8,880 groups) and its relationship with group outcomes, finding that task conflict and group performance were more positively related among studies where the association between task and relationship conflict was relatively weak, in studies conducted among top management teams rather than non-top management teams.
Abstract: Since the meta-analysis by De Dreu and Weingart (2003b) on the effects of intragroup conflict on group outcomes, more than 80 new empirical studies of conflict have been conducted, often investigating more complex, moderated relationships between conflict and group outcomes, as well as new types of intragroup conflict, such as process conflict. To explore the trends in this new body of literature, we conducted a meta-analysis of 116 empirical studies of intragroup conflict (n = 8,880 groups) and its relationship with group outcomes. To address the heterogeneity across the studies included in the meta-analysis, we also investigated a number of moderating variables. Stable negative relationships were found between relationship and process conflict and group outcomes. In contrast to the results of De Dreu and Weingart, we did not find a strong and negative association between task conflict and group performance. Analyses of main effects as well as moderator analyses revealed a more complex picture. Task conflict and group performance were more positively related among studies where the association between task and relationship conflict was relatively weak, in studies conducted among top management teams rather than non-top management teams, and in studies where performance was measured in terms of financial performance or decision quality rather than overall performance.
896 citations
TL;DR: It is found that reductions in the quality of job performance were consistently associated with increases in Machiavellianism and psychopathy and that CWB was associated with rises in all 3 components of the DT.
Abstract: We reviewed studies of the Dark Triad (DT) personality traits--Machiavellianism, narcissism, and psychopathy-and meta-analytically examined their implications for job performance and counterproductive work behavior (CWB). Relations among the DT traits and behaviors were extracted from original reports published between 1951 and 2011 of 245 independent samples (N = 43,907). We found that reductions in the quality of job performance were consistently associated with increases in Machiavellianism and psychopathy and that CWB was associated with increases in all 3 components of the DT, but that these associations were moderated by such contextual factors as authority and culture. Multivariate analyses demonstrated that the DT explains moderate amounts of the variance in counterproductivity, but not job performance. The results showed that the 3 traits are positively related to one another but are sufficiently distinctive to warrant theoretical and empirical partitioning.
886 citations
TL;DR: Although many have viewed self-reports of CWB with skepticism, the results of this meta-analysis support their use in most CWB research as a viable alternative to other-reports.
Abstract: Much of the recent research on counterproductive work behaviors (CWBs) has used multi-item self-report measures of CWB. Because of concerns over self-report measurement, there have been recent calls to collect ratings of employees' CWB from their supervisors or coworkers (i.e., other-raters) as alternatives or supplements to self-ratings. However, little is still known about the degree to which other-ratings of CWB capture unique and valid incremental variance beyond self-report CWB. The present meta-analysis investigates a number of key issues regarding the incremental contribution of other-reports of CWB. First, self- and other-ratings of CWB were moderately to strongly correlated with each other. Second, with some notable exceptions, self- and other-report CWB exhibited very similar patterns and magnitudes of relationships with a set of common correlates. Third, self-raters reported engaging in more CWB than other-raters reported them engaging in, suggesting other-ratings capture a narrower subset of CWBs. Fourth, other-report CWB generally accounted for little incremental variance in the common correlates beyond self-report CWB. Although many have viewed self-reports of CWB with skepticism, the results of this meta-analysis support their use in most CWB research as a viable alternative to other-reports.
495 citations
TL;DR: A theoretical model is developed in which the effect of a team's diversity on its creativity is moderated by the degree to which team members engage in perspective taking, and it is proposed that perspective taking helps realize the creative benefits of diversity of perspectives by fostering information elaboration.
Abstract: Despite the clear importance of team creativity for organizations, the conditions that foster it are not very well understood. Even though diversity, especially diversity of perspectives and knowledge, is frequently argued to stimulate higher creativity in teams, empirical findings on this relationship remain inconsistent. We have developed a theoretical model in which the effect of a team's diversity on its creativity is moderated by the degree to which team members engage in perspective taking. We propose that perspective taking helps realize the creative benefits of diversity of perspectives by fostering information elaboration. Results of a laboratory experiment support the hypothesized interaction between diversity and perspective taking on team creativity. Diverse teams performed more creatively than homogeneous teams when they engaged in perspective taking, but not when they were not instructed to take their team members' perspectives. Team information elaboration was found to mediate this moderated effect and was associated with a stronger indirect effect than mere information sharing or task conflict. Our results point to perspective taking as an important mechanism to unlock diversity's potential for team creativity. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
456 citations
TL;DR: A more comprehensive model of trust mediation was built and tested in which procedural, interpersonal, and distributive justice predicted affect- and cognition-based trust, with those trust forms predicting both exchange- and uncertainty-based mechanisms.
Abstract: Past research has revealed significant relationships between organizational justice dimensions and job performance, and trust is thought to be one mediator of those relationships. However, trust has been positioned in justice theorizing in 2 different ways, either as an indicator of the depth of an exchange relationship or as a variable that reflects levels of work-related uncertainty. Moreover, trust scholars distinguish between multiple forms of trust, including affect- and cognition-based trust, and it remains unclear which form is most relevant to justice effects. To explore these issues, we built and tested a more comprehensive model of trust mediation in which procedural, interpersonal, and distributive justice predicted affect- and cognition-based trust, with those trust forms predicting both exchange- and uncertainty-based mechanisms. The results of a field study in a hospital system revealed that the trust variables did indeed mediate the relationships between the organizational justice dimensions and job performance, with affect-based trust driving exchange-based mediation and cognition-based trust driving uncertainty-based mediation.
447 citations
TL;DR: A Monte Carlo tool is provided that enables researchers to a priori design more efficient multilevel studies and provides a means by which they can better interpret potential explanations for nonsignificant results.
Abstract: Cross-level interaction effects lie at the heart of multilevel contingency and interactionism theories. Researchers have often lamented the difficulty of finding hypothesized cross-level interactions, and to date there has been no means by which the statistical power of such tests can be evaluated. We develop such a method and report results of a large-scale simulation study, verify its accuracy, and provide evidence regarding the relative importance of factors that affect the power to detect cross-level interactions. Our results indicate that the statistical power to detect cross-level interactions is determined primarily by the magnitude of the cross-level interaction, the standard deviation of lower level slopes, and the lower and upper level sample sizes. We provide a Monte Carlo tool that enables researchers to a priori design more efficient multilevel studies and provides a means by which they can better interpret potential explanations for nonsignificant results. We conclude with recommendations for how scholars might design future multilevel studies that will lead to more accurate inferences regarding the presence of cross-level interactions.
391 citations
TL;DR: The role of elaboration was considered, and it was shown that elaboration motivated proactive career behavior only when future work self salience was also high, suggesting the power of future work selves as a motivational resource for proactive careerbehavior.
Abstract: The term future work self refers to an individual's representation of himself or herself in the future that reflects his or her hopes and aspirations in relation to work. The clearer and more accessible this representation, the more salient the future work self. An initial study with 2 samples (N = 397; N = 103) showed that future work self salience was distinct from established career concepts and positively related to individuals' proactive career behavior. A follow-up longitudinal analysis, Study 2 (N = 53), demonstrated that future work self salience had a lagged effect on proactive career behavior. In Study 3 (N = 233), we considered the role of elaboration, a further attribute of a future work self, and showed that elaboration motivated proactive career behavior only when future work self salience was also high. Together the studies suggest the power of future work selves as a motivational resource for proactive career behavior. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
377 citations
TL;DR: Support is found for a mediated moderation model demonstrating that social learning mediates the interaction of abusive supervision and power distance on subordinate interpersonal deviance, while ruling out alternate self-regulation impairment or displaced aggression explanations.
Abstract: We predicted that the effects of abusive supervision are likely to be moderated by subordinate power distance orientation and that the nature of the moderating effect will depend on the outcome. Drawing upon work suggesting that high power distance orientation subordinates are more tolerant of super
364 citations
TL;DR: Findings highlight that although members are universally sensitive to how their leaders treat them, members' responses in Asian contexts may also be influenced by collective interests and role-based obligations.
Abstract: This study extends leader-member exchange (LMX) research by meta-analyzing the role of national culture in moderating relationships between LMX and its correlates. Results based on 282 independent samples (N = 68,587) from 23 countries and controlling for extreme response style differences indicate that (a) relationships of LMX with organizational citizenship behavior, justice perceptions, job satisfaction, turnover intentions, and leader trust are stronger in horizontal-individualistic (e.g., Western) contexts than in vertical-collectivistic (e.g., Asian) contexts; and (b) national culture does not affect relationships of LMX with task performance, organizational commitment, and transformational leadership. These findings highlight that although members are universally sensitive to how their leaders treat them, members' responses in Asian contexts may also be influenced by collective interests and role-based obligations.
340 citations
TL;DR: The present meta-analytic study introduces an overall model of the relationships between job embeddedness and turnover outcomes, and found that on- the-job and off-the-job embeddedness negatively related to turnover intentions and actual turnover, after controlling for job satisfaction, affective commitment, and job alternatives.
Abstract: The present meta-analytic study introduces an overall model of the relationships between job embeddedness and turnover outcomes. Drawing on 65 independent samples (N = 42,907), we found that on-the-job and off-the-job embeddedness negatively related to turnover intentions and actual turnover, after controlling for job satisfaction, affective commitment, and job alternatives. In addition, the negative relationships between on-the-job embeddedness (off-the-job embeddedness) and turnover criteria were stronger in female-dominated samples and public organizations (collectivistic countries). Finally, turnover intentions, job search behavior, and job performance fully (partially) mediated the effect of on-the-job embeddedness (off-the-job embeddedness) on actual turnover. The research and practical implications of our findings are noted, in light of study limitations and future research needs.
340 citations
TL;DR: The current study unravels the temporal relationship between job burnout and depression and examines whether the job burn out-depression association may be contingent upon the degree to which employees engage in physical activity, finding that physical activity attenuated these effects in a dose-response manner.
Abstract: Job burnout and depression have been generally found to be correlated with one another. However, evidence regarding the job burnout-depression association is limited in that most studies are cross-sectional in nature. Moreover, little is known about factors that may influence the job burnout-depression association, other than individual or organizational factors (e.g., gender, supervisor support). The current study seeks to address these gaps by (a) unraveling the temporal relationship between job burnout and depression and (b) examining whether the job burnout-depression association may be contingent upon the degree to which employees engage in physical activity. On the basis of a full-panel 3-wave longitudinal design with a large sample of employees (N = 1,632), latent difference score modeling indicated that an increase in depression from Time 1 to Time 2 predicts an increase in job burnout from Time 2 to Time 3, and vice versa. In addition, physical activity attenuated these effects in a dose-response manner, so that the increase in job burnout and depression was strongest among employees who did not engage in physical activity and weakest to the point of nonsignificance among those engaging in high physical activity.
TL;DR: The present research found that psychological safety climate moderates the relationship between task conflict and performance and supports the conclusion that psychologicalSafety facilitates the performance benefits of task conflict in teams.
Abstract: Past research suggests that task conflict may improve team performance under certain conditions; however, we know little about these specific conditions. On the basis of prior theory and research on conflict in teams, we argue that a climate of psychological safety is one specific context under which task conflict will improve team performance. Using evidence from 117 project teams, the present research found that psychological safety climate moderates the relationship between task conflict and performance. Specifically, task conflict and team performance were positively associated under conditions of high psychological safety. The results support the conclusion that psychological safety facilitates the performance benefits of task conflict in teams. Theoretical implications and suggestions for future research are discussed.
TL;DR: Positive main effects of transformational leadership, role breadth self-efficacy, and job autonomy on employee proactive behavior are found.
Abstract: Two multisource studies address the interactive effects of personal and contextual variables on employees' proactive behavior. In line with previous work, we find positive main effects of transformational leadership, role breadth self-efficacy, and job autonomy on employee proactive behavior (personal initiative in Study 1 and prosocial proactive behavior in Study 2). As expected, a 3-way interaction qualifies these main effects: In situations of high autonomy, transformational leadership relates positively to proactive behavior for individuals high (but not low) on self-efficacy. Vice versa, in situations low on job autonomy, transformational leadership relates positively to proactive behavior for individuals low (but not high) on self-efficacy. This pattern is found both for self-ratings and peer-ratings of employees' proactive behavior in Study 1 and for supervisor ratings of such behavior in Study 2.
TL;DR: Results suggested that perceptions of unfairness were associated with indicators of physical and mental health and psychological contract breach contributed to the prediction of strain-related indicators of health above and beyond that accounted for by injustice alone.
Abstract: A growing body of research has suggested that the experience of injustice, psychological contract breach, or unfairness can adversely impact an employee's health. We conducted a meta-analysis to examine the effects of unfairness perceptions on health, examining types of fairness and methodological characteristics as moderators. Results suggested that perceptions of unfairness were associated with indicators of physical and mental health. Furthermore, psychological contract breach contributed to the prediction of strain-related indicators of health above and beyond that accounted for by injustice alone.
TL;DR: It is proposed that the psychological experience of power is associated with less self-interest in the presence of a strong moral identity, yet individuals with a weak moral identity were more likely to act in self- interest, when subjectively experiencing power.
Abstract: Does power corrupt a moral identity, or does it enable a moral identity to emerge? Drawing from the power literature, we propose that the psychological experience of power, although often associated with promoting self-interest, is associated with greater self-interest only in the presence of a weak moral identity. Furthermore, we propose that the psychological experience of power is associated with less self-interest in the presence of a strong moral identity. Across a field survey of working adults and in a lab experiment, individuals with a strong moral identity were less likely to act in self-interest, yet individuals with a weak moral identity were more likely to act in self-interest, when subjectively experiencing power. Finally, we predict and demonstrate an explanatory mechanism behind this effect: The psychological experience of power enhances moral awareness among those with a strong moral identity, yet decreases the moral awareness among those with a weak moral identity. In turn, individuals' moral awareness affects how they behave in relation to their self-interest.
TL;DR: A cross-level model of the antecedents and outcomes of proactive customer service performance showed that at the establishment level, controlling for service climate and collective general service performance, initiative climate was positively and indirectly associated with customer service satisfaction through the mediation of aggregated proactiveCustomer service performance.
Abstract: We developed and tested a cross-level model of the antecedents and outcomes of proactive customer service performance. Results from a field study of 900 frontline service employees and their supervisors in 74 establishments of a multinational hotel chain located in Europe, the Middle East, Africa, and Asia demonstrated measurement equivalence and suggested that, after controlling for service climate, initiative climate at the establishment level and general self-efficacy at the individual level predicted employee proactive customer service performance and interacted in a synergistic way. Results also showed that at the establishment level, controlling for service climate and collective general service performance, initiative climate was positively and indirectly associated with customer service satisfaction through the mediation of aggregated proactive customer service performance. We discuss important theoretical and practical implications of these findings.
TL;DR: The results suggest that recovery translates into employee workagement, and work engagement, in turn, prevents a loss in recovery level throughout the day, particularly when situational constraints are low.
Abstract: In this paper, we examined the within-person relations between morning recovery level (i.e., feeling refreshed and replenished) and work engagement throughout the day, and between work engagement throughout the day and the subsequent recovery level at the end of the workday. We hypothesized that job stressors (situational constraints, job demands) moderate these relations. A diary study over 1 workweek with 2 measurement occasions per day (N = 111 persons) provided support for most of the hypotheses: Morning recovery level predicted work engagement, and work engagement predicted subsequent recovery level at the end of the workday after controlling for morning recovery level. As predicted, situational constraints attenuated these relations, but job demands did not. The results suggest that recovery translates into employee work engagement, and work engagement, in turn, prevents a loss in recovery level throughout the day, particularly when situational constraints are low. Situational constraints seem to interrupt the reciprocal processes between recovery level and work engagement.
TL;DR: A multilevel model that examines the processes linking high-performance work systems (HPWS) and performance outcomes at the individual and organizational levels of analyses revealed that branch-level HPWS relates to empowerment climate and service orientation moderates the psychological empowerment-service performance relationship.
Abstract: We proposed and tested a multilevel model, underpinned by empowerment theory, that examines the processes linking high-performance work systems (HPWS) and performance outcomes at the individual and organizational levels of analyses. Data were obtained from 37 branches of 2 banking institutions in Ghana. Results of hierarchical regression analysis revealed that branch-level HPWS relates to empowerment climate. Additionally, results of hierarchical linear modeling that examined the hypothesized cross-level relationships revealed 3 salient findings. First, experienced HPWS and empowerment climate partially mediate the influence of branch-level HPWS on psychological empowerment. Second, psychological empowerment partially mediates the influence of empowerment climate and experienced HPWS on service performance. Third, service orientation moderates the psychological empowerment-service performance relationship such that the relationship is stronger for those high rather than low in service orientation. Last, ordinary least squares regression results revealed that branch-level HPWS influences branch-level market performance through cross-level and individual-level influences on service performance that emerges at the branch level as aggregated service performance. © 2011 American Psychological Association.
TL;DR: The authors consider how multiple dimensions of affect relate to individual proactivity within a goal-regulatory framework that encompasses 4 elements: envisioning, planning, enacting, and reflecting.
Abstract: The authors consider how multiple dimensions of affect relate to individual proactivity. They conceptualized proactivity within a goal-regulatory framework that encompasses 4 elements: envisioning, planning, enacting, and reflecting. In a study of call center agents (N = 225), evidence supported the distinctiveness of the 4 elements of proactive goal regulation. Findings further indicated that high-activated positive mood was positively associated with all elements of proactive goal regulation, and low-activated negative mood was positively associated with envisioning proactivity. These findings were further supported in a longitudinal investigation of career-related proactivity amongst medical students (N = 250). The role of affective experience in proactivity is more nuanced than previously assumed.
TL;DR: Fundamental and empirical arguments why an assessment of applicants' procedural knowledge about interpersonal behavior via a video-based situational judgment test might be valid for academic and postacademic success criteria are provided.
Abstract: This study provides conceptual and empirical arguments why an assessment of applicants' procedural knowledge about interpersonal behavior via a video-based situational judgment test might be valid for academic and postacademic success criteria. Four cohorts of medical students (N = 723) were followed from admission to employment. Procedural knowledge about interpersonal behavior at the time of admission was valid for both internship performance (7 years later) and job performance (9 years later) and showed incremental validity over cognitive factors. Mediation analyses supported the conceptual link between procedural knowledge about interpersonal behavior, translating that knowledge into actual interpersonal behavior in internships, and showing that behavior on the job. Implications for theory and practice are discussed.
TL;DR: Theoretical and practical implications of the authors' findings in a workplace context that involves cross-cultural interpersonal interactions are discussed.
Abstract: Adopting a multilevel theoretical framework, the authors examined how motivational cultural intelli-gence influences individual cultural salesthe number of housing transactions occurring between peopleof different cultural origins. Data from 305 real estate agents employed at 26 real estate firms in theUnited States demonstrated that an individuals motivational cultural intelligence is positively related tohis or her cultural sales. This positive relationship is enhanced by the firms motivational culturalintelligence and diversity climate. The authors discuss the theoretical and practical implications of theirfindings in a workplace context that involves cross-cultural interpersonal interactions.Keywords: motivational cultural intelligence, diversity climate, cultural sales, multilevelGlobalization has many effects, but one of the most important is thedramatic increase in the opportunity and need to interact with peoplewho are culturally different from ourselves. (D. C. Thomas & Inkson,2009, Preface)Diversity is not a fad. Its not an idea of the month. Its central and itslinked very directly to the business strategy. That is the case in greattimes and in more challenging times. (Eric Foss, Chairman and CEOof the Pepsi Bottling Group, 2009, as cited in Holstein, 2009, p. B2).
TL;DR: A multi-level study with 176 employees working in 34 research and development teams of a multinational company in 4 countries found the link between creative self-efficacy and individual creativity was more positive with greater shared KWKW, and this interactive effect was pronounced for teams of high rather than low functional background diversity.
Abstract: We propose a cross-level perspective on the relation between creative self-efficacy and individual creativity in which team informational resources, comprising both shared “knowledge of who knows what” (KWKW) and functional background diversity, benefit the creativity of individuals more with higher creative self-efficacy. To test our hypotheses, we conducted a multi-level study with 176 employees working in 34 research and development teams of a multinational company in 4 countries. In support of our hypotheses, the link between creative self-efficacy and individual creativity was more positive with greater shared KWKW, and this interactive effect was pronounced for teams of high rather than low functional background diversity. We discuss implications for the study of creative self-efficacy in team contexts. (PsycINFO Database Record (c) 2012 APA, all rights reserved).
TL;DR: Using a trait activation framework, it is theorized that employees with higher overall EI and emotional perception ability exhibit higher teamwork effectiveness when working in job contexts characterized by high managerial work demands because such contexts contain salient emotion-based cues that activate employees' emotional capabilities.
Abstract: We advance understanding of the role of ability-based emotional intelligence (EI) and its subdimensions in the workplace by examining the mechanisms and context-based boundary conditions of the EI-performance relationship. Using a trait activation framework, we theorize that employees with higher overall EI and emotional perception ability exhibit higher teamwork effectiveness (and subsequent job performance) when working in job contexts characterized by high managerial work demands because such contexts contain salient emotion-based cues that activate employees' emotional capabilities. A sample of 212 professionals from various organizations and industries indicated support for the salutary effect of EI, above and beyond the influence of personality, cognitive ability, emotional labor job demands, job complexity, and demographic control variables. Theoretical and practical implications of the potential value of EI for workplace outcomes under contexts involving managerial complexity are discussed.
TL;DR: In this paper, the authors examined the relation of leader identity with leader behavior and perceived effectiveness and found that abusive behaviors were most frequent when a strong individual identity was paired with a weak collective identity.
Abstract: Drawing from identity-based theories of leadership, we examined relations of leader identity with leader behavior and perceived effectiveness. To do so, we employed multiwave methodology to examine the differential impact of leaders' chronic collective, relational, and individual identities on the frequency and consistency of their subsequent transformational, consideration, and abusive behaviors over a 3-week period. We also examined the relative importance of these leadership behaviors for predicting perceived leader effectiveness as rated by subordinates and peers. Results indicated that leaders' collective and individual identities were uniquely related to transformational and abusive behaviors, respectively. We also observed a significant collective by individual identity interaction, such that abusive behaviors were most frequent when a strong individual identity was paired with a weak collective identity. Frequency of transformational behaviors accounted for the largest proportion of variance in perceived leader effectiveness, followed by frequency of abusive behaviors and consistency of transformational behaviors. We discuss the implications of these findings for leadership theory and development.
TL;DR: In this article, the ego depletion model of self-regulation is used to examine how lost and low-quality sleep influence employee cyber-loafing behaviors and individual differences in conscientiousness moderate these effects.
Abstract: The Internet is a powerful tool that has changed the way people work. However, the ubiquity of the Internet has led to a new workplace threat to productivity-cyberloafing. Building on the ego depletion model of self-regulation, we examine how lost and low-quality sleep influence employee cyberloafing behaviors and how individual differences in conscientiousness moderate these effects. We also demonstrate that the shift to Daylight Saving Time (DST) results in a dramatic increase in cyberloafing behavior at the national level. We first tested the DST-cyberloafing relation through a national quasi-experiment, then directly tested the relation between sleep and cyberloafing in a closely controlled laboratory setting. We discuss the implications of our findings for theory, practice, and future research.
TL;DR: Viewing personnel selection as a network of adaptive relationships among job market actors enables an understanding of both classic and underexplored micro- and macro-level selection phenomena and their dynamic interactions.
Abstract: Personnel selection involves exchanges of information between job market actors (applicants and organizations). These actors do not have an incentive to exchange accurate information about their ability and commitment to the employment relationship unless it is to their advantage. This state of affairs explains numerous phenomena in personnel selection (e.g., faking). Signaling theory describes a mechanism by which parties with partly conflicting interests (and thus an incentive for deception) can nevertheless exchange accurate information. We apply signaling theory to personnel selection, distinguishing between adaptive relationships between applicants and organizations, among applicants, and among organizations. In each case, repeated adaptations and counteradaptations between actors can lead to situations of equilibrium or escalation (arms races). We show that viewing personnel selection as a network of adaptive relationships among job market actors enables an understanding of both classic and underexplored micro- and macro-level selection phenomena and their dynamic interactions.
TL;DR: It is proposed that an employee's bottom-line mentality may have an important effect on social undermining behavior in organizations and is predicted to be moderated by employee core self-evaluations and conscientiousness.
Abstract: We propose that an employee's bottom-line mentality may have an important effect on social undermining behavior in organizations. Bottom-line mentality is defined as 1-dimensional thinking that revolves around securing bottom-line outcomes to the neglect of competing priorities. Across a series of studies, we establish an initial nomological network for bottom-line mentality. We also develop and evaluate a 4-item measure of bottom-line mentality. In terms of our theoretical model, we draw on social-cognitive theory (Bandura, 1977, 1986) to propose that supervisor bottom-line mentality is positively related to employee bottom-line mentality (Hypothesis 1). On the basis of conceptual arguments pertaining to bottom-line mentality (Callahan, 2004; Wolfe, 1988), we hypothesize that employee bottom-line mentality is positively related to social undermining (Hypothesis 2). We further predict a moderated-mediation model whereby the indirect effect of supervisor bottom-line mentality on social undermining, through employee bottom-line mentality, is moderated by employee core self-evaluations and conscientiousness (Hypothesis 3). We collected multisource field data to test our theoretical model (i.e., focal-supervisor-coworker triads; N = 113). Results from moderated-mediation analyses provide general support for our hypotheses. Theoretical and practical implications of bottom-line mentality and social undermining are discussed, and areas for future research are identified.
TL;DR: The results suggest that the relationship between justice and effectiveness is significant when both constructs are construed at the collective level, and a number of factors moderate this relationship, including justice climate strength, the level of referent in the justice measure, the hierarchical level of the unit, and how criteria are classified.
Abstract: This article uses meta-analytic methods (k = 38) to examine the relationship between organizational justice climate and unit-level effectiveness. Overall, our results suggest that the relationship between justice and effectiveness is significant (ρ = .40) when both constructs are construed at the collective level. Our results also indicate that distributive justice climate was most strongly linked with unit-level performance (e.g., productivity, customer satisfaction), whereas interactional justice was most strongly related to unit-level processes (e.g., organizational citizenship behavior, cohesion). We also show that a number of factors moderate this relationship, including justice climate strength, the level of referent in the justice measure, the hierarchical level of the unit, and how criteria are classified. We elaborate on these findings and attempt to provide a clearer direction for future research in this area.
TL;DR: Results showed that perceived corporate social responsibility (CSR) was positively related to employees' affective commitment (AC), after controlling for individual job satisfaction and gender as well as for nation-level differences in unemployment rates.
Abstract: This study investigated the moderating effects of several Global Leadership and Organizational Behavior Effectiveness (GLOBE) cultural value dimensions on the relationship between employees' perceptions of their organization's social responsibility and their affective organizational commitment. Based on data from a sample of 1,084 employees from 17 countries, results showed that perceived corporate social responsibility (CSR) was positively related to employees' affective commitment (AC), after controlling for individual job satisfaction and gender as well as for nation-level differences in unemployment rates. In addition, several GLOBE value dimensions moderated the effects of CSR on AC. In particular, perceptions of CSR were more positively related to AC in cultures higher in humane orientation, institutional collectivism, ingroup collectivism, and future orientation and in cultures lower in power distance. Implications for future CSR research and cross-cultural human resources management are discussed.
TL;DR: A model designed to predict when voice will positively or negatively impact raters' evaluations of an employee's performance found that at least one of the variables from each category had an effect on performance evaluations for the voicer and that most of these effects were indirect, operating through one or more of the mediators.
Abstract: The article contained a production-related error. In Table 5, the four values in the rows for Study 1 Prosocial motives and Study 1 Constructive voice should have been shifted one column to the right, to the Direct and Total Performance evaluations columns. All versions of this article have been corrected.] Although employee voice behavior is expected to have important organizational benefits, research indicates that employees voicing their recommendations for organizational change may be evaluated either positively or negatively by observers. A review of the literature suggests that the perceived efficacy of voice behaviors may be a function of characteristics associated with the (a) source, (b) message, and (c) context of the voice event. In this study, we manipulated variables from each of these categories based on a model designed to predict when voice will positively or negatively impact raters' evaluations of an employee's performance. To test our model, we conducted 3 laboratory studies in which we manipulated 2 source factors (voicer expertise and trustworthiness), 2 message factors (recommending a solution and positively vs. negatively framing the message), and 2 context factors (timing of the voice event and organizational norms for speaking up vs. keeping quiet). We also examined the mediating effects of liking, prosocial motives, and perceptions that the voice behavior was constructive on the relationships between the source, message, and context factors and performance evaluations. Generally speaking, we found that at least one of the variables from each category had an effect on performance evaluations for the voicer and that most of these effects were indirect, operating through one or more of the mediators. Implications for theory and future research are discussed.