Showing papers in "Journal of Applied Psychology in 2013"
TL;DR: The results showed that justice-performance relationships were mediated by positive and negative affect, with the relevant affect dimension varying across justice and performance variables, and the merit in integrating the social exchange and affect lenses in future research is discussed.
Abstract: Although a flurry of meta-analyses summarized the justice literature at the turn of the millennium, interest in the topic has surged in the decade since. In particular, the past decade has witnessed the rise of social exchange theory as the dominant lens for examining reactions to justice, and the emergence of affect as a complementary lens for understanding such reactions. The purpose of this meta-analytic review was to test direct, mediating, and moderating hypotheses that were inspired by those 2 perspectives, to gauge their adequacy as theoretical guides for justice research. Drawing on a review of 493 independent samples, our findings revealed a number of insights that were not included in prior meta-analyses. With respect to social exchange theory, our results revealed that the significant relationships between justice and both task performance and citizenship behavior were mediated by indicators of social exchange quality (trust, organizational commitment, perceived organizational support, and leader‐member exchange), though such mediation was not apparent for counterproductive behavior. The strength of those relationships did not vary according to whether the focus of the justice matched the target of the performance behavior, contrary to popular assumptions in the literature, or according to whether justice was referenced to a specific event or a more general entity. With respect to affect, our results showed that justice‐performance relationships were mediated by positive and negative affect, with the relevant affect dimension varying across justice and performance variables. Our discussion of these findings focuses on the merit in integrating the social exchange and affect lenses in future research.
961 citations
TL;DR: The idea that mindfulness reduces emotional exhaustion and improves job satisfaction is investigated and it is suggested that these associations are mediated by the emotion regulation strategy of surface acting.
Abstract: Mindfulness describes a state of consciousness in which individuals attend to ongoing events and experiences in a receptive and non-judgmental way. The present research investigated the idea that mindfulness reduces emotional exhaustion and improves job satisfaction. The authors further suggest that these associations are mediated by the emotion regulation strategy of surface acting. Study 1 was a 5-day diary study with 219 employees and revealed that mindfulness negatively related to emotional exhaustion and positively related to job satisfaction at both the within- and the between-person levels. Both relationships were mediated by surface acting at both levels of analysis. Study 2 was an experimental field study, in which participants (N = 64) were randomly assigned to a self-training mindfulness intervention group or a control group. Results revealed that participants in the mindfulness intervention group experienced significantly less emotional exhaustion and more job satisfaction than participants in the control group. The causal effect of mindfulness self-training on emotional exhaustion was mediated by surface acting. Implications for using mindfulness and mindfulness training interventions in organizational research and practice are discussed in conclusion.
935 citations
TL;DR: A quantitative analysis of 2,524 pairs of coefficient alpha and composite reliability values derived from empirical investigations revealed that although the average composite reliability value exceeded the average corresponding coefficient alpha value, the difference was relatively inconsequential for practical applications such as meta-analysis.
Abstract: Cronbach's coefficient alpha is the most widely used estimator of the reliability of tests and scales. However, it has been criticized as being a lower bound and hence underestimating true reliability. A popular alternative to coefficient alpha is composite reliability, which is usually calculated in conjunction with structural equation modeling. A quantitative analysis of 2,524 pairs of coefficient alpha and composite reliability values derived from empirical investigations revealed that although the average composite reliability value (.86) exceeded the average corresponding coefficient alpha value (.84), the difference was relatively inconsequential for practical applications such as meta-analysis.
708 citations
TL;DR: In sample-level regressions, the strength of the turnover rates-organizational performance relationship significantly varies across different average levels of total and voluntary turnover rates, which suggests a potential curvilinear relationship.
Abstract: The authors conducted a meta-analysis of the relationship between turnover rates and organizational performance to (a) determine the magnitude of the relationship; (b) test organization-, context-, and methods-related moderators of the relationship; and (c) suggest future directions for the turnover literature on the basis of the findings. The results from 300 total correlations (N 309,245) and 110 independent correlations (N 120,066) show that the relationship between total turnover rates and organizational performance is significant and negative ( –.15). In addition, the relationship is more negative for voluntary ( –.15) and reduction-in-force turnover ( –.17) than for involuntary turnover ( –.01). Moreover, the meta-analytic correlation differs significantly across several organization- and context-related factors (e.g., types of employment system, dimensions of organizational performance, region, and entity size). Finally, in sample-level regressions, the strength of the turnover rates–organizational performance relationship significantly varies across different average levels of total and voluntary turnover rates, which suggests a potential curvilinear relationship. The authors outline the practical magnitude of the findings and discuss implications for future organizationallevel turnover research.
414 citations
TL;DR: A hierarchical framework in which each five-factor model (FFM) personality trait comprises 2 DeYoung, Quilty, and Peterson (2007) facets, which in turn comprise 6 Costa and McCrae (1992) NEO facets was developed and tested.
Abstract: Integrating 2 theoretical perspectives on predictor-criterion relationships, the present study developed and tested a hierarchical framework in which each five-factor model (FFM) personality trait comprises 2 DeYoung, Quilty, and Peterson (2007) facets, which in turn comprise 6 Costa and McCrae (1992) NEO facets. Both theoretical perspectives-the bandwidth-fidelity dilemma and construct correspondence-suggest that lower order traits would better predict facets of job performance (task performance and contextual performance). They differ, however, as to the relative merits of broad and narrow traits in predicting a broad criterion (overall job performance). We first meta-analyzed the relationship of the 30 NEO facets to overall job performance and its facets. Overall, 1,176 correlations from 410 independent samples (combined N = 406,029) were coded and meta-analyzed. We then formed the 10 DeYoung et al. facets from the NEO facets, and 5 broad traits from those facets. Overall, results provided support for the 6-2-1 framework in general and the importance of the NEO facets in particular.
343 citations
TL;DR: Findings suggest that employees partly attribute abusive supervision to negative valuation by the organization and, consequently, behave negatively toward and withhold positive contributions to it.
Abstract: Why do employees who experience abusive supervision retaliate against the organization? We apply organizational support theory to propose that employees hold the organization partly responsible for abusive supervision. Depending on the extent to which employees identify the supervisor with the organization (i.e., supervisor's organizational embodiment), we expected abusive supervision to be associated with low perceived organizational support (POS) and consequently with retribution against the organization. Across 3 samples, we found that abusive supervision was associated with decreased POS as moderated by supervisor's organizational embodiment. In turn, reduced POS was related to heightened counterproductive work behavior directed against the organization and lowered in-role and extra-role performance. These findings suggest that employees partly attribute abusive supervision to negative valuation by the organization and, consequently, behave negatively toward and withhold positive contributions to it.
307 citations
TL;DR: Support is found for service climate as a critical linkage between internal and external service parameters and differential effects of service-oriented versus general human resource practices and leadership on service climate, as well as disparate impacts of service climate contingent on types of service, measures of serviceClimate, and sources of rating.
Abstract: Service climate captures employees' consensual perceptions of organizations' emphasis on service quality. Although many studies have examined the foundation issues and outcomes of service climate, there is a lack of a comprehensive model explicating the antecedents, outcomes, and moderators of service climate. The current study fills this void in the literature. By conducting a meta-analysis of 58 independent samples (N = 9,363), we found support for service climate as a critical linkage between internal and external service parameters. In addition, we found differential effects of service-oriented versus general human resource practices and leadership on service climate, as well as disparate impacts of service climate contingent on types of service, measures of service climate, and sources of rating. Research and practical implications are discussed.
295 citations
TL;DR: In this paper, a meta-analysis examines relationships between work-family support policies, which are policies that provide support for dependent care responsibilities, and employee outcomes by developing a conceptual model detailing the psychological mechanisms through which policy availability and use relate to work attitudes.
Abstract: This meta-analysis examines relationships between work–family support policies, which are policies that provide support for dependent care responsibilities, and employee outcomes by developing a conceptual model detailing the psychological mechanisms through which policy availability and use relate to work attitudes. Bivariate results indicated that availability and use of work–family support policies had modest positive relationships with job satisfaction, affective commitment, and intentions to stay. Further, tests of differences in effect sizes showed that policy availability was more strongly related to job satisfaction, affective commitment, and intentions to stay than was policy use. Subsequent meta-analytic structural equation modeling results indicated that policy availability and use had modest effects on work attitudes, which were partially mediated by family-supportive organization perceptions and work-to-family conflict, respectively. Additionally, number of policies and sample characteristics (percent women, percent married-cohabiting, percent with dependents) moderated the effects of policy availability and use on outcomes. Implications of these findings and directions for future research on work–family support policies are discussed.
271 citations
TL;DR: Results generally support expected relationships across the 6 categories of collective turnover antecedents, with somewhat stronger and more consistent results for 2 categories: human resource management inducements/investments and job embeddedness signals.
Abstract: Given growing interest in collective turnover (i.e., employee turnover at unit and organizational levels), the authors propose an organizing framework for its antecedents and consequences and test it using meta-analysis. Based on analysis of 694 effect sizes drawn from 82 studies, results generally support expected relationships across the 6 categories of collective turnover antecedents, with somewhat stronger and more consistent results for 2 categories: human resource management inducements/investments and job embeddedness signals. Turnover was negatively related to numerous performance outcomes, more strongly so for proximal rather than distal outcomes. Several theoretically grounded moderators help to explain average effect-size heterogeneity for both antecedents and consequences of turnover. Relationships generally did not vary according to turnover type (e.g., total or voluntary), although the relative absence of collective-level involuntary turnover studies is noted and remains an important avenue for future research.
259 citations
TL;DR: Examination of call-center employees' daily surveys revealed that on days that a service employee received more customer mistreatment, he or she ruminated more at night about negative encounters with customers, which in turn led to higher (vs. lower) levels of negative mood experienced in the next morning.
Abstract: Drawing on cognitive rumination theories and conceptualizing customer service interaction as a goal attainment situation for service employees, the current study examined employee rumination about negative service encounters as an intermediate cognitive process that explains the within-person fluctuations in negative emotional reactions resulting from customer mistreatment. Multilevel analyses of 149 call-center employees' 1,189 daily surveys revealed that on days that a service employee received more (vs. less) customer mistreatment, he or she ruminated more (vs. less) at night about negative encounters with customers, which in turn led to higher (vs. lower) levels of negative mood experienced in the next morning. In addition, service rule commitment and perceived organizational support moderated the within-person effect of customer mistreatment on rumination, such that this effect was stronger among those who had higher (vs. lower) levels of service rule commitment but weaker among those who had higher (vs. lower) levels of perceived organizational support. Theoretical and practical implications of these findings are discussed.
248 citations
TL;DR: Analyses of multisource data from 428 members of 95 research and development teams across 33 Chinese firms indicated that team-level support for innovation climate captured motivational mechanisms that mediated between transformational leadership and team innovative performance, whereas members' motivational states mediated between proactive personality and individual innovative performance.
Abstract: Integrating theories of proactive motivation, team innovation climate, and motivation in teams, we developed and tested a multilevel model of motivators of innovative performance in teams. Analyses of multisource data from 428 members of 95 research and development (R&D) teams across 33 Chinese firms indicated that team-level support for innovation climate captured motivational mechanisms that mediated between transformational leadership and team innovative performance, whereas members' motivational states (role-breadth self-efficacy and intrinsic motivation) mediated between proactive personality and individual innovative performance. Furthermore, individual motivational states and team support for innovation climate uniquely promoted individual innovative performance, and, in turn, individual innovative performance linked team support for innovation climate to team innovative performance.
TL;DR: The results supported the possibility of a reciprocal relationship between work stressors and CWB and suggested that organizational constraints (but not experienced incivility) predicted subsequent CWB, andCWB predicted subsequent organizational constraints and experienced incvility.
Abstract: Previous research has clearly shown that work stressors are positively related to counterproductive work behavior (CWB). Most of these studies, however, used cross-sectional designs, which limits insight into the direction of effects. Nevertheless, it has been assumed that work stressors have a causal effect on CWB, but the role of CWB as an antecedent of work stressors has been neglected. The present study examined lagged reciprocal relationships between work stressors and CWB. We assumed that work stressors (organizational constraints and experienced incivility) are prospectively and positively related to CWB (interpersonal and organizational CWB) and that conversely CWB is prospectively and positively related to work stressors. We tested our hypotheses with a longitudinal study of 663 individuals who were assessed 5 times over an 8-month period. The results supported the possibility of a reciprocal relationship. Organizational constraints (but not experienced incivility) predicted subsequent CWB, and CWB predicted subsequent organizational constraints and experienced incivility. Because reciprocal effects point to a vicious cycle with detrimental effects of CWB to both actors and targets, the findings are not only of theoretical but also of practical importance.
TL;DR: It is suggested that employee FSOP is positively associated with employee commitment through both employee work-to-family experiences and partner attitudes, and partner commitment was positively and reciprocally related to employee affective commitment.
Abstract: The present study aims to explain the processes through which family-supportive organizational perceptions (FSOP) relate to employee affective commitment. We suggest multiple mechanisms through which this relationship transpires-(a) the focal employee's experience of work-to-family conflict and enrichment and (b) the attitudes of the employee's spouse/partner. Hypotheses are tested with data from 408 couples. Results suggest that employee FSOP is positively associated with employee commitment through both employee work-to-family experiences and partner attitudes. FSOP was positively related to employee work-to-family enrichment, which was positively associated with employee affective commitment. FSOP was negatively associated with employee work-to-family conflict, which related to a partner's more positive attitude toward the employee's work schedule and higher commitment to the employee's firm. Partner commitment was positively and reciprocally related to employee affective commitment. These relationships partially mediated the FSOP-employee affective commitment relationship and varied as a function of parental status and single- versus dual-earner couple status but not as a function of employee gender. Theoretical and practical implications are discussed.
TL;DR: A moderated mediation model demonstrates how work group structure can enhance or constrain these effects of interactional justice climate on supervisors' perceptions of the fairness of the interactional treatment they receive, and this relationship is stronger in work groups with more organic structures.
Abstract: Supervisors' perceptions of how fairly they are treated by their own supervisors can influence their subordinates' perceptions, attitudes, and behavior. We present a moderated mediation model that demonstrates how work group structure can enhance or constrain these effects. Results show supervisors' perceptions of the fairness of the interactional treatment they receive relate to their subordinates' perceptions of interactional justice climate, and this relationship is stronger in work groups with more organic structures. Furthermore, consistent with the moderated mediation prediction, interactional justice climate mediates the relationship between supervisors' perceptions of interactional justice and outcomes when work group structures are more organic. We discuss the implications of the findings for research on justice and trickle-down effects.
TL;DR: The current study theoretically reorganizes the literature on team conflict--distinguishing conflict states from conflict processes--and details the effects of each on team effectiveness, suggesting states and processes are distinct and important predictors of team performance and affective outcomes.
Abstract: Teams are formed to benefit from an expanded pool of expertise and experience, yet 2 aspects of the conflict stemming from those core differences will ultimately play a large role in determining team viability and productivity: conflict states and conflict processes. The current study theoretically reorganizes the literature on team conflict--distinguishing conflict states from conflict processes--and details the effects of each on team effectiveness. Findings from a meta-analytic cumulation of 45 independent studies (total number of teams = 3,218) suggest states and processes are distinct and important predictors of team performance and affective outcomes. Controlling for conflict states (i.e., task and relationship conflict), conflict processes explain an additional 13% of the variance in both team performance and team affective outcomes. Furthermore, findings reveal particular conflict processes that are beneficial and others detrimental to teams. The truth about team conflict: conflict processes, that is, how teams interact regarding their differences, are at least as important as conflict states, that is, the source and intensity of their perceived incompatibilities.
TL;DR: A model predicting early career employees' decisions to pursue graduate education found that early career individuals with intrinsic career goals, who engaged in career planning, who were less satisfied with their career, or who experienced impactful positive career shocks were more likely to intend to go to graduate school.
Abstract: Drawing on career self-management frameworks as well as image theory and the unfolding model of turnover, we developed a model predicting early career employees' decisions to pursue graduate education. Using a sample of 337 alumni from 2 universities, we found that early career individuals with intrinsic career goals, who engaged in career planning, who were less satisfied with their career, or who experienced impactful positive career shocks were more likely to intend to go to graduate school. In contrast, individuals with extrinsic career goals who were highly satisfied with their careers were less likely to intend to go to graduate school. Graduate education intentions, career planning, and the impact of having one's mentor leave the organization positively related to actual applications to graduate school. However, having extrinsic career goals, an impactful sooner than expected raise or promotion (a positive career shock), and a negative organizational change (a negative career shock) negatively related to the likelihood of applying. The career shocks' direct relationship to applications to graduate school, regardless of one's intentions, suggests that "the best laid plans" can sometimes be altered by unplanned events. This study contributes to the literatures on career self-management and graduate education and extends the application of the shock construct from the unfolding model of turnover to other career-related decisions.
TL;DR: There was consistent and substantial loss of validity when data were combined holistically-even by experts who are knowledgeable about the jobs and organizations in question-across multiple criteria in work and academic settings.
Abstract: In employee selection and academic admission decisions, holistic (clinical) data combination methods continue to be relied upon and preferred by practitioners in our field. This meta-analysis examined and compared the relative predictive power of mechanical methods versus holistic methods in predicting multiple work (advancement, supervisory ratings of performance, and training performance) and academic (grade point average) criteria. There was consistent and substantial loss of validity when data were combined holistically-even by experts who are knowledgeable about the jobs and organizations in question-across multiple criteria in work and academic settings. In predicting job performance, the difference between the validity of mechanical and holistic data combination methods translated into an improvement in prediction of more than 50%. Implications for evidence-based practice are discussed.
TL;DR: This work conceptualized a model of leader self-complexity that is inclusive of both the mind (the complexity of leaders' self-concepts) and the brain (the neuroscientific basis for complex leadership), and derived psychometric and neurologically based measures that demonstrated that both measures accounted for unique variance in external ratings of adaptive decision-making.
Abstract: Complex contexts and environments require leaders to be highly adaptive and to adjust their behavioral responses to meet diverse role demands. Such adaptability may be contingent upon leaders having requisite complexity to facilitate effectiveness across a range of roles. However, there exists little empirical understanding of the etiology or basis of leader complexity. To this end, we conceptualized a model of leader self-complexity that is inclusive of both the mind (the complexity of leaders' self-concepts) and the brain (the neuroscientific basis for complex leadership). We derived psychometric and neurologically based measures, the latter based on quantitative electroencephalogram (qEEG) profiles of leader self-complexity, and tested their separate effects on the adaptive decision-making of 103 military leaders. Results demonstrated that both measures accounted for unique variance in external ratings of adaptive decision-making. We discuss how these findings provide a deeper understanding of the latent and dynamic mechanisms that underpin leaders' self-complexity and their adaptability.
TL;DR: Team-level averages of both openness to experience and emotional stability function as moderators of the relationship between task conflict and team performance, indicating that teams composed of members who are open minded or emotionally stable are best able to leverage conflict to improve performance.
Abstract: Although prior work has proposed a number of conditions under which task conflict in teams may improve performance, composition variables have been left unexplored. Given the effects of personality traits on team processes and outcomes demonstrated in prior work, investigating whether specific personality compositions influence the effect of task conflict on team performance is critical to researchers' understanding of conflict in teams. Our results indicate that team-level averages of both openness to experience and emotional stability function as moderators of the relationship between task conflict and team performance. Specifically, task conflict had a positive impact on performance in teams with high levels of openness or emotional stability; in contrast, task conflict had a negative impact on performance in teams with low levels of openness or emotional stability. Thus, when task conflict emerges, teams composed of members who are open minded or emotionally stable are best able to leverage conflict to improve performance. Implications for theory and practice are discussed.
TL;DR: It is found that similarities (and differences) between leaders' and their teams' power distance values can have consequential effects on teams' justice climate and, ultimately, their effectiveness (viz., team performance and team organizational citizenship behavior).
Abstract: We examine the effect of (in)congruence between leaders' and teams' power distance values on team effectiveness. We hypothesize that the (in)congruence between these values would differentially predict team effectiveness, with procedural justice climate serving as a mediator. Using multisource data and polynomial regression, we found that similarities (and differences) between leaders' and their teams' power distance values can have consequential effects on teams' justice climate and, ultimately, their effectiveness (viz., team performance and team organizational citizenship behavior). We conclude that to fully understand the implications of power distance, one should consider the multiple perspectives of both leaders and team members.
TL;DR: Support is found for the postulation that this mediated relationship is strengthened when the target employee is perceived to be a weak exchange partner and is attenuated when he or she is viewed as a valuable exchange partner.
Abstract: We conducted 2 studies of coworker dyads to test a theoretical model exploring why and under what circumstances employees are the targets of workplace exclusion. Adopting a victim precipitation perspective, we integrate belongingness and social exchange theories to propose that employees who display workplace incivility are distrusted and therefore are targets of workplace exclusion. Highlighting the importance of the context of the perpetrator-target relationship, we also find support for the postulation that this mediated relationship is strengthened when the target employee is perceived to be a weak exchange partner and is attenuated when he or she is viewed as a valuable exchange partner. Theoretical and practical implications are discussed.
TL;DR: In this paper, the role of moral identity symbolization in motivating prosocial behaviors was examined and a 3-way interaction of symbolization, internalization, and recognition was proposed to predict prosocial behavior.
Abstract: This article examines the role of moral identity symbolization in motivating prosocial behaviors We propose a 3-way interaction of moral identity symbolization, internalization, and recognition to predict prosocial behavior When moral identity internalization is low, we hypothesize that high moral identity symbolization motivates recognized prosocial behavior due to the opportunity to present one's moral characteristics to others In contrast, when moral identity internalization is high, prosocial behavior is motivated irrespective of the level of symbolization and recognition Two studies provide support for this pattern examining volunteering of time Our results provide a framework for predicting prosocial behavior by combining the 2 dimensions of moral identity with the situational factor of recognition [ABSTRACT FROM AUTHOR]
TL;DR: It is demonstrated that duty and achievement orientations are, respectively, positively and negatively related to voice through their impact on voice role conceptualization or the extent to which employees consider voice as part of their personal responsibility at work.
Abstract: Using role theory as the overarching framework, we propose that employees' voice has contrasting relationships with the traits of duty orientation, or employees' dispositional sense of moral and ethical obligation at the workplace, and achievement orientation, or the extent of their ingrained personal ambition to get ahead professionally. Using data from 262 employees and their managers, we demonstrate that duty and achievement orientations are, respectively, positively and negatively related to voice through their impact on voice role conceptualization or the extent to which employees consider voice as part of their personal responsibility at work. Further, we delineate how employees' beliefs about their efficacy to engage in voice and judgments about psychological safety in the organization can moderate these relationships. We discuss the implications of these findings for theory and practice.
TL;DR: It is suggested that abusive supervision may undermine moral agency and that being personally abused is not required for abusive supervision to negatively influence ethical outcomes.
Abstract: We develop and test a model based on social cognitive theory (Bandura, 1991) that links abusive supervision to followers' ethical intentions and behaviors. Results from a sample of 2,572 military members show that abusive supervision was negatively related to followers' moral courage and their identification with the organization's core values. In addition, work unit contexts with varying degrees of abusive supervision, reflected by the average level of abusive supervision reported by unit members, moderated relationships between the level of abusive supervision personally experienced by individuals and both their moral courage and their identification with organizational values. Moral courage and identification with organizational values accounted for the relationship between abusive supervision and followers' ethical intentions and unethical behaviors. These findings suggest that abusive supervision may undermine moral agency and that being personally abused is not required for abusive supervision to negatively influence ethical outcomes.
TL;DR: It is found that the results from two studies indicated that the interaction of workplace success and avoidance motivation orientation mediated relations of CSE with job satisfaction.
Abstract: Integrating implications from regulatory focus and approach/avoidance motivation theories, we present a framework wherein motivational orientations toward positive (approach motivation orientation) or negative (avoidance motivation orientation) stimuli interact with workplace success to mediate the relation of core self-evaluation (CSE) with job satisfaction. Using data collected from supervisor-subordinate dyads (Sample 1) and time-lagged data (Sample 2), we found that the results from two studies indicated that the interaction of workplace success and avoidance motivation orientation mediated relations of CSE with job satisfaction. Although approach motivation orientation did not interact with workplace success, it did mediate the CSE-job satisfaction relation on its own. Implications for the CSE and approach/avoidance literatures are discussed.
TL;DR: This research integrates resource allocation and social exchange perspectives to build and test theory focusing on the moderating role of time management skill in the nonmonotonic relationship between organizational citizenship behavior (OCB) and task performance.
Abstract: In this research we integrate resource allocation and social exchange perspectives to build and test theory focusing on the moderating role of time management skill in the nonmonotonic relationship between organizational citizenship behavior (OCB) and task performance. Results from matching survey data collected from 212 employees and 41 supervisors and from task performance metrics collected several months later indicate that the curvilinear association between OCB and task performance is significantly moderated by employees' time management skill. Implications for theory and practice are discussed.
TL;DR: The dynamic panel data analyses provide support for changes in employees' experience of an HR system being related to subsequent changes in customer satisfaction, as mediated by changes in job satisfaction, albeit these effects decrease over time.
Abstract: Given the limited understanding of temporal issues in extant theorizing about the link between human resource management (HRM) and performance, in this study we aim to shed light on how, when, and why HR interventions affect organizational performance. On the basis of longitudinal, multi-informant and multisource data from public hospital services in England, we provide new insights into the complex interplay between employees' perceptions of HR systems, job satisfaction, and performance outcomes over time. The dynamic panel data analyses provide support for changes in employees' experience of an HR system being related to subsequent changes in customer satisfaction, as mediated by changes in job satisfaction, albeit these effects decrease over time. Moreover, our longitudinal analyses highlight the importance of feedback effects in the HRM-performance chain, which otherwise appears to evolve in a cyclical manner.
TL;DR: Contempt is a crucial mediator that transmits the interactive effect of LMX (dis)similarity and SCO on perceptions of help received from coworkers and an average level of perceived help from coworkers is positively related to the sales performance of individual employees.
Abstract: According to balance theory (Heider, 1958), when 2 coworkers develop different levels of leader-member exchange (LMX) relationships with their supervisor, a triadic relational imbalance will arise among the 3 parties that may result in hostile sentiments and poor social interactions between them. This study examines the consequences and psychological processes of (dis)similar levels of LMX on the interpersonal interactions between coworkers. Using data from 2 independent studies, the results of social relations analyses show that (a) actual (dis)similarity in LMX between Coworkers A and B increases Coworker A's feelings of contempt for Coworker B and decreases Coworker A's perception of help received from Coworker B (Study 1); (b) Coworker A is more likely to experience contempt for Coworker B when Coworker A perceives that he/she has a higher or lower level of LMX compared to Coworker B than when Coworker A perceives that his/her level of LMX is similar to Coworker B's (Study 2); and (c) these relationships only hold true for employees with a high social comparison orientation (SCO) in both Studies 1 and 2. Particularly, in Study 1, we also show that contempt is a crucial mediator that transmits the interactive effect of LMX (dis)similarity and SCO on perceptions of help received from coworkers. Furthermore, an average level of perceived help from coworkers is positively related to the sales performance of individual employees.
TL;DR: Li et al. as discussed by the authors examined the mediating roles of social exchange and self-enhancement and the moderating role of individualism in the relationships between i-deals and employee outcomes, as indicated by proactive behaviors and affective commitment.
Abstract: The majority of studies on idiosyncratic employment arrangements ("i-deals") are based on social exchange theory. The authors suggest that self-enhancement theory, in addition to social exchange, can be used to explain the effects of i-deals. Using a multisource sample including 230 employees and 102 supervisors from 2 Chinese companies, the authors adopt a 3-wave lagged design to examine the mediating roles of social exchange and self-enhancement and the moderating role of individualism in the relationships between i-deals and employee outcomes, as indicated by proactive behaviors and affective commitment. The results of bootstrapping analyses confirm the mediating effects of social exchange and self-enhancement. In addition, employees with high levels of individualism are more receptive to self-enhancement effects; in contrast, employees with low levels of individualism are more receptive to social exchange effects. [ABSTRACT FROM AUTHOR]
TL;DR: How the current research makes novel theoretical contributions and some practical organizational implications for understanding and improving the experiences of pregnant workers are discussed are discussed.
Abstract: The current research targets 4 potential stereotypes driving hostile attitudes and discriminatory behaviors toward pregnant women: incompetence, lack of commitment, inflexibility, and need for accommodation. We tested the relative efficacy of reducing concerns related to each of the stereotypes in a field experiment in which female confederates who sometimes wore pregnancy prostheses applied for jobs in a retail setting. As expected, ratings from 3 perspectives (applicants, observers, and independent coders) converged to show that pregnant applicants received more interpersonal hostility than did nonpregnant applicants. However, when hiring managers received (vs. did not receive) counterstereotypic information about certain pregnancy-related stereotypes (particularly lack of commitment and inflexibility), managers displayed significantly less interpersonal discrimination. Explicit comparisons of counterstereotypic information shed light on the fact that certain information may be more effective in reducing discrimination than others. We conclude by discussing how the current research makes novel theoretical contributions and describe some practical organizational implications for understanding and improving the experiences of pregnant workers.