Showing papers in "Journal of Applied Psychology in 2014"
TL;DR: This study meta-analytically cumulated 42 independent samples of shared leadership and examined its relationship to team effectiveness, revealing an overall positive relationship and providing directions for future research to move forward in the study of plural forms of leadership.
Abstract: A growing number of studies have examined the "sharedness" of leadership processes in teams (i.e., shared leadership, collective leadership, and distributed leadership). We meta-analytically cumulated 42 independent samples of shared leadership and examined its relationship to team effectiveness. Our findings reveal an overall positive relationship (ρ = .34). But perhaps more important, what is actually shared among members appears to matter with regard to team effectiveness. That is, shared traditional forms of leadership (e.g., initiating structure and consideration) show a lower relationship (ρ = .18) than either shared new-genre leadership (e.g., charismatic and transformational leadership; ρ = .34) or cumulative, overall shared leadership (ρ = .35). In addition, shared leadership tends to be more strongly related to team attitudinal outcomes and behavioral processes and emergent team states, compared with team performance. Moreover, the effects of shared leadership are stronger when the work of team members is more complex. Our findings further suggest that the referent used in measuring shared leadership does not influence its relationship with team effectiveness and that compared with vertical leadership, shared leadership shows unique effects in relation to team performance. In total, our study not only cumulates extant research on shared leadership but also provides directions for future research to move forward in the study of plural forms of leadership.
475 citations
TL;DR: Using a field sample of 101 virtual teams, this research empirically evaluates the impact of traditional hierarchical leadership, structural supports, and shared team leadership on team performance.
Abstract: Using a field sample of 101 virtual teams, this research empirically evaluates the impact of traditional hierarchical leadership, structural supports, and shared team leadership on team performance. Building on Bell and Kozlowski's (2002) work, we expected structural supports and shared team leadership to be more, and hierarchical leadership to be less, strongly related to team performance when teams were more virtual in nature. As predicted, results from moderation analyses indicated that the extent to which teams were more virtual attenuated relations between hierarchical leadership and team performance but strengthened relations for structural supports and team performance. However, shared team leadership was significantly related to team performance regardless of the degree of virtuality. Results are discussed in terms of needed research extensions for understanding leadership processes in virtual teams and practical implications for leading virtual teams.
458 citations
TL;DR: The findings help to extend role congruity theory by demonstrating how it can be supplemented based on other theories in the literature, as well as how the theory can be applied to both female and male leaders.
Abstract: Despite evidence that men are typically perceived as more appropriate and effective than women in leadership positions, a recent debate has emerged in the popular press and academic literature over the potential existence of a female leadership advantage. This meta-analysis addresses this debate by quantitatively summarizing gender differences in perceptions of leadership effectiveness across 99 independent samples from 95 studies. Results show that when all leadership contexts are considered, men and women do not differ in perceived leadership effectiveness. Yet, when other-ratings only are examined, women are rated as significantly more effective than men. In contrast, when self-ratings only are examined, men rate themselves as significantly more effective than women rate themselves. Additionally, this synthesis examines the influence of contextual moderators developed from role congruity theory (Eagly & Karau, 2002). Our findings help to extend role congruity theory by demonstrating how it can be supplemented based on other theories in the literature, as well as how the theory can be applied to both female and male leaders. (PsycINFO Database Record (c) 2014 APA, all rights reserved).
442 citations
TL;DR: An expanded view of voice is created; one that extends beyond voice as a positively intended challenge to the status quo to include voice that supports how things are being done in organizations as well as voice that may not be well intentioned.
Abstract: Scholarly interest in employee voice behavior has increased dramatically over the past 15 years. Although this research has produced valuable knowledge, it has focused almost exclusively on voice as a positively intended challenge to the status quo, even though some scholars have argued that it need not challenge the status quo or be well intentioned. Thus, in this paper, we create an expanded view of voice; one that extends beyond voice as a positively intended challenge to the status quo to include voice that supports how things are being done in organizations as well as voice that may not be well intentioned. We construct a framework based on this expanded view that identifies 4 different types of voice behavior (supportive, constructive, defensive, and destructive). We then develop and validate survey measures for each of these. Evidence from 5 studies across 4 samples provides strong support for our new measures in that (a) a 4-factor confirmatory factor analysis model fit the data significantly better than 1-, 2-, or 3-factor models; (b) the voice measures converged with and yet remained distinct from conceptually related comparison constructs; (c) personality predictors exhibited unique patterns of relationships with the different types of voice; (d) variations in actual voice behaviors had a direct causal impact on responses to the survey items; and (e) each type of voice significantly impacted important outcomes for voicing employees (e.g., likelihood of relying on a voicing employee's opinions and evaluations of a voicing employee's overall performance). Implications of our findings are discussed.
342 citations
TL;DR: The theory and findings presented in this article have implications for the way staffing and training may be used strategically to weather economic uncertainty (recession effects) and have important practical implications by demonstrating that firms that more effectively staff and train will outperform competitors throughout all pre- and postrecessionary periods.
Abstract: This study integrates research from strategy, economics, and applied psychology to examine how organizations may leverage their human resources to enhance firm performance and competitive advantage. Staffing and training are key human resource management practices used to achieve firm performance through acquiring and developing human capital resources. However, little research has examined whether and why staffing and training influence firm-level financial performance (profit) growth under different environmental (economic) conditions. Using 359 firms with over 12 years of longitudinal firm-level profit data, we suggest that selective staffing and internal training directly and interactively influence firm profit growth through their effects on firm labor productivity, implying that staffing and training contribute to the generation of slack resources that help buffer and then recover from the effects of the Great Recession. Further, internal training that creates specific human capital resources is more beneficial for prerecession profitability, but staffing is more beneficial for postrecession recovery, apparently because staffing creates generic human capital resources that enable firm flexibility and adaptation. Thus, the theory and findings presented in this article have implications for the way staffing and training may be used strategically to weather economic uncertainty (recession effects). They also have important practical implications by demonstrating that firms that more effectively staff and train will outperform competitors throughout all pre- and postrecessionary periods, even after controlling for prior profitability.
227 citations
TL;DR: This study uses 3-level, 2-wave time-lagged data from a random sample of 55 high-technology firms, 238 teams, and 1-059 individuals in China to investigate a multilevel combinational model of employee creativity.
Abstract: In this article, some information about the data used in the article and a citation were not included. The details of the corrections are provided.] This study uses 3-level, 2-wave time-lagged data from a random sample of 55 high-technology firms, 238 teams, and 1,059 individuals in China to investigate a multilevel combinational model of employee creativity. First, we hypothesize that firm (macrolevel) high-commitment work systems are conducive to individual (microlevel) creativity. Furthermore, we hypothesize that this positive crosslevel main impact may be combined with middle-level (mesolevel) factors, including team cohesion and team task complexity, such that the positive impact of firm high-commitment work systems on individual creativity is stronger when team cohesion is high and the team task more complex. The findings from random coefficient modeling analyses provide support for our hypotheses. These sets of results offer novel insight into how firms can use macrolevel and mesolevel contextual variables in a systematic manner to promote employee creativity in the workplace, despite its complex nature.
211 citations
TL;DR: Results regarding day-level relationships confirmed that mindfulness experienced during work was related to subsequent sleep quality, and this relationship was mediated by psychological detachment from work in the evening, and the idea that psychological detachment trajectories increase over the work week for individuals low on mindfulness while there was no systematic mean-level change for individuals high on mindfulness was supported.
Abstract: In this research, we examined the role of mindfulness for recovery from work using a daily diary design (N = 121; 5 days; 3 measurement occasions per day). The first goal of the study was to investigate the relationship of mindfulness with sleep quality and the mediating role of psychological detachment from a day-level perspective. A second goal was to extend the process perspective in recovery research beyond the day level and consider systematic change trajectories in recovery variables over the course of the work week and the role of mindfulness in these trajectories. Results regarding day-level relationships confirmed that mindfulness experienced during work was related to subsequent sleep quality, and this relationship was mediated by psychological detachment from work in the evening. Furthermore, an investigation of the role of mindfulness in recovery change trajectories supported the idea that psychological detachment trajectories increase over the work week for individuals low on mindfulness while there was no systematic mean-level change for individuals high on mindfulness. In contrast, sleep quality followed a linear increase from Monday to Friday for all individuals, irrespective of their levels of trait mindfulness. Practical and theoretical implications for the mindfulness and the recovery literature are discussed in conclusion.
210 citations
TL;DR: A randomized field study designed to improve safety climate and resultant safety performance by modifying daily messages in supervisor-member communications is presented, and theoretical and practical implications for climate improvement and organizational discourse research are discussed.
Abstract: The article presents a randomized field study designed to improve safety climate and resultant safety performance by modifying daily messages in supervisor�member communications. Supervisors in the experimental group received 2 individualized feedback sessions regarding the extent to which they integrated safety and productivity-related issues in daily verbal exchanges with their members; those in the control group received no feedback. Feedback data originated from 7�9 workers for each supervisor, reporting about received supervisory messages during the most recent verbal exchange. Questionnaire data collected 8 weeks before and after the 12-week intervention phase revealed significant changes for safety climate, safety behavior, subjective workload, teamwork, and (independently measured) safety audit scores for the experimental group. Data for the control group (except for safety behavior) remained unchanged. These results are explained by corresponding changes (or lack thereof in the control group) in perceived discourse messages during the 6-week period between the 1st and 2nd feedback sessions. Theoretical and practical implications for climate improvement and organizational discourse research are discussed. (PsycINFO Database Record (c) 2014 APA, all rights reserved)
193 citations
TL;DR: It is demonstrated that emotional stability and ambition are both related to overall adaptive performance, and analysis of predictor importance suggests that ambition is the most important predictor for proactive forms of adaptive performance in managers as compared to employees.
Abstract: We examined emotional stability, ambition (an aspect of extraversion), and openness as predictors of adaptive performance at work, based on the evolutionary relevance of these traits to human adaptation to novel environments. A meta-analysis on 71 independent samples (N 7,535) demonstrated that emotional stability and ambition are both related to overall adaptive performance. Openness, however, does not contribute to the prediction of adaptive performance. Analysis of predictor importance suggests that ambition is the most important predictor for proactive forms of adaptive performance, whereas emotional stability is the most important predictor for reactive forms of adaptive performance. Job level (managers vs. employees) moderates the effects of personality traits: Ambition and emotional stability exert stronger effects on adaptive performance for managers as compared to employees.
191 citations
TL;DR: Latent change score analyses based on longitudinal data collected in 3 waves across 3 years show that job demands and job control have positive lagged effects on increases in proactive personality.
Abstract: Previous proactivity research has predominantly assumed that proactive personality generates positive environmental changes in the workplace. Grounded in recent research on personality development from a broad interactionist theoretical approach, the present article investigates whether work characteristics, including job demands, job control, social support from supervisors and coworkers, and organizational constraints, change proactive personality over time and, more important, reciprocal relationships between proactive personality and work characteristics. Latent change score analyses based on longitudinal data collected in 3 waves across 3 years show that job demands and job control have positive lagged effects on increases in proactive personality. In addition, proactive personality exerts beneficial lagged effects on increases in job demands, job control, and supervisory support, and on decreases in organizational constraints. Dynamic reciprocal relationships are observed between proactive personality with job demands and job control. The revealed corresponsive change relationships between proactive personality and work characteristics contribute to the proactive personality literature by illuminating more nuanced interplays between the agentic person and work characteristics, and also have important practical implications for organizations and employees.
184 citations
TL;DR: Results revealed that personality at work exhibited both stability and variation within individuals, and correlations of neuroticism with standard deviations in the daily personality variables suggest that, although work experiences influence state personality, people higher in neuroticism exhibit higher levels of intraindividual variation in personality than do those who are more emotionally stable.
Abstract: Historically, organizational and personality psychologists have ignored within-individual variation in personality across situations or have treated it as measurement error. However, we conducted a 10-day experience sampling study consistent with whole trait theory (Fleeson, 2012), which conceptualizes personality as a system of stable tendencies and patterns of intraindividual variation along the dimensions of the Big Five personality traits (Costa & McCrae, 1992). The study examined whether (a) internal events (i.e., motivation), performance episodes, and interpersonal experiences at work predict deviations from central tendencies in trait-relevant behavior, affect, and cognition (i.e., state personality), and (b) there are individual differences in responsiveness to work experiences. Results revealed that personality at work exhibited both stability and variation within individuals. Trait measures predicted average levels of trait manifestation in daily behavior at work, whereas daily work experiences (i.e., organizational citizenship, interpersonal conflict, and motivation) predicted deviations from baseline tendencies. Additionally, correlations of neuroticism with standard deviations in the daily personality variables suggest that, although work experiences influence state personality, people higher in neuroticism exhibit higher levels of intraindividual variation in personality than do those who are more emotionally stable.
TL;DR: This article uses an experience-sampling method in a sample of managerial employees to examine the relations of performing procedural justice and interpersonal justice behaviors with subsequent changes in actors' regulatory resources, and indicates that procedural justice behaviors are draining, whereas interpersonalJustice behaviors are replenishing for actors.
Abstract: The justice literature has paid considerable attention to the beneficial effects of fair behaviors for recipients of such behaviors. It is possible, however, that exhibiting fair behaviors may come at a cost for actors. In this article, we integrate ego depletion theory with organizational justice research in order to examine the consequences of justice behaviors for actors. We used an experience-sampling method in a sample of managerial employees to examine the relations of performing procedural justice and interpersonal justice behaviors with subsequent changes in actors’ regulatory resources. Our results indicate that procedural justice behaviors are draining, whereas interpersonal justice behaviors are replenishing for actors. Depletion, in turn, adversely affected the performance of citizenship behavior, and depletion mediated relations of justice behavior with citizenship. Furthermore, 2 traits that impact self-regulatory skills—extraversion and neuroticism—moderated the replenishing effects of engaging in interpersonal justice behaviors. We conclude by discussing implications and avenues for future research.
TL;DR: Results support the validity of this new approach to assessing commitment, laying the foundation for future research to address critiques of the commitment construct; better examine the multiple commitments individuals simultaneously hold; and bring consistency, synergy, and integration to commitment scholarship across workplace targets.
Abstract: This study presents a new approach to assessing commitment reflecting the Klein, Molloy, and Brinsfield (2012) reconceptualization. Klein et al. recast the construct to address issues hindering commitment scholarship, but their claims cannot be tested with existing measures. This paper presents a 4-item measure consistent with the Klein et al. conceptual definition, a measure intended to be unidimensional and applicable across all workplace targets. Our purpose is to present the development of and provide initial validity evidence for this new commitment measure and to compare it to existing alternative measures. Hypotheses around these objectives were tested with data gathered across 5 samples yielding 2,487 participants representing a wide range of jobs, organizations, and industries. Each sample examined a unique set of variables and targets that together provide a comprehensive test of this new measure relative to 8 different targets, several constructs within the nomological network, and 4 prior commitment measures. Results support our hypotheses regarding (a) the measure's properties and structure, (b) convergence and divergence with prior measures of commitment and other constructs in the nomological network, and (c) advantages over prior measures. These findings support the validity of this new approach to assessing commitment, laying the foundation for future research to address critiques of the commitment construct; better examine the multiple commitments individuals simultaneously hold; and bring consistency, synergy, and integration to commitment scholarship across workplace targets. The conceptual, methodological, and practical benefits of the measure are discussed, along with study limitations and future research opportunities.
TL;DR: It is proposed that, over time, the expansion of shared leadership within groups is related to growth in group trust and this contributes to the emergence of trust and a positive performance trend over time.
Abstract: In this study, we examined how the dynamics of shared leadership are related to group performance. We propose that, over time, the expansion of shared leadership within groups is related to growth in group trust. In turn, growth in group trust is related to performance improvement. Longitudinal data from 142 groups engaged in a strategic simulation game over a 4-month period provide support for positive changes in trust mediating the relationship between positive changes in shared leadership and positive changes in performance. Our findings contribute to the literature on shared leadership and group dynamics by demonstrating how the growth in shared leadership contributes to the emergence of trust and a positive performance trend over time.
TL;DR: Some of the most frequently utilized indicators of social exchange relationships--perceived support and exchange quality--were significantly less content valid than rarely used options like affect-based trust.
Abstract: Although social exchange theory has become one of the most oft-evoked theories in industrial and organizational psychology, there remains no consensus about how to measure its key mechanism: social exchange relationships (Blau, 1964). Drawing on Cropanzano and Byme's (2000) review of contemporary social exchange theorizing, we examined the content validity of perceived support, exchange quality, affective commitment, trust, and psychological contract fulfillment as indicators of social exchange relationships. We used Hinkin and Tracey's (1999) quantitative approach to content validation, which asks participants to rate the correspondence between scale items and definitions of intended (and unintended) constructs. Our results revealed that some of the most frequently utilized indicators of social exchange relationships--perceived support and exchange quality--were significantly less content valid than rarely used options like affect-based trust. Our results also revealed that 2 direct measures--Bernerth, Armenakis, Feild, Giles, and Walker's (2007) scale and a scale created for this study--were content valid. We discuss the implications of these results for future applications of social exchange theory.
TL;DR: Using a mixed-method multilevel field study of customer service interactions, it is shown that individual customer incivility encounters trigger employee incivilities as a function of the employee's overall accumulated impression of the (in)civility in his or her customer interactions, such that the effects are more pronounced among employees who generally perceive their customer interactions to be more versus less civil.
Abstract: Incivility between customers and employees is common in many service organizations. These encounters can have negative outcomes for employees, customers, and the organization. To date, researchers have tended to study incivility as an aggregated and accumulated phenomenon (entity perspective). In the present study, we examined incivility as it occurs during a specific service encounter (event perspective) alongside the entity perspective. Using a mixed-method multilevel field study of customer service interactions, we show that individual customer incivility encounters (i.e., events) trigger employee incivility as a function of the employee's overall accumulated impression of the (in)civility in his or her customer interactions, such that the effects are more pronounced among employees who generally perceive their customer interactions to be more versus less civil. We also find that these interactive effects occur only among employees who are lower (vs. higher) in negative affectivity. Our results show that, in order to expand the understanding of customer incivility, it is important to study the incivility encounter, the social context in which negative customer interactions occur, and individual differences.
TL;DR: The effects of abusive supervision on organizational deviance were moderated by subordinate self-control capacity and intention to quit such that the effects were only significant when subordinates had low self- control capacity and high intention to Quit.
Abstract: Drawing on various theoretical perspectives, extant research has primarily treated subordinate organizational deviance as a consequence of abusive supervision. Yet, social interaction theories of aggression and victimization perspectives provide support for the opposite ordering, suggesting that subordinate organizational deviance may be an antecedent of abusive supervision. By using a cross-lagged panel design, we empirically test the potentially reciprocal relation between abusive supervision and subordinate organizational deviance. In Study 1, we measured both abusive supervision and organizational deviance at 2 separate times with a 20-month lag between measurement occasions and found evidence that subordinate organizational deviance leads to abusive supervision, but not vice versa. In Study 2, with a shorter time lag (i.e., 6 months), the reciprocal effects of abusive supervision and organizational deviance were supported. Furthermore, we found that the effects of abusive supervision on organizational deviance were moderated by subordinate self-control capacity and intention to quit such that the effects were only significant when subordinates had low self-control capacity and high intention to quit. Theoretical and practical implications are discussed.
TL;DR: Findings underscore the importance of studying team interactions for understanding the role of humor in organizations and considering team-level boundary conditions over time.
Abstract: Research on humor in organizations has rarely considered the social context in which humor occurs. One such social setting that most of us experience on a daily basis concerns the team context. Building on recent theorizing about the humor-performance link in teams, this study seeks to increase our understanding of the function and effects of humor in team interaction settings. We examined behavioral patterns of humor and laughter in real teams by videotaping and coding humor and laughter during 54 regular organizational team meetings. Performance ratings were obtained immediately following the team meetings as well as at a later time point from the teams' supervisors. At the behavioral unit level within the team interaction process, lag sequential analysis identified humor and laughter patterns occurring above chance (e.g., a joke followed by laughter, followed by another joke). Moreover, humor patterns triggered positive socioemotional communication, procedural structure, and new solutions. At the team level, humor patterns (but not humor or laughter alone) positively related to team performance, both immediately and 2 years later. Team-level job insecurity climate was identified as a boundary condition: In low job insecurity climate conditions, humor patterns were positively related to performance, whereas in high job insecurity climate conditions, humor patterns did not relate to team performance. The role of job insecurity as a boundary condition persisted at both time points. These findings underscore the importance of studying team interactions for understanding the role of humor in organizations and considering team-level boundary conditions over time. (PsycINFO Database Record (c) 2014 APA, all rights reserved).
TL;DR: Counter to traditional work-family predictions but consistent with adaptation theories, after accounting for concurrent levels of work- family conflict as well as past levels of subjective well-being, past exposure to work- Family conflict was associated with higher levels of objective well- being over time.
Abstract: In the present study, we examine competing predictions of stress reaction models and adaptation theories regarding the longitudinal relationship between work�family conflict and subjective well-being. Based on data from 432 participants over 3 time points with 2 lags of varying lengths (i.e., 1 month, 6 months), our findings suggest that in the short term, consistent with prior theory and research, work�family conflict is associated with poorer subjective well-being. Counter to traditional work�family predictions but consistent with adaptation theories, after accounting for concurrent levels of work�family conflict as well as past levels of subjective well-being, past exposure to work�family conflict was associated with higher levels of subjective well-being over time. Moreover, evidence was found for reverse causation in that greater subjective well-being at 1 point in time was associated with reduced work�family conflict at a subsequent point in time. Finally, the pattern of results did not vary as a function of using different temporal lags. We discuss the theoretical, research, and practical implications of our findings. (PsycINFO Database Record (c) 2014 APA, all rights reserved)
TL;DR: It is concluded that abusive supervision in team settings holds toxic consequences for the team and individual, and practical implications as well as suggestions for future research on abusive supervision as a multilevel phenomenon are offered.
Abstract: We conceptualize a multilevel framework that examines the manifestation of abusive supervision in team settings and its implications for the team and individual members. Drawing on Hackman's (1992) typology of ambient and discretionary team stimuli, our model features team-level abusive supervision (the average level of abuse reported by team members) and individual-level abusive supervision as simultaneous and interacting forces. We further draw on team-relevant theories of social influence to delineate two proximal outcomes of abuse-members' organization-based self-esteem (OBSE) at the individual level and relationship conflict at the team level-that channel the independent and interactive effects of individual- and team-level abuse onto team members' voice, team-role performance, and turnover intentions. RESULTS from a field study and a scenario study provided support for these multilevel pathways. We conclude that abusive supervision in team settings holds toxic consequences for the team and individual, and offer practical implications as well as suggestions for future research on abusive supervision as a multilevel phenomenon. (PsycINFO Database Record (c) 2014 APA, all rights reserved). Language: en
TL;DR: An integrative model of the victimization of high-performing employees is developed and tested and supports the proposition that high performers are more likely to be targets of victimization because of fellow group members' envy.
Abstract: Drawing from victim precipitation, social comparison, and identity theories, this study develops and tests an integrative model of the victimization of high-performing employees. We examine envy as an explanatory mechanism of the victimization of high performers from fellow group members and propose work group identification as a moderator of this envy mechanism. Study 1, in a sample of 4,874 university staff employees in 339 work groups, supports the proposition that high performers are more likely to be targets of victimization. In Study 2, multisource data collected at 2 time points (217 employees in 67 work groups in 3 organizations), supports the proposition that high performers are more likely to be targets of victimization because of fellow group members' envy, and work group identification mitigates the mediated relationship.
TL;DR: It is proposed that supervisors' hostile organizational climate perceptions act as distal environmental stressors that are partially transmitted through supervisors' abusive actions and that conscientiousness moderates the proposed effects.
Abstract: The current study draws on the transactional theory of stress to propose that employees cope with hostile work environments by engaging in emotion-based coping in the forms of organization-directed deviance and psychological withdrawal. Specifically, we propose that supervisors' hostile organizational climate perceptions act as distal environmental stressors that are partially transmitted through supervisors' abusive actions and that conscientiousness moderates the proposed effects. First, we hypothesize that supervisor conscientiousness has a buffering effect by decreasing the likelihood of abusive supervision. Second, we hypothesize that highly conscientious employees cope differently from less conscientious employees. Among a sample of employees and their immediate supervisors, results indicated that while hostile climate perceptions provide a breeding ground for destructive behaviors, conscientious individuals are less likely to respond to perceived hostility with hostile acts. As supervisor conscientious levels increased, supervisors were less likely to engage in abusive supervision, which buffered employees from the negative effects of hostile climate perceptions. However, when working for less conscientious supervisors, employees experienced the effects of perceived hostile climates indirectly through abusive supervision. In turn, less conscientious employees tended to cope with the stress of hostile environments transmitted through abusive supervision by engaging in acts of organization-directed deviance. At the same time, all employees, regardless of their levels of conscientiousness, tended to cope with their hostile environments by psychologically withdrawing. Theoretical and practical implications are discussed.
TL;DR: It is found that the mean HPWS-business performance effect size was positive overall and positive in each country, regardless of its national culture or degree of institutional flexibility, and in loose cultures less a priori hypothesized consistency between an HPWS and national culture was associated with higher HPWS effectiveness.
Abstract: Our article develops a conceptual framework based primarily on national culture perspectives but also incorporating the role of managerial discretion (cultural tightness-looseness, institutional flexibility), which is aimed at achieving a better understanding of how the effectiveness of high-performance work systems (HPWSs) may vary across countries. Based on a meta-analysis of 156 HPWS-business performance effect sizes from 35,767 firms and establishments in 29 countries, we found that the mean HPWS-business performance effect size was positive overall (corrected r = .28) and positive in each country, regardless of its national culture or degree of institutional flexibility. In the case of national culture, the HPWS-business performance relationship was, on average, actually more strongly positive in countries where the degree of a priori hypothesized consistency or fit between an HPWS and national culture (according to national culture perspectives) was lower, except in the case of tight national cultures, where greater a priori fit of an HPWS with national culture was associated with a more positive HPWS-business performance effect size. However, in loose cultures (and in cultures that were neither tight nor loose), less a priori hypothesized consistency between an HPWS and national culture was associated with higher HPWS effectiveness. As such, our findings suggest the importance of not only national culture but also managerial discretion in understanding the HPWS-business performance relationship. (PsycINFO Database Record (c) 2014 APA, all rights reserved).
TL;DR: A multilevel, dual process model to understand the mechanisms through which LMX quality at the individual level and LMX differentiation at the team level simultaneously affect individual and team performance revealed that LMXquality positively contributed to customer-rated employee performance through enhancing employee role engagement.
Abstract: Integrating leader-member exchange (LMX) research with role engagement theory (Kahn, 1990) and role system theory (Katz & Kahn, 1978), we propose a multilevel, dual process model to understand the mechanisms through which LMX quality at the individual level and LMX differentiation at the team level simultaneously affect individual and team performance. With regard to LMX differentiation, we introduce a new configural approach focusing on the pattern of LMX differentiation to complement the traditional approach focusing on the degree of LMX differentiation. Results based on multiphase, multisource data from 375 employees of 82 teams revealed that, at the individual level, LMX quality positively contributed to customer-rated employee performance through enhancing employee role engagement. At the team level, LMX differentiation exerted negative influence on teams' financial performance through disrupting team coordination. In particular, teams with the bimodal form of LMX configuration (i.e., teams that split into 2 LMX-based subgroups with comparable size) suffered most in team performance because they experienced greatest difficulty in coordinating members' activities. Furthermore, LMX differentiation strengthened the relationship between LMX quality and role engagement, and team coordination strengthened the relationship between role engagement and employee performance. Theoretical and practical implications of the findings are discussed.
TL;DR: This study surveyed 243 dyads of employees and customers to examine the links between employee surface acting and customer service satisfaction, and whether this relationship is moderated by relationship strength and service personalization.
Abstract: The impact of emotional labor on customer outcomes is gaining considerable attention in the literature, with research suggesting that the authenticity of emotional displays may positively impact customer outcomes. However, research investigating the impact of more inauthentic emotions on service delivery outcomes is mixed (see Chi, Grandey, Diamond, & Krimmel, 2011). This study explores 2 potential reasons for why the service outcomes of inauthentic emotions are largely inconsistent: the impact of distinct surface acting strategies and the role of service delivery context. Drawing on social-functional theories of emotions, we surveyed 243 dyads of employees and customers from a wide variety of services to examine the links between employee surface acting and customer service satisfaction, and whether this relationship is moderated by relationship strength and service personalization. Our findings suggest that faking positive emotions has no bearing on service satisfaction, but suppressing negative emotions interacts with contextual factors to predict customers' service satisfaction, in line with social-functional theories of emotions. Specifically, customers who know the employee well are less sensitive to the negative effects of suppressed negative emotions, and customers in highly personalized service encounters are more sensitive to the negative effects of suppressed negative emotions. We conclude with a discussion of theoretical and practical implications.
TL;DR: It is found that a team member with expertise dissimilar to that of her or his teammates was more likely to exhibit creativity when the project team as a whole engaged in higher levels of tacit, rather than explicit, knowledge sharing.
Abstract: In this study, we investigated whether team-level knowledge sharing moderates the effects of individual-level expertise dissimilarity on individual employees� creativity in research and development (R&D) project teams. Expertise dissimilarity�defined as the difference in expertise and knowledge between a focal team member and her or his fellow team members�was operationalized in terms of the research department to which each member belonged. In Study 1, multilevel analyses of data collected from 200 members of 40 R&D project teams in a telecommunications company revealed that a team member with expertise dissimilar to that of her or his teammates was more likely to exhibit creativity when the project team as a whole engaged in higher levels of tacit, rather than explicit, knowledge sharing. In contrast, a member whose expertise was similar to that of her or his teammates was more likely to exhibit creative behavior when the team engaged in higher levels of explicit, rather than tacit, knowledge sharing. These findings were largely replicated in Study 2 using data collected from 82 members of 25 project teams from another telecommunications company. (PsycINFO Database Record (c) 2014 APA, all rights reserved)
TL;DR: Evidence that the relationship between abusive supervision and job performance was weaker when employees were high in conscientiousness was found and the moderating effects of conscientiousness were mediated by the use of avoidance coping strategies.
Abstract: The present study examines a mediated moderation model of the effects of conscientiousness and coping strategies on the relationship between abusive supervision and employees' job performance. Across 2 studies conducted in India, we found evidence that the relationship between abusive supervision and job performance was weaker when employees were high in conscientiousness. In addition, we found that the use of an avoidance coping strategy facilitated a negative relationship between abusive supervision and performance. Finally, we found that the moderating effects of conscientiousness were mediated by the use of avoidance coping strategies. Our findings contribute to theories of abusive supervision, personality, coping strategies, and job performance. © 2013 American Psychological Association.
TL;DR: Using field data from 232 employees in a long-term health care organization, it is found that more frequent mild task conflict expression engenders more information acquisition, but more frequent intense task Conflict expression hinders it.
Abstract: Scholars have assumed that the presence of negative emotions during task conflict implies the absence of positive emotions. However, emotions researchers have shown that positive and negative emotions are not 2 ends of a bipolar continuum; rather, they represent 2 separate, orthogonal dimensions. Drawing on affective events theory, we develop and test hypotheses about the effects of task conflict on positive emotions and job satisfaction. To this end, we distinguish among the frequency, intensity, and information gained from task conflict. Using field data from 232 employees in a long-term health care organization, we find that more frequent mild task conflict expression engenders more information acquisition, but more frequent intense task conflict expression hinders it. Because of the information gains from mild task conflict expression, employees feel more active, energized, interested, and excited, and these positive active emotions increase job satisfaction. The information gained during task conflict, however, is not always energizing: It depends on the extent to which the behavioral context involves active learning and whether the conflict is cross-functional. We discuss theoretical implications for conflict, emotions, and job satisfaction in organizations.
TL;DR: The rank-order changes that result from using an ideal point model expose a curvilinear link between conscientiousness and job performance 100% of the time, whereas results using dominance models show mixed results, similar to the current state of the literature.
Abstract: The personality trait of conscientiousness has seen considerable attention from applied psychologists due to its efficacy for predicting job performance across performance dimensions and occupations. However, recent theoretical and empirical developments have questioned the assumption that more conscientiousness always results in better job performance, suggesting a curvilinear link between the 2. Despite these developments, the results of studies directly testing the idea have been mixed. Here, we propose this link has been obscured by another pervasive assumption known as the dominance model of measurement: that higher scores on traditional personality measures always indicate higher levels of conscientiousness. Recent research suggests dominance models show inferior fit to personality test scores as compared to ideal point models that allow for curvilinear relationships between traits and scores. Using data from 2 different samples of job incumbents, we show the rank-order changes that result from using an ideal point model expose a curvilinear link between conscientiousness and job performance 100% of the time, whereas results using dominance models show mixed results, similar to the current state of the literature. Finally, with an independent cross-validation sample, we show that selection based on predicted performance using ideal point scores results in more favorable objective hiring outcomes. Implications for practice and future research are discussed.
TL;DR: It was found that the least skilled had limited insight into deficits in their performance and expressed more reluctance than top performers to pursue various paths to self-improvement, including purchasing a book on EI or paying for professional coaching.
Abstract: Despite the importance of self-awareness for managerial success, many organizational members hold overly optimistic views of their expertise and performance�a phenomenon particularly prevalent among those least skilled in a given domain We examined whether this same pattern extends to appraisals of emotional intelligence (EI), a critical managerial competency We also examined why this overoptimism tends to survive explicit feedback about performance Across 3 studies involving professional students, we found that the least skilled had limited insight into deficits in their performance Moreover, when given concrete feedback, low performers disparaged either the accuracy or the relevance of that feedback, depending on how expediently they could do so Consequently, they expressed more reluctance than top performers to pursue various paths to self-improvement, including purchasing a book on EI or paying for professional coaching Paradoxically, it was top performers who indicated a stronger desire to improve their EI following feedback (PsycINFO Database Record (c) 2014 APA, all rights reserved)