Showing papers in "Journal of Applied Psychology in 2016"
TL;DR: It is confirmed that intrateam trust is positively related to team performance, and has an above-average impact, and the moderator analyses indicate that the trust-performance relationship is contingent upon the level of task interdependence, authority differentiation, and skill differentiation in teams.
Abstract: Cumulating evidence from 112 independent studies (N = 7,763 teams), we meta-analytically examine the fundamental questions of whether intrateam trust is positively related to team performance, and the conditions under which it is particularly important. We address these questions by analyzing the overall trust-performance relationship, assessing the robustness of this relationship by controlling for other relevant predictors and covariates, and examining how the strength of this relationship varies as a function of several moderating factors. Our findings confirm that intrateam trust is positively related to team performance, and has an above-average impact (ρ = .30). The covariate analyses show that this relationship holds after controlling for team trust in leader and past team performance, and across dimensions of trust (i.e., cognitive and affective). The moderator analyses indicate that the trust-performance relationship is contingent upon the level of task interdependence, authority differentiation, and skill differentiation in teams. Finally, we conducted preliminary analyses on several emerging issues in the literature regarding the conceptualization and measurement of trust and team performance (i.e., referent of intrateam trust, dimension of performance, performance objectivity). Together, our findings contribute to the literature by helping to (a) integrate the field of intrateam trust research, (b) resolve mixed findings regarding the trust-performance relationship, (c) overcome scholarly skepticism regarding the main effect of trust on team performance, and (d) identify the conditions under which trust is most important for team performance. (PsycINFO Database Record
354 citations
TL;DR: A meta-analysis of healthcare team training supports the expanded use of team training and points toward recommendations for optimizing its effectiveness within healthcare settings.
Abstract: As the nature of work becomes more complex, teams have become necessary to ensure effective functioning within organizations. The healthcare industry is no exception. As such, the prevalence of training interventions designed to optimize teamwork in this industry has increased substantially over the last 10 years (Weaver, Dy, & Rosen, 2014). Using Kirkpatrick's (1956, 1996) training evaluation framework, we conducted a meta-analytic examination of healthcare team training to quantify its effectiveness and understand the conditions under which it is most successful. Results demonstrate that healthcare team training improves each of Kirkpatrick's criteria (reactions, learning, transfer, results; d = .37 to .89). Second, findings indicate that healthcare team training is largely robust to trainee composition, training strategy, and characteristics of the work environment, with the only exception being the reduced effectiveness of team training programs that involve feedback. As a tertiary goal, we proposed and found empirical support for a sequential model of healthcare team training where team training affects results via learning, which leads to transfer, which increases results. We find support for this sequential model in the healthcare industry (i.e., the current meta-analysis) and in training across all industries (i.e., using meta-analytic estimates from Arthur, Bennett, Edens, & Bell, 2003), suggesting the sequential benefits of training are not unique to medical teams. Ultimately, this meta-analysis supports the expanded use of team training and points toward recommendations for optimizing its effectiveness within healthcare settings. (PsycINFO Database Record
302 citations
TL;DR: It is concluded that providing strengths use support to employees offers organizations a tool to reduce absenteeism, even when it is difficult to redesign job demands.
Abstract: Absenteeism associated with accumulated job demands is a ubiquitous problem We build on prior research on the benefits of counteracting job demands with resources by focusing on a still untapped resource for buffering job demands-that of strengths use We test the idea that employees who are actively encouraged to utilize their personal strengths on the job are better positioned to cope with job demands Based on conservation of resources (COR) theory, we hypothesized that job demands can accumulate and together have an exacerbating effect on company registered absenteeism In addition, using job demands-resources theory, we hypothesized that perceived organizational support for strengths use can buffer the impact of separate and combined job demands (workload and emotional demands) on absenteeism Our sample consisted of 832 employees from 96 departments (response rate = 403%) of a Dutch mental health care organization Results of multilevel analyses indicated that high levels of workload strengthen the positive relationship between emotional demands and absenteeism and that support for strength use interacted with workload and emotional job demands in the predicted way Moreover, workload, emotional job demands, and strengths use interacted to predict absenteeism Strengths use support reduced the level of absenteeism of employees who experienced both high workload and high emotional demands We conclude that providing strengths use support to employees offers organizations a tool to reduce absenteeism, even when it is difficult to redesign job demands
293 citations
TL;DR: It was found that leaders' displays of ethical behavior were positively associated with increases in abusive behavior the following day, and attention is needed to balance the benefits of ethical leader behaviors for recipients against the challenges that such behaviors pose for actors.
Abstract: The literature to date has predominantly focused on the benefits of ethical leader behaviors for recipients (e.g., employees and teams). Adopting an actor-centric perspective, in this study we examined whether exhibiting ethical leader behaviors may come at some cost to leaders. Drawing from ego depletion and moral licensing theories, we explored the potential challenges of ethical leader behavior for actors. Across 2 studies which employed multiwave designs that tracked behaviors over consecutive days, we found that leaders' displays of ethical behavior were positively associated with increases in abusive behavior the following day. This association was mediated by increases in depletion and moral credits owing to their earlier displays of ethical behavior. These results suggest that attention is needed to balance the benefits of ethical leader behaviors for recipients against the challenges that such behaviors pose for actors, which include feelings of mental fatigue and psychological license and ultimately abusive interpersonal behaviors. (PsycINFO Database Record Language: en
237 citations
TL;DR: Drawing on social identity theory and social-cognitive theory, it is proposed that organizational identification predicts unethical pro-organizational behavior (UPB) through the mediation of moral disengagement and that competitive interorganizational relations enhance the hypothesized relationships.
Abstract: Drawing on social identity theory and social-cognitive theory, we hypothesize that organizational identification predicts unethical pro-organizational behavior (UPB) through the mediation of moral disengagement. We further propose that competitive interorganizational relations enhance the hypothesized relationships. Three studies conducted in China and the United States using both survey and vignette methodologies provided convergent support for our model. Study 1 revealed that higher organizational identifiers engaged in more UPB, and that this effect was mediated by moral disengagement. Study 2 found that organizational identification once again predicted UPB through the mediation of moral disengagement, and that the mediation relationship was stronger when employees perceived a higher level of industry competition. Finally, Study 3 replicated the above findings using a vignette experiment to provide stronger evidence of causality. Theoretical and practical implications are discussed. (PsycINFO Database Record
213 citations
TL;DR: The relationship between team trust and team performance was stronger in virtual teams as compared to face-to-face teams, and weaker when team interactions were documented, and documenting team interactions seems to be a viable complement to trust-building activities, particularly invirtual teams.
Abstract: Team trust has often been discussed both as requirement and as challenge for team effectiveness, particularly in virtual teams. However, primary studies on the relationship between trust and team effectiveness have provided mixed findings. The current review summarizes existing studies on team trust and team effectiveness based on meta-analytic methodology. In general, we assumed team trust to facilitate coordination and cooperation in teams, and therefore to be positively related with team effectiveness. Moreover, team virtuality and documentation of interactions were considered as moderators of this relationship because they should affect perceived risks during teamwork. While team virtuality should increase, documentation of interaction should decrease the relationship between team trust and team effectiveness. Findings from 52 studies with 54 independent samples (representing 12,615 individuals in 1,850 teams) confirmed our assumptions. In addition to the positive overall relationship between team trust and team effectiveness criteria (ρ = .33), the relationship between team trust and team performance was stronger in virtual teams (ρ = .33) as compared to face-to-face teams (ρ = .22), and weaker when team interactions were documented (ρ = .20) as compared to no such documentation (ρ = .29). Thus, documenting team interactions seems to be a viable complement to trust-building activities, particularly in virtual teams. (PsycINFO Database Record
209 citations
TL;DR: The present study proposes that leader humility facilitates shared leadership by promoting leadership-claiming and leadership-granting interactions among team members and proposes that team proactive personality strengthens the impact of leader humility on shared leadership.
Abstract: The present study was designed to produce novel theoretical insight regarding how leader humility and team member characteristics foster the conditions that promote shared leadership and when shared leadership relates to team effectiveness. Drawing on social information processing theory and adaptive leadership theory, we propose that leader humility facilitates shared leadership by promoting leadership-claiming and leadership-granting interactions among team members. We also apply dominance complementary theory to propose that team proactive personality strengthens the impact of leader humility on shared leadership. Finally, we predict that shared leadership will be most strongly related to team performance when team members have high levels of task-related competence. Using a sample composed of 62 Taiwanese professional work teams, we find support for our proposed hypothesized model. The theoretical and practical implications of these results for team leadership, humility, team composition, and shared leadership are discussed. (PsycINFO Database Record
207 citations
TL;DR: 4 studies aimed at developing, validating, and testing the relational energy construct show further differentiation of relational energy from leader-member exchange (LMX), replicates the positive relationship between relational energy and job engagement and shows that relational energy is positively associated with employee job performance through the mechanism of job engagement.
Abstract: Energy is emerging as a topic of importance to organizations, yet we have little understanding of how energy can be useful at an interpersonal level toward achieving workplace goals. We present the results of 4 studies aimed at developing, validating, and testing the relational energy construct. In Study 1, we report qualitative insights from 64 individuals about the experience and functioning of relational energy in the workplace. Study 2 draws from 3 employee samples to conduct exploratory and confirmatory factor analyses on a measure of relational energy, differentiating relational energy from related constructs. To test the predictive validity of the new relational energy scale, Study 3 comprises data from employees rating the level of relational energy they experienced during interactions with their leaders in a health services context. Results showed that relational energy employees experienced with their leaders at Time 1 predicted job engagement at Time 2 (1 month later), while controlling for the competing construct of perceived social support. Study 4 shows further differentiation of relational energy from leader-member exchange (LMX), replicates the positive relationship between relational energy (Time 1) and job engagement (Time 2), and shows that relational energy is positively associated with employee job performance (Time 3) through the mechanism of job engagement. We discuss the theoretical implications of our findings and highlight areas for future research.
201 citations
TL;DR: A moderated mediation relationship is proposed to explain why and how employees become motivated to make things happen through their innovative endeavors and to propose that within-individual increases in organizational trust and perceived respect by colleagues promote within- individual increases in creative, persuasion, and change self-efficacy over time.
Abstract: Studies of innovative behavior (the generation, dissemination, and implementation of new ideas) have generally overlooked the agency perspective on this important type of performance behavior. Guided by social-cognitive theory, we propose a moderated mediation relationship to explain why and how employees become motivated to make things happen through their innovative endeavors. First, we propose that within-individual increases in organizational trust and perceived respect by colleagues promote within-individual increases in creative, persuasion, and change self-efficacy over time. Second, we propose that within-individual increases in self-efficacy beliefs promote within-individual increases in idea generation, dissemination, and implementation over time. Finally, we propose that psychological collectivism (a between-individual variable) is a moderator, and that a higher level of psychological collectivism weakens the positive relationship between within-individual increases in self-efficacy beliefs and within-individual increases in innovative behavior. Repeated measures collected from 267 employees in Italy at 3 time points over an 8-month period generally support our proposed dynamic moderated mediation relationship.
189 citations
TL;DR: Using an experience sampling design across 2 work weeks, it is found that experiencing incivility earlier in the day reduced one's levels of self-control, which in turn resulted in increased instigatedincivility later in the night, and organizational politics-a stable, environmental factor-strengthened the relation between experienced incvility and reduced self- control.
Abstract: Incivility at work-low intensity deviant behaviors with an ambiguous intent to harm-has been on the rise, yielding negative consequences for employees' well-being and companies' bottom-lines. Although examinations of incivility have gained momentum in organizational research, theory and empirical tests involving dynamic, within-person processes associated with this negative interpersonal behavior are limited. Drawing from ego depletion theory, we test how experiencing incivility precipitates instigating incivility toward others at work via reduced self-control. Using an experience sampling design across 2 work weeks, we found that experiencing incivility earlier in the day reduced one's levels of self-control (captured via a performance-based measure of self-control), which in turn resulted in increased instigated incivility later in the day. Moreover, organizational politics-a stable, environmental factor-strengthened the relation between experienced incivility and reduced self-control, whereas construal level-a stable, personal factor-weakened the relation between reduced self-control and instigated incivility. Combined, our results yield multiple theoretical, empirical, and practical implications for the study of incivility at work. (PsycINFO Database Record
179 citations
TL;DR: This study elucidates the effects of workplace anxiety on resource depletion via emotional exhaustion and highlights the value of drawing on social resources to offset the potentially harmful effects ofwork anxiety on job performance.
Abstract: In this article, we draw from Conservation of Resources Theory to advance and test a framework which predicts that emotional exhaustion plays an explanatory role underlying the relation between workplace anxiety and job performance. Further, we draw from social exchange theories to predict that leader-member exchange and coworker exchange will mitigate the harmful effects of anxiety on job performance. Findings across a 3-wave study of police officers supported our model. Emotional exhaustion mediated the link between workplace anxiety and job performance, over and above the effect of cognitive interference. Further, coworker exchange mitigated the positive relation between anxiety and emotional exhaustion, while leader-member exchange mitigated the negative relation between emotional exhaustion and job performance. This study elucidates the effects of workplace anxiety on resource depletion via emotional exhaustion and highlights the value of drawing on social resources to offset the potentially harmful effects of workplace anxiety on job performance.
TL;DR: Zhang et al. as discussed by the authors proposed that workplace ostracism decreases citizenship behavior by undermining employees' identification with the organization and also theorize that perceived job mobility influences the extent to which employees identify with the organisation when being ostracized.
Abstract: Why and when do employees respond to workplace ostracism by withholding their engagement in citizenship behavior? Beyond perspectives proposed in past studies, we offer a new account based on a social identity perspective and propose that workplace ostracism decreases citizenship behavior by undermining employees' identification with the organization. We also theorize that perceived job mobility influences the extent to which employees identify with the organization when being ostracized. These hypotheses were examined in two time-lagged studies conducted in China. The proposed hypotheses were supported by results in Study 1, and findings were generally replicated in Study 2, where effects of other known mediators (i.e., organization-based self-esteem, job engagement, and felt obligation toward the organization) and moderators (i.e., collectivism, power distance, and future orientation) suggested by previous perspectives were controlled. Results of Study 2 provided further support of the hypothesized directional effect of workplace ostracism on citizenship behavior via organizational identification. Our studies support the identification perspective in understanding workplace ostracism and also strengthen the application of this perspective in understanding workplace aggression broadly.
TL;DR: Multilevel analysis results indicated that activities that were preferred and earlier in the work shift related to more resource recovery following the break and that longer breaks and frequent short breaks were associated with more resources than infrequent short breaks.
Abstract: Surprisingly little research investigates employee breaks at work, and even less research provides prescriptive suggestions for better workday breaks in terms of when, where, and how break activities are most beneficial. Based on the effort-recovery model and using experience sampling methodology, we examined the characteristics of employee workday breaks with 95 employees across 5 workdays. In addition, we examined resources as a mediator between break characteristics and well-being. Multilevel analysis results indicated that activities that were preferred and earlier in the work shift related to more resource recovery following the break. We also found that resources mediated the influence of preferred break activities and time of break on health symptoms and that resource recovery benefited person-level outcomes of emotional exhaustion, job satisfaction, and organizational citizenship behavior. Finally, break length interacted with the number of breaks per day such that longer breaks and frequent short breaks were associated with more resources than infrequent short breaks.
TL;DR: The current study addresses the complex nature of helping by simultaneously considering its costs and benefits for helpers, and finds that responding to help requests depletes regulatory resources at an increasing rate, yet perceived prosocial impact of helping can replenish resources.
Abstract: Employees help on a regular daily basis while at work, yet surprisingly little is known about how responding to help requests affects helpers. Although recent theory suggests that helping may come at a cost to the helper, the majority of the helping literature has focused on the benefits of helping. The current study addresses the complex nature of helping by simultaneously considering its costs and benefits for helpers. Using daily diary data across 3 consecutive work weeks, we examine the relationship between responding to help requests, perceived prosocial impact of helping, and helpers' regulatory resources. We find that responding to help requests depletes regulatory resources at an increasing rate, yet perceived prosocial impact of helping can replenish resources. We also find that employees' prosocial motivation moderates these within-person relationships, such that prosocial employees are depleted to a larger extent by responding to help requests, and replenished to a lesser extent by the perceived prosocial impact of helping. Understanding the complex relationship of helping with regulatory resources is important because such resources have downstream effects on helpers' behavior in the workplace. We discuss the implications of our findings for both theory and practice. (PsycINFO Database Record
TL;DR: It is determined that the engagement construct is not the same as the opposite of burnout, warranting a reevaluation of the opposite-of-burnout conceptualization of engagement; and psychological meaningfulness and engagement are highly correlated and likely reciprocally related, necessitating a modification to the self-role-expression conceptualized of engagement.
Abstract: Among scholarly researchers, the Utrecht Work Engagement Scale (UWES) is a popular scale for assessing employee or work engagement. However, challenges to the scale's validity have raised major concerns about the measurement and conceptualization of engagement as a construct. Across 4 field samples, we examined 2 measures of engagement, the UWES and the Job Engagement Scale (JES), in both factor structure and patterns of relationships with theoretically hypothesized antecedents and consequences. In a fifth field sample, we examined the construct-level relationships between engagement and related variables, while controlling for sources of measurement error (i.e., item-specific factor, scale-specific factor, random response, and transient). By examining 2 measures, each derived from different theoretical bases, we provide unique insight into the measurement and construct of engagement. Our results show that, although correlated, the JES and UWES are not interchangeable. The UWES, more so than the JES, assesses engagement with overlap from other job attitudes, requiring improvement in the measurement of engagement. We offer guidance as to when to use each measure. Furthermore, by isolating the construct versus measurement of engagement relative to burnout, commitment, stress, and psychological meaningfulness and availability, we determined (a) the engagement construct is not the same as the opposite of burnout, warranting a reevaluation of the opposite-of-burnout conceptualization of engagement; and (b) psychological meaningfulness and engagement are highly correlated and likely reciprocally related, necessitating a modification to the self-role-expression conceptualization of engagement. (PsycINFO Database Record
TL;DR: A person-centered approach was adopted using latent profile analysis to understand whether unique constellations of recovery experiences-psychological detachment, relaxation, mastery, control, and problem-solving pondering-emerged for 2 samples of full-time employees.
Abstract: Employees are exposed to a wide variety of job demands that deplete personal resources and necessitate recovery. In light of this need, research on work recovery has focused on how distinct recovery experiences during postwork time relate to employee well-being. However, investigators have largely tested the effects of these experiences in isolation, neglecting the possibility that profiles of recovery experiences may exist and influence the recovery process. The current set of studies adopted a person-centered approach using latent profile analysis to understand whether unique constellations of recovery experiences-psychological detachment, relaxation, mastery, control, and problem-solving pondering-emerged for 2 samples of full-time employees. In Study 1, which involved a single-time-point assessment, we identified 4 unique profiles of recovery experiences, tested whether job demands (i.e., time pressure, role ambiguity) and job resources (i.e., job control) differentiated profile membership, and evaluated whether each profile uniquely related to employee well-being outcomes (i.e., emotional exhaustion, engagement, somatic complaints). In Study 2, which involved 2 time points, we replicated 3 of the 4 profiles observed in Study 1, and tested 2 additional antecedents rated by employees' supervisors: leader-member exchange and supervisor support for recovery. Across both studies, unique differences emerged in regard to antecedents and outcomes tied to recovery experience profile membership. (PsycINFO Database Record
TL;DR: It is suggested that surface acting during customer interactions depletes leaders of their self-control resources, resulting in elevated levels of abusive supervision, and the effect of surface acting on abusive supervision is moderated by leaders' traitSelf-control, such that leaders with high trait self- control will be less affected by the depleting effects of surfaceacting than their peers.
Abstract: In this study, we examined how leaders' customer interactions influence their tendency to abuse their followers. Specifically, we drew from ego-depletion theory to suggest that surface acting during customer interactions depletes leaders of their self-control resources, resulting in elevated levels of abusive supervision. Furthermore, we hypothesized that the effect of surface acting on abusive supervision is moderated by leaders' trait self-control, such that leaders with high trait self-control will be less affected by the depleting effects of surface acting than their peers. Results from a multiwave, multisource leader-follower dyad study in the service and sales industries provided support for our hypotheses. This research contributes to several literatures, particularly to an emerging area of study--the antecedents of leaders' abusive behaviors.
TL;DR: It is hypothesized and found that engaging in behaviors reflective of transformational leadership is associated with improvement in actors' daily affect, more so than engaging in behavior reflective of transactional, consideration, initiating structure, and participative leadership.
Abstract: Although a large body of work has examined the benefits of transformational leadership, this work has predominantly focused on recipients of such behaviors. Recent research and theory, however, suggest that there are also benefits for those performing behaviors reflective of transformational leadership. Across 2 experience-sampling studies, we investigate the effects of such behaviors on actors' daily affective states. Drawing from affective events theory and self-determination theory we hypothesize and find that engaging in behaviors reflective of transformational leadership is associated with improvement in actors' daily affect, more so than engaging in behaviors reflective of transactional, consideration, initiating structure, and participative leadership. Behaviors reflective of transformational leadership improved actors' affect in part by fulfilling their daily needs. Furthermore, extraversion and neuroticism moderated these effects such that extraverts benefitted less whereas neurotics benefitted more from these behaviors in terms of affective changes. We consider the theoretical and practical implications of these findings and offer directions for future research.
TL;DR: Findings suggest that culture can serve as a substitute for leadership when leadership behaviors are redundant with cultural values and support leadership contingency theories indicating that CEO leadership is effective when it provides psychological and motivational resources lacking in the organization's culture.
Abstract: This study examines the nature of the interaction between CEO leadership and organizational culture using 2 common metathemes (task and relationship) in leadership and culture research. Two perspectives, similarity and dissimilarity, offer competing predictions about the fit, or interaction, between leadership and culture and its predicted effect on firm performance. Predictions for the similarity perspective draw upon attribution theory and social identity theory of leadership, whereas predictions for the dissimilarity perspective are developed based upon insights from leadership contingency theories and the notion of substitutability. Hierarchical regression results from 114 CEOs and 324 top management team (TMT) members failed to support the similarity hypotheses but revealed broad support for the dissimilarity predictions. Findings suggest that culture can serve as a substitute for leadership when leadership behaviors are redundant with cultural values (i.e., they both share a task- or relationship-oriented focus). Findings also support leadership contingency theories indicating that CEO leadership is effective when it provides psychological and motivational resources lacking in the organization's culture. We discuss theoretical and practical implications and delineate directions for future research. (PsycINFO Database Record
TL;DR: A process-oriented theory of team knowledge emergence is evaluated that demonstrates that agent teams generate collectively shared knowledge more effectively when members are capable of processing information more efficiently and when teams follow communication strategies that promote equal rates of information sharing across members.
Abstract: Team cognition has been identified as a critical component of team performance and decision-making. However, theory and research in this domain continues to remain largely static; articulation and examination of the dynamic processes through which collectively held knowledge emerges from the individual- to the team-level is lacking. To address this gap, we advance and systematically evaluate a process-oriented theory of team knowledge emergence. First, we summarize the core concepts and dynamic mechanisms that underlie team knowledge-building and represent our theory of team knowledge emergence (Step 1). We then translate this narrative theory into a formal computational model that provides an explicit specification of how these core concepts and mechanisms interact to produce emergent team knowledge (Step 2). The computational model is next instantiated into an agent-based simulation to explore how the key generative process mechanisms described in our theory contribute to improved knowledge emergence in teams (Step 3). Results from the simulations demonstrate that agent teams generate collectively shared knowledge more effectively when members are capable of processing information more efficiently and when teams follow communication strategies that promote equal rates of information sharing across members. Lastly, we conduct an empirical experiment with real teams participating in a collective knowledge-building task to verify that promoting these processes in human teams also leads to improved team knowledge emergence (Step 4). Discussion focuses on implications of the theory for examining team cognition processes and dynamics as well as directions for future research. (PsycINFO Database Record
TL;DR: It is shown that just like the common cold, common negative behaviors can spread easily and have significant consequences for people in organizations.
Abstract: In this article we offer a new perspective to the study of negative behavioral contagion in organizations. In 3 studies, we investigate the contagion effect of rudeness and the cognitive mechanism that explains this effect. Study 1 results show that low-intensity negative behaviors like rudeness can be contagious, and that this contagion effect can occur based on single episodes, that anybody can be a carrier, and that this contagion effect has second-order consequences for future interaction partners. In Studies 2 and 3 we explore in the laboratory the cognitive mechanism that underlies the negative behavioral contagion effect observed in Study 1. Specifically, we show that rudeness activates a semantic network of related concepts in individuals' minds, and that this activation influences individual's hostile behaviors. In sum, in these 3 studies we show that just like the common cold, common negative behaviors can spread easily and have significant consequences for people in organizations.
TL;DR: Using data from a sample of hotels collected from 3 sources and over 2 time periods, it is shown that establishment-level initiative-enhancing human resource management (HRM) systems were positively related to departmental initiative climate, which was negatively related to employee personal initiative through employee role-breadth self-efficacy.
Abstract: Building upon and extending Parker, Bindl, and Strauss's (2010) theory of proactive motivation, we develop an integrated, multilevel model to examine how contextual factors shape employees' proactive motivational states and, through these proactive motivational states, influence their personal initiative behavior. Using data from a sample of hotels collected from 3 sources and over 2 time periods, we show that establishment-level initiative-enhancing human resource management (HRM) systems were positively related to departmental initiative climate, which was positively related to employee personal initiative through employee role-breadth self-efficacy. Further, department-level empowering leadership was positively related to initiative climate only when initiative-enhancing HRM systems were low. These findings offer interesting implications for research on personal initiative and for the management of employee proactivity in organizations. (PsycINFO Database Record
TL;DR: It is concluded that, depending on the age of diagnosis, attributes of the employment context can trigger stigma-related threat in different ways and important practical implications of these findings are outlined.
Abstract: This article unpacks the stigma associated with a developmental disability at work, specifically autism spectrum disorders (ASD), by presenting findings from 2 studies-one interview-based and the other survey-based. Drawing on in-depth interviews with individuals on the autism spectrum, the first study showed that a clinical diagnosis of autism is a milestone event that triggered both positive (silver linings) and negative (dark clouds) responses to work. These positive and negative responses were shaped by the age at which the diagnosis occurred as well as specific work-related contingencies-identity management (disclosing or not disclosing), the importance of the social demands imposed by the job, and organizational support policies for autism. The second study developed and tested propositions derived from the qualitative data by using survey data gathered from working adults with ASD. Results showed that, compared with individuals diagnosed later in life, individuals who were diagnosed at an earlier age experienced greater organization-based self-esteem and lower perceived discrimination when they disclosed their disability, worked in jobs that placed lower social demands on them, or were employed in organizations that offered policies to support workers with ASD. We conclude that, depending on the age of diagnosis, attributes of the employment context can trigger stigma-related threat in different ways and we outline important practical implications of these findings.
TL;DR: It is found that the use of a mobile device for work during family time (mWork) associated with greater work-to-family conflict and burnout, and lower organizational commitment from the job incumbent and the spouse.
Abstract: We examined the use of a mobile device for work during family time (mWork) to determine the role that it plays in employee turnover intentions. Using a sample of 344 job incumbents and their spouses, we propose a family systems model of turnover and examine 2 paths through which we expect mWork to relate to turnover intentions: the job incumbent and the spouse. From the job incumbent, we found that the job incumbent's mWork associated with greater work-to-family conflict and burnout, and lower organizational commitment. From the spouse, we found that incumbent mWork and greater work-to-family conflict associated with increased resentment by the spouse and lower spousal commitment to the job incumbent's organization. Both of these paths played a role in predicting job incumbent turnover intentions. We discuss implications and opportunities for future research on mWork for integrating work and family into employee turnover intentions.
TL;DR: Results corroborated predictions by showing a significant association between abusive supervision and subordinates' fear and first-stage moderation effects of subordinates' assertiveness and climate-of-fear perceptions in a model linking fear to defensive silence and abusive supervision at a later time.
Abstract: Drawing from an approach-avoidance perspective, we examine the relationships between subordinates' perceptions of abusive supervision, fear, defensive silence, and ultimately abusive supervision at a later time point. We also account for the effects of subordinates' assertiveness and individual perceptions of a climate of fear on these predicted mediated relationships. We test this moderated mediation model with data from three studies involving different sources collected across various measurement periods. Results corroborated our predictions by showing (a) a significant association between abusive supervision and subordinates' fear, (b) second-stage moderation effects of subordinates' assertiveness and their individual perceptions of a climate of fear in the abusive supervision-fear-defensive silence relationship (with lower assertiveness and higher levels of climate-of-fear perceptions exacerbating the detrimental effects of fear resulting from abusive supervision), and (c) first-stage moderation effects of subordinates' assertiveness and climate-of-fear perceptions in a model linking fear to defensive silence and abusive supervision at a later time. Theoretical and practical implications are discussed. (PsycINFO Database Record
TL;DR: The influence of trustors, trustees, and dyads on perceived ability, benevolence, and integrity is examined and it is found that trustor influence decreases over time while trustee and dyadic influences increase.
Abstract: Extant trust research champions 3 different centers of action that determine perceptions of trust: the trustor (the individual rendering trust judgments), the trustee (the party being trusted), and the trustor-trustee dyad. We refer to the centers of action as loci of trust. Thus far, researchers have investigated determinants residing within each locus independently but have not concurrently investigated all 3 loci. Thus, the relative influence of each locus on perceptions of trust is unknown. Nor is it known how the influence of each locus changes with time. Where is the dominant locus of trust ? And how does it change over time ? We address these questions by examining the influence of trustors, trustees, and dyads on perceived ability, benevolence, and integrity. We find that trustor influence decreases over time while trustee and dyadic influences increase. We also find that the trustor is the dominant locus for perceived ability, benevolence, and integrity initially, but over time the trustee becomes the dominant locus for perceived ability and integrity. For perceived benevolence, the trustor remains the dominant driver over time.
TL;DR: It is proposed that OCB enhances energy, which contributes to an enrichment of personal resources and results in better well-being and that the association between OCB and work meaningfulness was stronger for employees with greater role ambiguity.
Abstract: Scholars have voiced concerns about the potential dark side of Organizational Citizenship Behavior (OCB), arguing that OCB consumes energy, which contributes to a depletion of personal resources and results in poorer well-being. Drawing from research on the meaningfulness of work, we propose a pattern opposite to depletion: that OCB enhances energy, which contributes to an enrichment of personal resources and results in better well-being. This idea was tested over the course of a workweek with 224 day-level ratings from 67 employees and 30 managers working in a service management firm. Three-level hierarchical linear modeling indicated that supervisor-rated daily OCB was positively associated with employees' vigor at the end of the workday, and multilevel structural equation modeling analyses showed that this relationship was mediated by meaningfulness of work. Moreover, we found that the association between OCB and work meaningfulness was stronger for employees with greater role ambiguity. Exploratory analyses revealed that daily in-role performance and daily OCB interacted to predict meaningfulness of work, such that the association between daily OCB and meaningfulness of work was more prominent among those who exhibited high levels of daily in-role performance. We discuss implications of these findings, limitations, and directions for future research.
TL;DR: Differences in course-taking patterns is a partial (albeit small) explanation for the common finding of differential prediction by gender.
Abstract: Women typically obtain higher subsequent college GPAs than men with the same admissions test score. A common reaction is to attribute this to a flaw in the admissions test. We explore the possibility that this underprediction of women's performance reflects gender differences in conscientiousness and college course-taking patterns. In Study 1, we focus on using the ACT to predict performance in a single, large course where performance is decomposed into cognitive (exam and quiz scores) and less cognitive, discretionary components (discussion and extra credit points). The ACT does not underpredict female's cognitive performance, but it does underpredict female performance on the less cognitive, discretionary components of academic performance, because it fails to measure and account for the personality trait of conscientiousness. In Study 2, we create 2 course-difficulty indices (Course Challenge and Mean Aptitude in Course) and add them to an HLM regression model to see if they reduce the degree to which SAT scores underpredict female performance. Including Course Challenge does result in a modest reduction of the gender coefficient; however, including Mean Aptitude in Course does not. Thus, differences in course-taking patterns is a partial (albeit small) explanation for the common finding of differential prediction by gender.
TL;DR: This study examined newcomers' reactions when they have relationship conflict with their coworkers, and hence cannot obtain necessary information from them and proposed a model that moves from breach of belongingness to its proximal and distal consequences, to newcomer information seeking, and then to task-related outcomes.
Abstract: Previous studies of newcomer socialization have underlined the importance of newcomers' information seeking for their adjustment to the organization, and the conflict literature has consistently reported negative effects of relationship conflict with coworkers. However, to date, no study has examined the consequences of relationship conflict on newcomers' information seeking. In this study, we examined newcomers' reactions when they have relationship conflict with their coworkers, and hence cannot obtain necessary information from them. Drawing upon belongingness theory, we propose a model that moves from breach of belongingness to its proximal and distal consequences, to newcomer information seeking, and then to task-related outcomes. In particular, we propose that second paths exist-first coworker-centric and the other supervisor-centric-that may have simultaneous yet contrasting influence on newcomer adjustment. To test our model, we employ a 3-wave data collection research design with egocentric and Likert-type multisource surveys among a sample of new software engineers and their supervisors working in India. This study contributes to the field by linking the literatures on relationship conflict and newcomer information seeking and suggesting that despite conflict with coworkers, newcomers may succeed in organizations by building relationships with and obtaining information from supervisors.
TL;DR: Examination of how different justice sources might interactively predict target-specific reactions, and whether these effects occur as a function of moral identity, shows that among employees with lower levels ofmoral identity, low supervisor justice exacerbated the association between low customer justice and customer-directed sabotage.
Abstract: The multifoci perspective of justice proposes that individuals tend to target their (in)justice reactions toward the perceived source of the mistreatment. Empirical support for target-specific reactions, however, has been mixed. To explore theoretically relevant reasons for these discrepant results