Showing papers in "Journal of Applied Psychology in 2019"
TL;DR: This paper found that ethical leaders have the largest positive influence over individuals with a weak moral identity (providing a saving grace), whereas in Study 3, ethical leaders had the largest influence over those with a strong moral identity, catalyzing a "virtuous synergy".
Abstract: There has long been interest in how leaders influence the unethical behavior of those who they lead. However, research in this area has tended to focus on leaders' direct influence over subordinate behavior, such as through role modeling or eliciting positive social exchange. We extend this research by examining how ethical leaders affect how employees construe morally problematic decisions, ultimately influencing their behavior. Across four studies, diverse in methods (lab and field) and national context (the United States and China), we find that ethical leadership decreases employees' propensity to morally disengage, with ultimate effects on employees' unethical decisions and deviant behavior. Further, employee moral identity moderates this mediated effect. However, the form of this moderation is not consistent. In Studies 2 and 4, we find that ethical leaders have the largest positive influence over individuals with a weak moral identity (providing a "saving grace"), whereas in Study 3, we find that ethical leaders have the largest positive influence over individuals with a strong moral identity (catalyzing a "virtuous synergy"). We use these findings to speculate about when ethical leaders might function as a "saving grace" versus a "virtuous synergy." Together, our results suggest that employee misconduct stems from a complex interaction between employees, their leaders, and the context in which this relationship takes place, specifically via leaders' influence over employees' moral cognition. (PsycINFO Database Record (c) 2018 APA, all rights reserved).
114 citations
TL;DR: This work gathered all new scales introduced in Journal of Applied Psychology, Academy of Management Journal, Personnel Psychology, and Organizational Behavior and Human Decision Processes from 2010 to 2016 and subjected them to Anderson and Gerbing's and Hinkin and Tracey's content validation approaches.
Abstract: Several reviews have been critical of the degree to which scales in industrial/organizational psychology and organizational behavior adequately reflect the content of their construct. One potential reason for that circumstance is a tendency for scholars to focus less on content validation than on other validation methods (e.g., establishing reliability, performing convergent, discriminant, and criterion-related validation, and examining factor structure). We provide clear evaluation criteria for 2 commonly used content validation approaches: Anderson and Gerbing (1991) and Hinkin and Tracey (1999). To create those guidelines, we gathered all new scales introduced in Journal of Applied Psychology, Academy of Management Journal, Personnel Psychology, and Organizational Behavior and Human Decision Processes from 2010 to 2016. We then subjected those 112 scales to Anderson and Gerbing's (1991) and Hinkin and Tracey's (1999) approaches using 6,240 participants from Amazon's Mechanical Turk with detailed, transparent, and replicable instructions. For both approaches, our results provide evaluation criteria for definitional correspondence-the degree to which a scale's items correspond to the construct's definition-and definitional distinctiveness-the degree to which a scale's items correspond more to the construct's definition than to the definitions of other orbiting constructs. (PsycINFO Database Record (c) 2019 APA, all rights reserved).
100 citations
TL;DR: In this paper, the authors introduce and test an extended framework for job crafting, incorporating individuals' needs and regulatory focus, and find that both individual needs and work-related regulatory focus are related to why and how employees will choose to craft their jobs, as well as to the consequences job crafting will have in organizations.
Abstract: Employees often self-initiate changes to their jobs, a process referred to as job crafting, yet we know little about why and how they initiate such changes In this paper, we introduce and test an extended framework for job crafting, incorporating individuals’ needs and regulatory focus Our theoretical model posits that individual needs provide employees with the motivation to engage in distinct job-crafting strategies—task, relationship, skill, and cognitive crafting—and that work-related regulatory focus will be associated with promotion- or prevention-oriented forms of these strategies Across three independent studies and using distinct research designs (Study 1: N = 421 employees; Study 2: N = 144, using experience sampling data; Study 3: N = 388, using a lagged study design), our findings suggest that distinct job-crafting strategies, and their promotion- and prevention-oriented forms, can be meaningfully distinguished and that individual needs (for autonomy, competence, and relatedness) at work differentially shape job-crafting strategies We also find that promotion- and prevention-oriented forms of job-crafting vary in their relationship with innovative work performance, and we find partial support for work-related regulatory focus strengthening the indirect effect of individual needs on innovative work performance via corresponding forms of job crafting Our findings suggest that both individual needs and work-related regulatory focus are related to why and how employees will choose to craft their jobs, as well as to the consequences job crafting will have in organizations (PsycINFO Database Record (c) 2018 APA, all rights reserved)
99 citations
TL;DR: Developing and testing the double-edged effects of job engagement on workplace outcomes through the mediating role of job-based psychological ownership shows that job engagement can lead to positive workplace outcomes including in-role performance and organizational citizenship behaviors (OCBs) through job- based psychological ownership.
Abstract: Job engagement denotes the extent to which an employee invests the full self in performing the job Extant research has investigated the positive outcomes of job engagement, paying little attention to its potential costs to the organizations Integrating the extended self theory and the literature on psychological ownership as our overarching theoretical framework, we develop and test the double-edged effects of job engagement on workplace outcomes through the mediating role of job-based psychological ownership Analyses of two survey studies with multisource multiphase data support that job engagement can lead to positive workplace outcomes including in-role performance and organizational citizenship behaviors (OCBs) through job-based psychological ownership At the same time, job engagement is also positively related to negative workplace outcomes including territorial behavior, knowledge hiding, and pro-job unethical behavior through the same mechanism of job-based psychological ownership These indirect effects of job engagement on negative work outcomes are amplified by employees' avoidance motivation The theoretical and practical implications are discussed (PsycINFO Database Record (c) 2019 APA, all rights reserved)
98 citations
TL;DR: A multilevel analysis based on 1,051,808 within- person observations reported in 222 intraindividual empirical studies indicated that decisions about what to study, how to study it, and from whom to obtain the data predicted the proportion of variance attributable to within-person factors.
Abstract: The attention paid to intraindividual phenomena in applied psychology has rapidly increased during the last two decades. However, the design characteristics of studies using daily experience sampling methods and the proportion of within-person variance in the measures employed in these studies vary substantially. This raises a critical question yet to be addressed: are differences in the proportion of variance attributable to within- versus between-person factors dependent on construct-, measure-, design-, and/or sample-related characteristics? A multilevel analysis based on 1,051,808 within-person observations reported in 222 intraindividual empirical studies indicated that decisions about what to study (construct type), how to study it (measurement and design characteristics), and from whom to obtain the data (sample characteristics) predicted the proportion of variance attributable to within-person factors. We conclude with implications and recommendations for those conducting and reviewing applied intraindividual research. (PsycINFO Database Record (c) 2019 APA, all rights reserved).
90 citations
TL;DR: It is found that reactive helping is more likely to be linked to receipt of gratitude than proactive helping, and eudaimonic well-being is highlighted as an outcome of helping for helpers.
Abstract: Although gratitude is a key phenomenon that bridges helping with its outcomes, how and why helping relates to receipt of gratitude and its relation with helper's eudaimonic well-being have unfortunately been overlooked in organizational research The purpose of this study is to unravel how helpers successfully connect to others and their work via receipt of gratitude To do so, we distinguish different circumstances of helping-reactive helping (ie, providing help when requested) versus proactive helping (ie, providing help without being asked)-and examine their unique effect on the gratitude received by helpers, which, in turn, has downstream implications for helpers' perceived prosocial impact and work engagement the following day Using daily experience sampling (Study 1) and critical incident (Study 2) methods, we found that reactive helping is more likely to be linked to receipt of gratitude than proactive helping Receipt of gratitude, in turn, is associated with increases in perceived prosocial impact and work engagement the following day Our study contributes to the helping literature by identifying receipt of gratitude as a novel mechanism that links helping to helper well-being, by distinguishing proactive and reactive helping, and by highlighting eudaimonic well-being as an outcome of helping for helpers (PsycINFO Database Record (c) 2019 APA, all rights reserved)
89 citations
TL;DR: Concern over psychopathic tendencies in organizational leaders may be overblown, but that gender can function to obscure real effects is suggested, as small but consistent curvilinear associations were found for all leadership criteria.
Abstract: Both scholars and the popular press have expressed concern regarding the potential prevalence of individuals with psychopathic tendencies in corporate leadership positions and the negative effects they may have on both individual workers and their organizations as a whole. However, research to date has been inconclusive as to whether such individuals are more likely to emerge as leaders or whether they are (in)effective leaders. To clarify the state of the literature, we conducted a meta-analysis on the association between psychopathic personality characteristics and leadership emergence, leadership effectiveness, and transformational leadership. Our results, based on data from 92 independent samples, showed a weak positive correlation for psychopathic tendencies and leadership emergence, a weak negative association for psychopathic tendencies and leadership effectiveness, and a moderate negative correlation for psychopathic tendencies and transformational leadership. Subgroup analyses on methodological factors did not indicate any differences from the main results. However, moderator analyses showed a gender difference in these associations such that psychopathic tendencies in men were weakly positively correlated with leadership emergence and effectiveness and negatively correlated with transformational leadership, while psychopathic tendencies in women were negatively associated with effectiveness and transformational leadership, and largely unassociated with emergence. In addition, small but consistent curvilinear associations were found for all leadership criteria. Overall, these results suggest that concern over psychopathic tendencies in organizational leaders may be overblown, but that gender can function to obscure real effects. (PsycINFO Database Record (c) 2018 APA, all rights reserved).
78 citations
TL;DR: It is demonstrated that leader moral humility predicts follower moral efficacy and moral behaviors above and beyond the effects of ethical leadership and leader general humility.
Abstract: This study utilizes social-cognitive theory, humble leadership theory, and the behavioral ethics literature to theoretically develop the concept of leader moral humility and its effects on followers. Specifically, we propose a theoretical model wherein leader moral humility and follower implicit theories about morality interact to predict follower moral efficacy, which in turn increases follower prosocial behavior and decreases follower unethical behavior. We furthermore suggest that these effects are strongest when followers hold an incremental implicit theory of morality (i.e., believing that one's morality is malleable). We test and find support for our theoretical model using two multiwave studies with Eastern (Study 1) and Western (Study 2) samples. Furthermore, we demonstrate that leader moral humility predicts follower moral efficacy and moral behaviors above and beyond the effects of ethical leadership and leader general humility. (PsycINFO Database Record (c) 2018 APA, all rights reserved).
72 citations
TL;DR: A self-regulatory framework is developed that articulates how leaders’ day-to-day e-mail demands relate to a perceived lack of goal progress, which has a negative impact on their subsequent enactment of routine and exemplary leadership behaviors.
Abstract: Over the past 30 years, the nature of communication at work has changed. Leaders in particular rely increasingly on e-mail to communicate with their superiors and subordinates. However, researchers and practitioners alike suggest that people frequently report feeling overloaded by the e-mail demands they experience at work. In the current study, we develop a self-regulatory framework that articulates how leaders' day-to-day e-mail demands relate to a perceived lack of goal progress, which has a negative impact on their subsequent enactment of routine (i.e., initiating structure) and exemplary (i.e., transformational) leadership behaviors. We further theorize how two cross-level moderators-centrality of e-mail to one's job and trait self-control-impact these relations. In an experience sampling study of 48 managers across 10 consecutive workdays, our results illustrate that e-mail demands are associated with a lack of perceived goal progress, to which leaders respond by reducing their initiating structure and transformational behaviors. The relation of e-mail demands with leader goal progress was strongest when e-mail was perceived as less central to performing one's job, and the relations of low goal progress with leadership behaviors were strongest for leaders low in trait self-control. (PsycINFO Database Record (c) 2018 APA, all rights reserved).
71 citations
TL;DR: It is found that the strength of the TMS to performance relationship varies, depending on features of the national cultural context—the impact of TMS is stronger in cultural contexts where power distance and in-group collectivism are higher.
Abstract: Research on transactive memory systems (TMS) has been conducted in a variety of teams, a range of task types and increasingly, in settings around the world. Despite this proliferation, there has been relative inattention to contextual factors that produce TMS and explain heterogeneity in the TMS to team performance relationship. TMS studies are typically conducted in homogeneous settings (i.e., teams located in a single country) and often with sources of potential variation (i.e., environmental volatility, leadership, team human capital, and diversity) in TMS development controlled. Collating these individual studies, we use meta-analytic techniques to illuminate key contextual factors that may shape TMS and influence the TMS-performance association. Using 76 empirical studies representing 6,869 sampling units, we find that the strength of the TMS to performance relationship varies, depending on features of the national cultural context-the impact of TMS is stronger in cultural contexts where power distance and in-group collectivism are higher. Our results also suggest that environmental volatility, leadership effectiveness, and team human capital are positively associated with TMS, and informational and gender diversity are negatively associated with TMS development. Our findings also indicate fruitful areas for future research specifically aimed toward disentangling the effects of environmental, team, and national cultural context on TMS and team performance. (PsycINFO Database Record (c) 2019 APA, all rights reserved).
67 citations
TL;DR: A meta-analysis of studies comparing FC personality measure scores between low-stakes and (both simulated and actual) high-stakes situations suggests that the overall score inflation effect size for FC personality measures is 0.06.
Abstract: Forced-choice (FC) is a popular format for developing personality measures, where individuals must choose 1 or multiple statements from several options. Although FC measures have been proposed to reduce score inflation in high-stakes assessments, inconsistent results have been found in empirical studies regarding their effectiveness. In this study, we conducted a meta-analysis of studies comparing FC personality measure scores between low-stakes and (both simulated and actual) high-stakes situations. Results suggest that the overall score inflation effect size for FC personality measures is 0.06. In selection scenarios, score inflation for FC scales is much lower than the meta-analytic effect size for single-statement personality measures across most personality facets. The score inflation effect size was also found to vary across FC scale characteristics and study design factors. Specifically, FC scales were consistently found to be more faking-resistant when constructed with statements balanced in social desirability and with responses scored via a normative approach. FC scales constructed with the PICK format were also found to be faking-resistant, while more applicant-incumbent studies are needed to examine the fakability of MOLE FC scales. Evidence at the overall level supports the use of multidimensional scales and extremity balance of statements, but results are not consistent across personality facets, or when large samples are excluded. Personality facets of high relevance to the target job were found to exhibit larger inflation than facets of low relevance to the target job. Practical guidance on constructing and using FC personality measures for personnel selection purposes is provided. (PsycINFO Database Record (c) 2019 APA, all rights reserved).
TL;DR: Overall, extraversion shows effects in a desirable direction for 90% of variables, indicative of a small, persistent advantage at work, and is synthesized into four extraversion advantages, which are motivational, emotional, interpersonal, and performance advantages.
Abstract: How and to what extent does extraversion relate to work relevant variables across the lifespan? In the most extensive quantitative review to date, we summarize results from 97 published meta-analyses reporting relations of extraversion to 165 distinct work relevant variables, as well as relations of extraversion's lower order traits to 58 variables. We first update all effects using a common set of statistical corrections and, when possible, combine independent estimates using second-order meta-analysis (Schmidt & Oh, 2013). We then organize effects within a framework of four career domains-education, job application, on the job, and career/lifespan-and five conceptual categories: motivations, values, and interests; attitudes and well-being; interpersonal; performance; and counterproductivity. Overall, extraversion shows effects in a desirable direction for 90% of variables (grand mean ρ = .14), indicative of a small, persistent advantage at work. Findings also show areas with more substantial effects (ρ ≥ .20), which we synthesize into four extraversion advantages. These motivational, emotional, interpersonal, and performance advantages offer a concise account of extraversion's relations and a new lens for understanding its effects at work. Our review of the lower order trait evidence reveals diverse relations (e.g., the positive emotions facet has consistently advantageous effects, the sociability facet confers few benefits, the sensation-seeking facet is largely disadvantageous), and extends knowledge about the functioning of extraversion and its advantages. We conclude by discussing potential boundary conditions of findings, contributions and limitations of our review, and new research directions for extraversion at work. (PsycINFO Database Record (c) 2019 APA, all rights reserved).
TL;DR: A positive leader self-reflection intervention is developed and tested, which asks leaders to reflect on aspects of their selves that make them good leaders and shows that its effectiveness was specific to those who held leadership roles within their organizations.
Abstract: The leader role is demanding and depleting, explaining why many leaders struggle to remain engaged while doing their job. In this study, we present theory and an intervention focused on improving leader energy. Integrating cognitive energetics theory (Kruglanski et al., 2012) with leader identity theory and expressive writing research, we develop and test a positive leader self-reflection intervention, which asks leaders to reflect on aspects of their selves that make them good leaders. We expected that this intervention would improve leaders' access to and application of their energy in ways that would make them more influential at work. We tested these theoretical expectations in an experimental experience sampling study where, as expected, we found that leaders experienced less depletion and through it heightened work engagement on intervention versus control days. Work engagement, in turn, improved perceived prosocial impact and clout, two markers of leaders' influence at work. We conceptually replicated the depletion-reducing effect of the intervention in a second study and showed that its effectiveness was specific to those who held leadership roles within their organizations. We discuss the theoretical and practical implications of the intervention and of our findings. (PsycINFO Database Record (c) 2018 APA, all rights reserved).
TL;DR: Results generally supported hypothesized predictions linking culture with strategy, structure, leadership, and HPWPs and revealed that culture dimensions explained unique variance in effectiveness criteria after controlling for the effects of leadership andHPWPs but varied across effectiveness criteria in terms of relative importance.
Abstract: Organizational culture is an important predictor of organizational effectiveness, but it is also part of an organizational system that consists of highly interdependent elements such as strategy, structure, leadership, and high performance work practices (HPWPs). As such, accounting for the effect of culture's system correlates is important to specify more precisely organizational culture's predictive value for organizational outcomes. To date, however, efforts to connect culture with its system correlates have proceeded independently without integration. This trend is problematic because it raises questions about the strength of culture's association with its system correlates, and it casts uncertainty about organizational culture's predictive validity for organizational outcomes relative to other elements of an organization's system. We addressed these issues by conducting a meta-analysis based on 148 independent samples (N = 26,196 organizations and 556,945 informants). Results generally supported hypothesized predictions linking culture with strategy, structure, leadership, and HPWPs. Meta-analytic regressions and relative weight analyses further revealed that culture dimensions explained unique variance in effectiveness criteria after controlling for the effects of leadership and HPWPs but varied across effectiveness criteria in terms of relative importance. We discuss theoretical and practical implications and highlight several avenues for future research. (PsycINFO Database Record (c) 2019 APA, all rights reserved).
TL;DR: Results indicate that H-H correlates with 3 major dimensions of job performance and demonstrates incremental validity over the other individual differences predictors in the case of CWB but not OCB and task performance.
Abstract: The HEXACO model presents a conceptualization of personality that includes the trait honesty-humility (H-H) in addition to 5 other personality traits (i.e., agreeableness, conscientiousness, emotionality, extraversion, openness) that closely approximate the ubiquitous five-factor model (FFM) of personality. A substantial literature has accumulated supporting the structure of the HEXACO model and the construct validity of the H-H trait in particular. A newer development is the appearance of H-H in the applied psychology literature. This begs the question of whether H-H exhibits significant criterion-related validity with respect to job performance and whether H-H accounts for incremental validity over other established individual differences predictors of job performance. Accordingly, the purpose of this study is to conduct a meta-analysis of the relationship between H-H and 3 major dimensions of job performance (counterproductive work behavior [CWB], organizational citizenship behavior [OCB], and task performance) and compare the incremental validity of H-H with other established individual differences predictors (general mental ability, the FFM, and integrity tests). Our results indicate that H-H correlates -.44 with CWB, .13 with OCB, and .15 with task performance (each correlation corrected for unreliability in both the independent and dependent variables). Further, H-H demonstrated incremental validity over the other individual differences predictors in the case of CWB but not OCB and task performance. (PsycINFO Database Record (c) 2019 APA, all rights reserved).
TL;DR: Using a time-lagged matched sample of 389 dual career couples, spillover effects for the work attitudes and crossover effects forThe work behaviors are found, suggesting work demands uniquely shape outcomes depending on the path they take.
Abstract: This study expands our understanding of the negative impact of work demands on work outcomes by examining this impact in light of the family domain We explore how the family domain plays a role in this process by considering mechanisms that capture both spillover and crossover effects We investigate the spillover of work demands (ie, role conflict and role overload) through work-to-family conflict on work attitudes (ie, job satisfaction and affective commitment) and self-reported work behaviors (ie, citizenship behavior and absenteeism) We also consider the double crossover of work demands through work-to-family conflict to stress transmission, and back to the incumbent's family-to-work conflict on both attitudinal and behavioral work outcomes to examine the impact of work demands Using a time-lagged matched sample of 389 dual career couples, we found spillover effects for the work attitudes and crossover effects for the work behaviors, suggesting work demands uniquely shape outcomes depending on the path they take We close by offering implications for research and practice (PsycINFO Database Record (c) 2019 APA, all rights reserved)
TL;DR: Evidence is provided that follower individual differences are related to ratings of leader behaviors and, thus, deserve more attention within leadership theory and research.
Abstract: Leader-centric views of leadership tend to regard followers as passive recipients of leaders' influences. As such, researchers often control for follower characteristics (e.g., age, gender, organizational tenure) when examining relations between leadership behaviors and other variables. However, reversing-the-lens theory suggests that followers' characteristics represent substantive factors that may affect how they perceive their leaders or how leaders behave toward different followers. We conducted two studies to investigate this possibility. In Study 1, we meta-analyzed data from 479 primary studies (N = 172,494) and found meaningful relations between follower individual differences (e.g., gender, personality) and ratings of their leaders' behaviors (e.g., transformational leadership, abusive supervision). In Study 2, we conducted a primary study to estimate the extent to which actual leader behaviors or differences in follower perceptions of those behaviors account for these relations. Results suggest that follower perceptions and measurement error explain almost the same or more variance in follower ratings than do actual leader behaviors. In addition, other findings imply that relations between some follower characteristics (e.g., gender, neuroticism) and leadership ratings are likely to be due to perceptual differences associated with these follower characteristics. However, actual leader behaviors also appear to play a role, such that leaders tend to behave differently toward followers who possess high or low levels of certain characteristics (e.g., agreeableness). Taken together, this two-study investigation provides evidence that follower individual differences are related to ratings of leader behaviors and, thus, deserve more attention within leadership theory and research. (PsycINFO Database Record (c) 2018 APA, all rights reserved).
TL;DR: The authors applied machine learning techniques to job application form data (including previous job descriptions and stated reasons for changing jobs) to develop interpretable measures of work experience relevance, tenure history, and history of involuntary turnover.
Abstract: Work history information reflected in resumes and job application forms is commonly used to screen job applicants; however, there is little consensus as to how to systematically translate information about one's work-related past into predictors of future work outcomes. In this article, we apply machine learning techniques to job application form data (including previous job descriptions and stated reasons for changing jobs) to develop interpretable measures of work experience relevance, tenure history, and history of involuntary turnover, history of avoiding bad jobs, and history of approaching better jobs. We empirically examine our model on a longitudinal sample of 16,071 applicants for public school teaching positions, and predict subsequent work outcomes including student evaluations, expert observations of performance, value-added to student test scores, voluntary turnover, and involuntary turnover. We found that work experience relevance and a history of approaching better jobs were linked to positive work outcomes, whereas a history of avoiding bad jobs was associated with negative outcomes. We also quantify the extent to which our model can improve the quality of selection process above the conventional methods of assessing work history, while lowering the risk of adverse impact. (PsycINFO Database Record (c) 2019 APA, all rights reserved).
TL;DR: The results challenge the universality of the "doing good-feeling good" effect and explicate the joint roles of citizenship pressure and helpers' episodic motivation in influencing employees' positive affect and their subsequent helping behaviors.
Abstract: Drawing on self-determination theory, this research investigates whether the motivation behind employees' helping behaviors is associated with their positive affect and their subsequent help provision, and whether citizenship pressure moderates these relationships. A recall-based experiment and an experience-sampling study capturing helping episodes among fulltime employees found that when employees helped coworkers because of higher autonomous (controlled) motivation in a helping episode, they experienced higher (lower) positive affect, and they had stronger (weaker) helping intentions and helped coworkers more (less) subsequently. We further found that citizenship pressure enhanced the positive relationship between episodic autonomous motivation and positive affect. Overall, the results challenge the universality of the "doing good-feeling good" effect and explicate the joint roles of citizenship pressure and helpers' episodic motivation in influencing employees' positive affect and their subsequent helping behaviors. (PsycINFO Database Record (c) 2019 APA, all rights reserved).
TL;DR: Results show that being direct about change-oriented suggestions is associated with more frequent managerial endorsement when voicers are credible or polite, and whether the relationship between voice directness and managerial endorsement might be modified by voicer politeness and voicer credibility is theorized.
Abstract: To gain endorsement from their managers, should employees be direct with explicit change suggestions, or should they be indirect with questions and hints? We draw on psychological threat and communication clarity theories to offer competing hypotheses with respect to the association between voice directness and managerial endorsement. We then further draw from social judgment research to theorize whether the relationship between voice directness and managerial endorsement might be modified by voicer politeness and voicer credibility. The results of an experimental study and two field studies show that being direct about change-oriented suggestions is associated with more frequent managerial endorsement when voicers are credible (Studies 1 and 2 in the United States) or polite (Study 3 in China). We discuss implications of these findings, limitations, and directions for future research. (PsycINFO Database Record (c) 2019 APA, all rights reserved).
TL;DR: Results indicate that the size of the stereotype threat effect that can be experienced on tests of cognitive ability in operational scenarios such as college admissions tests and employment testing may range from negligible to small.
Abstract: The stereotype threat literature primarily comprises lab studies, many of which involve features that would not be present in high-stakes testing settings. We meta-analyze the effect of stereotype threat on cognitive ability tests, focusing on both laboratory and operational studies with features likely to be present in high stakes settings. First, we examine the features of cognitive ability test metric, stereotype threat cue activation strength, and type of nonthreat control group, and conduct a focal analysis removing conditions that would not be present in high stakes settings. We also take into account a previously unrecognized methodological error in how data are analyzed in studies that control for scores on a prior cognitive ability test, which resulted in a biased estimate of stereotype threat. The focal sample, restricting the database to samples utilizing operational testing-relevant conditions, displayed a threat effect of d = -.14 (k = 45, N = 3,532, SDδ = .31). Second, we present a comprehensive meta-analysis of stereotype threat. Third, we examine a small subset of studies in operational test settings and studies utilizing motivational incentives, which yielded d-values ranging from .00 to -.14. Fourth, the meta-analytic database is subjected to tests of publication bias, finding nontrivial evidence for publication bias. Overall, results indicate that the size of the stereotype threat effect that can be experienced on tests of cognitive ability in operational scenarios such as college admissions tests and employment testing may range from negligible to small. (PsycINFO Database Record (c) 2019 APA, all rights reserved).
TL;DR: The results converge to show that promotion- and prevention-focused coping serve as important intervening mechanisms that account for the relationships between work stressors and individual outcomes.
Abstract: We provide a meta-analytic examination of the regulatory strategies that employees adopt to cope with different types of stressors in the workplace and how these strategies are linked to work and personal outcomes. Drawing from regulatory focus theory, we introduce a new taxonomy of promotion- and prevention-focused coping that complements the traditional taxonomy of problem- and emotion-focused coping in the transactional theory of stress. In addition, we propose that challenge stressors tend to evoke promotion-focused coping, whereas hindrance stressors tend to evoke prevention-focused coping. As a pair of important coping mechanisms in the work stress process, promotion-focused coping is positively related to employees' job performance, job attitudes, and personal well-being, whereas prevention-focused coping is negatively related to these outcomes. We conducted an original meta-analysis of coping strategies in the workplace and tested the hypotheses with 550 effect sizes drawn from 156 samples that involved a total of 75,344 employees. We also tested the tenability of the proposed stressor-coping-outcome processes using meta-analytic path models and further examined the robustness of these models using full-information bootstrapping technique. The results converge to show that promotion- and prevention-focused coping serve as important intervening mechanisms that account for the relationships between work stressors and individual outcomes. (PsycINFO Database Record (c) 2019 APA, all rights reserved).
TL;DR: It is proposed that gender plays an important role in understanding when using humor at work can have costs for the humor source, and gender stereotypes constrain the interpretation of observed humor such that humor expressed by males is likely to be interpreted as more functional and less disruptive compared with humor expressed with females.
Abstract: Although research has added to our understanding of the positive and negative effects of the use of humor at work, scholars have paid little attention to characteristics of the humor source. We argue that this is an important oversight, particularly in terms of gender. Guided by parallel-constraint-satisfaction theory (PCST), we propose that gender plays an important role in understanding when using humor at work can have costs for the humor source. Humor has the potential to be interpreted as either a functional or disruptive work behavior. Based on PCST, we argue that gender stereotypes constrain the interpretation of observed humor such that humor expressed by males is likely to be interpreted as more functional and less disruptive compared with humor expressed by females. As a result, humorous males are ascribed higher status compared with nonhumorous males, while humorous females are ascribed lower status compared with nonhumorous females. These differences have implications for subsequent performance evaluations and assessments of leadership capability. Results from an experiment with 216 participants provides support for the moderated mediation model. Theoretical and practical implications are discussed. (PsycINFO Database Record (c) 2019 APA, all rights reserved).
TL;DR: It is found that empowering leadership exhibited on one team can substitute for lower levels of empowering leadership experienced in a different team led by a distinct leader.
Abstract: In today's organizations, employees are often assigned as members of multiple teams simultaneously (i.e., multiple team membership), and yet we know little about important leadership and employee phenomena in such settings. Using a scenario-based experiment and 2 field studies of leaders and their employees in the People's Republic of China and the United States, we examined how empowering leadership exhibited by 2 different team leaders toward a single employee working on 2 different teams can spillover to affect that employee's psychological empowerment and subsequent proactivity across teams. Consistent across all 3 studies, we found that each of the team leaders' empowering leadership uniquely and positively influenced an employee's psychological empowerment and subsequent proactive behaviors. In the field studies, we further found that empowering leadership exhibited by one team leader influenced the psychological empowerment and proactive behaviors of their team member not only in that leader's team but also in the other team outside of that leader's stewardship. Finally, across studies, we found that empowering leadership exhibited on one team can substitute for lower levels of empowering leadership experienced in a different team led by a distinct leader. We discuss our contributions to the motivation, teams, and leadership literatures and provide practical guidance for leaders charged with managing employees that have multiple team memberships. (PsycINFO Database Record (c) 2019 APA, all rights reserved).
TL;DR: It is argued that when customers mistreat employees, employees experience intuitive emotional reactions in the form of hostility, which automatically activates devaluation of targets, a specific facet of moral disengagement, which results in employees becoming unencumbered by moral self-regulation and sabotage customers who mistreat them.
Abstract: We utilize the social intuitionist approach to moral judgment and moral disengagement theory to understand why and when employees sabotage customers. We contend that when customers mistreat employees (i.e., customer mistreatment), employees experience intuitive emotional reactions in the form of hostility, which automatically activates devaluation of targets, a specific facet of moral disengagement. In turn, employees become unencumbered by moral self-regulation and sabotage customers who mistreat them (i.e., customer-directed sabotage). We further argue that our serially mediated model is moderated by employees' perceptions of the organization's ethical climate. When ethical climates are perceived as being low, employees' hostile reactions toward misbehaving customers produce a positive relationship with devaluation of targets, and devaluation of targets results in a positive relationship with customer-directed sabotage. These positive relationships do not hold when ethical climate is perceived as being high. We test our theoretical model using a field sample of customer service employees and an experimental study to establish causality. Our results provide general support for our hypotheses. We discuss theoretical and practical implications and opportunities for future research. (PsycINFO Database Record (c) 2019 APA, all rights reserved).
TL;DR: This work develops a framework for negative reciprocity that considers NWB in terms of severity, activity, and target and finds strongest support for relationships indicating that NWB from Party A is largely returned in-kind, followed closely by relationships indicative of escalation.
Abstract: Most models of negative workplace behaviors (NWB) are individual in nature, focusing on individual attitudes (e.g., satisfaction) and general workplace perceptions (e.g., procedural justice) that motivate NWB. Less commonly considered are explorations of relationally based negative workplace behaviors-how NWB from Party A is related to reciprocation of NWB from Party B. Based on 2 competing conceptualizations in the literature, that behavior is reciprocated "in-kind" in an eye for an eye exchange or that behavior tends to escalate or spiral over time, we develop a framework for negative reciprocity that considers NWB in terms of severity, activity, and target. This framework addresses (a) whether Party A's NWB is associated with behavior of a similar or greater level (i.e., activity and severity) from Party B; and (b) whether Party B's reciprocating behavior is directed back at Party A (i.e., direct) or transferred onto others (i.e., displaced). We meta-analytically test these relationships with 246 independent samples (N = 96,930) and find strongest support for relationships indicating that NWB from Party A is largely returned in-kind, followed closely by relationships indicative of escalation. We also found that as the frequency of Party A's NWB increases, so too does the frequency of reciprocity behavior of equal levels. Surprisingly, differences related to the target of the behavior as well as differences based on whether the data were cross-sectional or longitudinal were generally negligible. (PsycINFO Database Record (c) 2019 APA, all rights reserved).
TL;DR: A multilevel path analysis of data from 183 employees across 10 workdays indicated that various types of off-job experiences in the evening had differential effects on daily proactive behavior during the subsequent workday, and the psychological mechanisms underlying these varied relationships were distinct.
Abstract: Drawing on conservation of resources theory (Hobfoll, 1989) and the model of proactive motivation (Parker, Bindl, & Strauss, 2010), this research employs experience sampling methods to examine how employees' off-job experiences during the evening relate to their proactive behavior at work the next day. A multilevel path analysis of data from 183 employees across 10 workdays indicated that various types of off-job experiences in the evening had differential effects on daily proactive behavior during the subsequent workday, and the psychological mechanisms underlying these varied relationships were distinct. Specifically, off-job mastery in the evening related positively to next-morning high-activated positive affect and role breadth self-efficacy, off-job agency in the evening related positively to next-morning role breadth self-efficacy and desire for control, and off-job hassles in the evening related negatively to next-morning high-activated positive affect; next-morning high-activated positive affect, role breadth self-efficacy, and desire for control, in turn, predicted next-day proactive behavior. Off-job relaxation in the evening related positively to next-morning low-activated positive affect, and off-job detachment in the evening had a decreasingly positive curvilinear relationship with next-morning low-activated positive affect. However, as expected, these two types of off-job experiences and low-activated positive affect did not relate to next-day proactive behavior. (PsycINFO Database Record (c) 2019 APA, all rights reserved).
TL;DR: It is demonstrated that racially biased perceptual distortions can be used to justify the provision of smaller monetary awards for Black job seekers in negotiations.
Abstract: The influence of race in negotiations has remained relatively underexplored. Across three studies, we theorize and find that Black job seekers are expected to negotiate less than their White counterparts and are penalized in negotiations with lower salary outcomes when this expectation is violated; especially when they negotiate with an evaluator who is more racially biased (i.e., higher in social dominance orientation). Specifically, on the basis of the prescriptive stereotype held by those higher in racial bias-that Black (as compared to White) negotiators deserve lower salaries-we predicted that Black negotiators who behave in counterstereotypical ways encounter greater resistance and more unfavorable outcomes from more biased evaluators. We tested this argument in a stepwise fashion: In Study 1, we found that more biased evaluators expect Black job seekers to negotiate less as compared to White job seekers. When Black negotiators violate those expectations, evaluators award them lower starting salaries (Study 2), which appears to occur because evaluators become more resistant to making concessions to Black than to White job seekers (Study 3). Collectively, our findings demonstrate that racially biased perceptual distortions can be used to justify the provision of smaller monetary awards for Black job seekers in negotiations. (PsycINFO Database Record (c) 2019 APA, all rights reserved).
TL;DR: A conceptual model is proposed that links trait promotion and prevention foci with specific citizenship behaviors through an emotion-related self-regulation mechanism that predicts helping and voice via differential effects on emotional exhaustion.
Abstract: Although previous research suggests that regulatory focus matters for organizational citizenship behaviors, it is unclear how promotion and prevention focus relate to such behaviors. Integrating regulatory focus theory with theories of self-regulation, we propose a conceptual model that links trait promotion and prevention foci with specific citizenship behaviors through an emotion-related self-regulation mechanism. Using a sample of 227 nurses working in a hospital context, we observed that trait promotion focus and trait prevention focus predict helping and voice via differential effects on emotional exhaustion. Specifically, trait promotion focus had unconditional indirect effects on helping (positive) and voice (negative) through lower levels of emotional exhaustion. In contrast, trait prevention focus was positively related to voice but negatively related to helping through higher levels of emotional exhaustion. Moreover, these indirect effects of trait prevention focus were moderated by employees' reappraisal of their emotional experiences at work, such that trait prevention focus had weaker relations with helping and voice when reappraisal was higher (vs. lower). We discuss theoretical and practical implications of these findings and highlight avenues for future research. (PsycINFO Database Record (c) 2019 APA, all rights reserved).
TL;DR: The joint impact of two common and pervasive artifacts—sampling error variance and measurement unreliability—on the accuracy of Dominance analysis is examined.
Abstract: Dominance analysis (DA) has been established as a useful tool for practitioners and researchers to identify the relative importance of predictors in a linear regression. This article examines the joint impact of two common and pervasive artifacts-sampling error variance and measurement unreliability-on the accuracy of DA. We present Monte Carlo simulations that detail the decrease in the accuracy of DA in the presence of these artifacts, highlighting the practical extent of the inferential mistakes that can be made. Then, we detail and provide a user-friendly program in R (R Core Team, 2017) for estimating the effects of sampling error variance and unreliability on DA. Finally, by way of a detailed example, we provide specific recommendations for how researchers and practitioners should more appropriately interpret and report results of DA. (PsycINFO Database Record (c) 2019 APA, all rights reserved).