Showing papers in "Journal of Organizational Behavior in 2010"
TL;DR: It is argued that presenteeism has important implications for organizational theory and practice, and a research agenda for organizational scholars is presented.
Abstract: Presenteeism refers to attending work while ill. Although it is a subject of intense interest to scholars in occupational medicine, relatively few organizational scholars are familiar with the concept. This article traces the development of interest in presenteeism, considers its various conceptualizations, and explains how presenteeism is typically measured. Organizational and occupational correlates of attending work when ill are reviewed, as are medical correlates of resulting productivity loss. It is argued that presenteeism has important implications for organizational theory and practice, and a research agenda for organizational scholars is presented. Copyright © 2009 John Wiley & Sons, Ltd.
877 citations
TL;DR: A summary commentary explores the likely future directions of research and theory on the design of organizational work as mentioned in this paper, with special attention to the social aspects of contemporary work, the process by which jobholders craft their own jobs, the changing contexts within which work is performed, and the increasing prominence of work that is performed by teams rather than individuals.
Abstract: This summary commentary explores the likely future directions of research and theory on the design of organizational work. We give special attention to the social aspects of contemporary work, the process by which jobholders craft their own jobs, the changing contexts within which work is performed, and the increasing prominence of work that is performed by teams rather than individuals. Copyright © 2010 John Wiley & Sons, Ltd.
720 citations
TL;DR: In this paper, a qualitative study of 33 employees in for-profit and non-profit organizations to elaborate theory on job crafting was conducted, focusing on how employees at different ranks describe perceiving and adapting to challenges in the execution of job crafting and their responses to them details the adaptive action that may be necessary for job crafting to occur.
Abstract: Summary We utilize a qualitative study of 33 employees in for-profit and non-profit organizations to elaborate theory on job crafting. We specifically focus on how employees at different ranks describe perceiving and adapting to challenges in the execution of job crafting. Elaborating the challenges employees perceive in job crafting and their responses to them details the adaptive action that may be necessary for job crafting to occur. Specifically, our findings suggest that higher-rank employees tend to see the challenges they face in job crafting as located in their own expectations of how they and others should spend their time, while lower-rank employees tend to see their challenges as located in their prescribed jobs and others’ expectations of them. The nature of each group’s perceived challenges is related to the adaptive moves that they make to overcome them, such that higher-rank employees adapt their own expectations and behaviors to make do with perceived opportunities to job craft at work, while lower-rank employees adapt others’ expectations and behaviors to create opportunities to job craft. Our elaborated theory presents a socially embedded account of job crafting as a proactive and adaptive process that is shaped by employees’ structural location in the organization. Copyright # 2010 John Wiley & Sons, Ltd.
697 citations
TL;DR: In this article, the authors draw on the original job characteristics model (JCM) and on an elaborated model of work design to examine relationships between ethical leadership, task significance, job autonomy, effort, and job performance.
Abstract: Summary In the current study, we draw on the original job characteristics model (JCM) and on an elaborated model of work design to examine relationships between ethical leadership, task significance, job autonomy, effort, and job performance. We suggest that leaders with strong ethical commitments who regularly demonstrate ethically normative behavior can have an impacton the JCM elementsof tasksignificance and autonomy, thereby affecting anemployee’s motivation (willingness to exert effort), which in turn will be evidenced by indications of enhanced task performance and organizational citizenship behavior. We conducted a field study by surveying pairs of co-workers in a diverse set of organizations. Results provide support for a fully mediated model whereby task significance and effort fully mediate relationships between ethical leadership and subordinates’ job performance. Implications for future research on job design are discussed. Copyright # 2010 John Wiley & Sons, Ltd. At the heart of the job characteristics model (JCM, Hackman & Oldham, 1976) is the premise that leaders canshape intrinsic motivation bytheway inwhich theystructuretheobjectivecharacteristics of the work itself. 1 The theoretical model of job design was rooted in an examination of the ‘‘basic conditions that promote high performance motivation and satisfaction at work,’’ in order ‘‘to determine how those conditions can be created’’ (Hackman & Oldham, 1976; p. 71). We argue that the conceptual and empirical developments of the JCM to date can be expanded to encompass a broader role for leaders. In particular, we suggest that leaders with strong ethical commitments who regularly demonstrate ethically normative behavior can have an impact on the JCM elements of task significance and autonomy, thereby affecting an employee’s motivation (willingness to exert effort), which in turn will be evidenced by indications of enhanced task performance and organizational citizenship behaviors.
655 citations
TL;DR: In this article, the authors compared three attitudinal outcomes (i.e., job satisfaction, affective commitment, and turnover intent) and four health-related outcomes (general health, depression, emotional exhaustion, and physical well being) of workplace aggression from three different sources: Supervisors, co-workers, and outsiders.
Abstract: Summary Using meta-analysis, we compare three attitudinal outcomes (i.e., job satisfaction, affective commitment, and turnover intent), three behavioral outcomes (i.e., interpersonal deviance, organizational deviance, and work performance), and four health-related outcomes (i.e., general health, depression, emotional exhaustion, and physical well being) of workplace aggression from three different sources: Supervisors, co-workers, and outsiders. Results from 66 samples show that supervisor aggression has the strongest adverse effects across the attitudinal and behavioral outcomes. Co-worker aggression had stronger effects than outsider aggression on the attitudinal and behavioral outcomes, whereas there was no significant difference between supervisor, co-worker, and outsider aggression for the majority of the health-related outcomes. These results have implications for how workplace aggression is conceptualized and measured, and we propose new research questions that emphasize a multifoci approach. Copyright # 2009 John Wiley & Sons, Ltd.
551 citations
TL;DR: In this article, the authors examined the relationship between time pressure and job control and creativity and proactive behavior on a daily level and found that daily work characteristics act as the mechanism underlying the relationships between chronic work characteristics and challenge appraisal.
Abstract: Work characteristics such as time pressure and job control can be experienced as a challenge that is positively associated with performance-related behaviors. Using experience-sampling data from 149 employees, we examined the relationships between these work characteristics and creativity and proactive behavior on a daily level. Results from multilevel analyses indicate that time pressure and job control are perceived as challenging, and that challenge appraisal in turn is related to daily creativity and proactive behavior. Furthermore, cross-level mediation analyses revealed that daily work characteristics act as the mechanism underlying the relationships between chronic work characteristics and challenge appraisal. This study supports the view of time pressure as a challenge-related stressor that leads to favorable outcomes. Copyright © 2009 John Wiley & Sons, Ltd.
426 citations
TL;DR: In this paper, a meta-analysis has been conducted to examine how the relationships between the availability of high commitment HR practices, as perceived by employees, and affective commitment and job satisfaction change with age.
Abstract: Research on the association between high commitment Human Resource (HR) practices and work-related outcomes at the individual level rarely focuses on age differences. To fill this knowledge gap, a meta-analysis has been conducted to examine how the relationships between the availability of high commitment HR practices, as perceived by employees, and affective commitment and job satisfaction change with age. Drawing on Selection, Optimization, and Compensation (SOC) theory and on Regulatory Focus theory, we identify a bundle of maintenance HR practices and a bundle of development HR practices, and hypothesize that the association between maintenance HR practices and work-related attitudes strengthens with age, and that the association between development HR practices and work-related attitudes weakens with age. Our meta-analysis of 83 studies reveals that, in line with social exchange and signaling theories, employees' perceptions of HR practices are positively related to their work-related attitudes, and that calendar age influences this relationship largely as expected. These results are discussed in light of the above mentioned theories. Copyright © 2009 John Wiley & Sons, Ltd.
387 citations
TL;DR: In this paper, the authors examined whether participative leadership behavior is associated with improved work performance through a motivational process or an exchange-based process based on data collected from 527 employees from a Fortune 500 company.
Abstract: We examined whether participative leadership behavior is associated with improved work performance through a motivational process or an exchange-based process Based on data collected from 527 employees from a Fortune 500 company, we found that the link between superiors' participative leadership behaviors and subordinates' task performance and organizational citizenship behavior toward organizations (OCBO) was mediated by psychological empowerment (motivational mediator) for managerial subordinates Yet, for non-managerial subordinates such as supporting and front-line employees, the impact of participative leadership on task performance and OCBO was mediated by trust-in-supervisor (exchange-based mediator) Implications for theories and practices are discussed Copyright © 2009 John Wiley & Sons, Ltd
350 citations
TL;DR: In this paper, a longitudinal study aimed to analyze core determinants of perceived employability using a sample of 465 employees (time 1) taken from four companies in Switzerland and surveyed at three points in time.
Abstract: Employability is highly important to individuals in coping with job insecurity. Although many employability models have been developed, few studies have tested determinants of employability empirically. This longitudinal study aims to analyze core determinants of perceived employability. These were tested using a sample of 465 employees (time 1) taken from four companies in Switzerland and surveyed at three points in time. In order to include data from all participants, we used multilevel analysis (level 1: time, level 2: person). Results showed that education, support for career and skill development, current level of job-related skills, and willingness to change jobs were significant predictors of perceived employability. Contrary to our hypotheses, willingness to develop new competencies, opportunity awareness, and self-presentation skill failed to predict perceived employability. Copyright © 2009 John Wiley & Sons, Ltd.
320 citations
TL;DR: In this article, task i-deals customizing job content are suggested as a third approach to work redesign, and they are tested in two studies conducted in the United States and Germany using structural equation modeling.
Abstract: Two established approaches to work redesign are formal top-down interventions and proactive bottom-up job crafting. Top-down approaches are limited in their ability to create individually optimized work characteristics, whereas bottom-up processes are constrained by the latitude workers have to modify their own jobs. Following recent research on the idiosyncratic deals (i-deals) individuals negotiate with their employer, task i-deals customizing job content are suggested as a third approach to work redesign. Hypotheses on antecedents and consequences of task i-deals were tested in two studies conducted in the United States and Germany using structural equation modeling. LMX related positively to the extent of successfully negotiated task i-deals, which, in turn, was associated with a more positive evaluation of work characteristics—specifically, higher complexity and control and lower stressors. Work characteristics mediated positive indirect effects of task i-deals on employee initiative and work engagement. Denied requests for task i-deals were associated with a more negative assessment of work characteristics. We conclude with theoretical, practical, and research implications for better understanding and implementing work redesign through i-deals. Copyright © 2010 John Wiley & Sons, Ltd.
311 citations
TL;DR: In this article, the authors describe procedures for estimating and interpreting interaction effects using moderated multiple regression (MMR) and distill the technical literature for a general readership of organizational science researchers and include specific best-practice recommendations regarding actions researchers can take before and after data collection to improve the accuracy of MMR-based conclusions regarding interaction effects.
Abstract: Summary An interaction effect indicates that a relationship is contingent upon the values of another (moderator) variable. Thus, interaction effects describe conditions under which relationships change in strength and/or direction. Understanding interaction effects is essential for the advancement of the organizational sciences because they highlight a theory’s boundary conditions. We describe procedures for estimating and interpreting interaction effects using moderated multiple regression (MMR). We distill the technical literature for a general readership of organizational science researchers and include specific best-practice recommendations regarding actions researchers can take before and after data collection to improve the accuracy of MMR-based conclusions regarding interaction effects. Copyright # 2010 John Wiley & Sons, Ltd.
TL;DR: The concept of collective psychological ownership is introduced in this paper, where individuals come to a single and shared mind-set as it relates to a sense of ownership for a particular object.
Abstract: The construct collective psychological ownership is introduced. Reflecting the psychology of “us” and “ours,” collective psychological ownership emerges through interactive dynamics whereby individuals come to a single and shared mind-set as it relates to a sense of ownership for a particular object. After providing a conceptual definition for the construct, we turn our attention to a detailed elaboration of the construct, offering comments on its genesis, emergent context, underlying motives, and a discussion of what can and cannot be owned. We also provide a discussion of the dynamics associated with its formation, highlighting the paths down which groups travel that influence the emergence of this psychological state. Next, we turn our attention to the emergence of collective psychological ownership within the organizational and teamwork context paying particular attention to the role of work environment structure. We conclude with a discussion of a set of work-related attitudinal, motivational, behavioral, and stress-related outcomes that stem from this psychological state. Copyright © 2009 John Wiley & Sons, Ltd.
TL;DR: For example, this article found that citizenship pressure is associated with work-family conflict, work-leisure conflict, job stress, and intentions to quit among unmarried and less conscientious employees.
Abstract: Organizational citizenship behaviors (OCBs) are typically defined as discretionary behaviors that contribute to the effective functioning of organizations. Prior research has generally focused on instances in which employees willingly engage in such behaviors; however, because OCBs are often informally encouraged and rewarded, workers may experience pressure to be “good soldiers” within their organizations. Using a sample of 245 employees, our findings indicate that citizenship pressure is related to increased levels of OCB, particularly among unmarried and less conscientious employees. However, there appear to be negative consequences associated with citizenship pressure, even when controlling for OCB and other job demands, such as role overload and hours worked. In particular, citizenship pressure is associated with work–family conflict, work–leisure conflict, job stress, and intentions to quit. Implications of this study and some directions for future research are also discussed. Copyright © 2009 John Wiley & Sons, Ltd.
TL;DR: In this paper, the authors identify six features of agency related to individual variation, social referencing, practice, outcomes, contexts, and learning, and discuss how the other papers of this special issue inform their understanding of these six features and identify promising directions for further research.
Abstract: This paper reconnects to the intellectual climate from which the formulation of the boundaryless career perspective emerged in the 1990s. Based on 17 years of cumulative research, we develop the case for extending beyond a primary focus on boundaryless careers as forms (e.g., contractor or global itinerant). We argue that opportunities for further theory development in this field can emerge from addressing some of its fundamental debates, and developing a more systematic understanding of career agency. In this respect, we see promise in research that develops our understanding of interdependent notions of career agency. To guide further research, the paper identifies six features of agency related to individual variation, social referencing, practice, outcomes, contexts, and learning. We propose that each of these illustrates contrasting assumptions about independent and interdependent views of the career. We discuss how the other papers of this special issue inform our understanding of these six features and identify promising directions for further research. We conclude that the future relevance of the boundaryless career perspective will depend on its openness to the challenges of careers within the inherently dynamic, uncertain, and complex arena of an interdependent global society. Copyright © 2010 John Wiley & Sons, Ltd.
TL;DR: In this paper, the latent deprivation model was tested with a representative sample of the German population (N = 1.998) and it was found that employees reported high levels of time structure, social contact, collective purpose, and activity not only in comparison to unemployed persons but also in comparison with persons who are out of the labor force.
Abstract: Marie Jahoda's latent deprivation model was tested with a representative sample of the German population (N = 998). As expected, employees reported high levels of time structure, social contact, collective purpose, and activity not only in comparison to unemployed persons but also in comparison to persons who are out of the labor force (i.e., students, homemakers, retirees). Even unskilled manual workers reported more access to these “latent functions” than persons without employment. For the fifth of Jahoda's dimensions, identity/status, no significant differences between employed persons and persons who are out of the labor force could be identified. However, unemployed persons reported less status than all other groups did. Thus, Jahoda's model was clearly endorsed for four of the five latent functions of employment and partly endorsed for the fifth function. All variables in the model correlated significantly with distress, as expected. Demographic correlates of the manifest and latent functions were also analyzed: Access to the latent functions was best among young men from higher social classes who lived in an intimate relationship in a comparatively large household with children. Copyright © 2009 John Wiley & Sons, Ltd.
TL;DR: In this paper, a field study among 241 shop assistants and their 59 supervisors in fashion chain stores in Mainland China and Hong Kong found a negative relationship between emotional exhaustion and four indicators of job performance.
Abstract: In a field study among 241 shop assistants and their 59 supervisors in fashion chain stores in Mainland China and Hong Kong, we found a negative relationship between emotional exhaustion and four indicators of job performance (overall performance, emotional display, OCB-O, and OCB-I) when employees perceived high levels of distributive justice in the exchange relationship with the organization, whereas emotional exhaustion was unrelated to any of these performance types when employees perceived low levels of distributive justice. In addition, this negative two-way interaction effect of emotional exhaustion by distributive justice on job performance was buffered when employees were high on positive affect and intensified when they were low on positive affect. We used the conservation of resources (COR) theory, the attribution model of justice, and the broaden-and-build theory of positive emotions to clarify and discuss the moderating roles of distributive justice and positive affect in the relationship between emotional exhaustion and job performance. Copyright (C) 2009 John Wiley & Sons, Ltd.
TL;DR: In this article, a longitudinal study examined how specific recovery experiences during the weekend (relaxation, mastery, control, and detachment) were associated with specific positive and negative affective states during the following workweek.
Abstract: Non-work experiences during the weekend provide opportunities to recover from work demands and to replenish lost resources. This longitudinal study examined how specific recovery experiences during the weekend (relaxation, mastery, control, and detachment), as well as non-work hassles, were associated with specific positive and negative affective states during the following workweek. Participants (N 1⁄4 229) completed surveys before the week- end, during the weekend, and during the following workweek. Hierarchical regression analyses revealed that after controlling for affective states the previous week, recovery experiences during the weekend significantly explained variance in affective states at the end of the weekend and during the following workweek. Suggestions for future research include a closer examination of the role of individual differences, self-regulation, and specific work demands in employee stress recovery.
TL;DR: In this article, a qualitative study examines objective-subjective career interdependencies within asample of 45 qualified immigrants (QIs) in Canada, Spain and France, identifying six major themes in QIs'subjective interpretations of objective barriers: maintaining motivation, managing identity, developing new credentials, developing local know-how, building a new social network and evaluating career success.
Abstract: Summary This qualitative study examines objective–subjective career interdependencies within asample of 45 qualified immigrants (QIs) in Canada, Spain and France. The particularchallenges inthis type ofself-initiated international careers arisefrom the power ofinstitutionsand local gatekeepers, the lack of recognition for QIs’ foreign career capital, and the need forproactivity. Resulting from primary data analysis, we identify six major themes in QIs’subjective interpretations of objective barriers: Maintaining motivation, managing identity,developing new credentials, developing local know-how, building a new social network andevaluating career success. Secondary data analysis distinguishes three QI career orien-tations—embracing, adaptive and resisting orientations—with each portraying distinctpatterns of motivation, identity and coping. This study extends the boundaryless careerperspective by providing a more fine-grained understanding of how qualified migrants manageboth physical and psychological mobility during self-initiated international career transitions.With regards to the interdependence between objective and subjective career aspects, itillustrates the importance of avoiding preference to one side at the neglect of the other, ortreating the two sides as independent of one another. Practical implications are proposed forcareer management efforts and receiving economies. Copyright # 2010 John Wiley & Sons,Ltd.Keywords: boundaryless career; qualified immigrants; career orientations; mobility; coping
TL;DR: In this paper, the authors seek to account for modest and inconsistent empirical support for a positive relationship between team autonomy and team performance by proposing that team task uncertainty impacts on team performance and moderates the impact of increased autonomy.
Abstract: In this paper, we seek to account for modest and inconsistent empirical support for a positive relationship between team autonomy and team performance by proposing that team task uncertainty impacts on team performance and moderates the impact of increased autonomy. Task uncertainty is defined in terms of a team's lack of prior knowledge about which operational problems will arise when, and the best way of dealing with them. Results from a longitudinal field study of 17 wastewater treatment teams showed that higher levels of task uncertainty were initially associated with reduced performance, assessed in terms of the quality of treated effluent produced by the teams. An intervention designed to enhance team autonomy led to general improvements in team performance, though moderated by team task uncertainty. Under conditions of enhanced team autonomy, a positive relationship emerged between task uncertainty and team performance. Copyright © 2010 John Wiley & Sons, Ltd.
TL;DR: In this article, the authors examined the interplay between the quality of relationships with coworkers and work motivation in predicting burnout and found that high-quality relationships are crucial for those employees who exhibit less self-determined work motivation.
Abstract: The present prospective study examines the interplay between the quality of relationships with coworkers and work motivation in predicting burnout. Considering self-determined motivation at work as a potential moderator, we investigated whether relationships with coworkers are equally important to all employees in preventing burnout. A total of 533 college employees participated in this study. Data were collected at two time points, two years apart. Results from structural equation modeling indicated negative main effects for high-quality relationships and self-determined motivation on burnout. A significant interaction effect between these two factors on burnout was also revealed, suggesting that high-quality relationships with coworkers is crucial for those employees who exhibit less self-determined work motivation. Implications for burnout research and management practices are discussed (Deci & Ryan, 1985). Copyright © 2009 John Wiley & Sons, Ltd.
TL;DR: In this paper, the authors examine job design from the viewpoints of organizational behavior, sociology, economics, corporate strategy, entrepreneurship, and evolutionary psychology, and explore how employees take initiative to craft their jobs, negotiate idiosyncratic deals, and navigate entrepreneurial roles, corporate director roles, executive roles, and careers.
Abstract: This special issue introduces new cross-disciplinary, cross-level, and cross-cultural perspectives on job design. The authors examine job design from the viewpoints of organizational behavior, sociology, economics, corporate strategy, entrepreneurship, and evolutionary psychology. They consider job design in the context of interpersonal interactions, teams, leadership, networks, occupations, organizational structures, national cultures, and institutional fields. They explore how employees take initiative to craft their jobs, negotiate idiosyncratic deals, and navigate entrepreneurial roles, corporate director roles, executive roles, and careers. Copyright © 2010 John Wiley & Sons, Ltd.
TL;DR: The authors discuss how aspects of the occupational and organizational context can constrain or enable the emergence of different work design features as well as influence the relationships between work design feature and various outcomes.
Abstract: Despite nearly 100 years of scientific study, comparatively little attention has been given to articulating how the broader occupational and organizational context might impact work design. We seek to address this gap by discussing how aspects of the occupational and organizational context can constrain or enable the emergence of different work design features as well as influence the relationships between work design features and various outcomes. We highlight how different forms of context might impact work design and suggest that this is an important and potentially fruitful area for future work design research and theory. Copyright © 2010 John Wiley & Sons, Ltd.
TL;DR: In this paper, a theory of leader developmental readiness is examined comprised of leaders' motivation and ability to develop, which is promoted through self-awareness, self-complexity, and meta-cognitive ability.
Abstract: A theory of leader developmental readiness is examined comprised of leaders' motivation and ability to develop. Early theory-building and testing suggests leaders' motivation to develop is promoted through interest and goals, learning goal orientation, and developmental efficacy; while leaders' ability to develop is promoted through self-awareness, self-complexity, and meta-cognitive ability. Copyright © 2010 John Wiley & Sons, Ltd.
TL;DR: In this paper, the authors investigate teleworkers' propensity to share knowledge by investigating if the relational qualities of teleworkers in the form of trust, interpersonal bond, and commitment, act to impact teleworker knowledge sharing.
Abstract: Given the growing importance and complexities of telework and the challenges associated with knowledge sharing, in this study we investigate teleworkers and their propensity to share knowledge. We do so by investigating if the relational qualities of teleworkers in the form of trust, interpersonal bond, and commitment, act to impact teleworker knowledge sharing. We also investigate how telework's altered spatial and technical interactions shape knowledge sharing, by testing the contingent role of technology support, face-to-face interactions, and electronic tool use. Results using matched data from 226 teleworkers support the role of teleworker trust, interpersonal bond, and commitment in predicting knowledge sharing. Moreover, the impact of trust on knowledge sharing is found to be moderated by technology support, face-to-face interactions, and use of electronic tools, whereas the impact of commitment is contingent upon the use of electronic tools. Copyright © 2009 John Wiley & Sons, Ltd.
TL;DR: A conceptual model developed by Seo, Barrett, and Bartunek (2004) that predicted the impacts of core affect on three behavioral outcomes of work motivation, generative-defensive orientation, effort, and persistence was tested.
Abstract: The purpose of this paper was to contribute to understanding of the crucial role of emotion in work motivation by testing a conceptual model developed by Seo, Barrett, and Bartunek (2004) that predicted the impacts of core affect on three behavioral outcomes of work motivation, generative-defensive orientation, effort, and persistence. We tested the model using an Internet-based investment simulation combined with an experience sampling procedure. Consistent with the predictions of the model, pleasantness was positively related to all three of the predicted indices. For the most part, these effects occurred indirectly via its relationships with expectancy, valence, and progress judgment components. Also as predicted by the model, activation was directly and positively related to effort. Copyright © 2009 John Wiley & Sons, Ltd.
TL;DR: In this paper, the authors investigated how creativity is influenced by externally imposed structure (how structured the task is), internal, cognitively produced, and how structured the individuals' cognitive style is, and the interaction between these two factors.
Abstract: Summary This research investigates how creativity is influenced by externally imposed structure (how structured the task is), internal, cognitively produced, structure (how structured the individuals’ cognitive style is), and the interaction between these two factors. Reviewing past literature, we find a contradiction. Studies that focused on the situational perspective found that externally imposed structure increases creativity. In contrast, studies that focused on the individual found that systematic (structured) cognitive style decreases creativity. In two empirical studies we investigated this seeming contradiction. We focused on two aspects of externally imposed structure: The construction of the task (Study 1) and the instructions provided (Study 2). The findings of both studies revealed that creativity was higher under structured conditions. We also show that intuitive individuals are more creative than systematic individuals, but mainly under free conditions, where structure is not externally imposed. Copyright # 2009 John Wiley & Sons, Ltd.
TL;DR: In this paper, a conceptual model is developed that explores how relationship conflict impacts performance through its effects on trust and exchange, and the authors use social and self-categorization theories to explain and explore this effect on both relationship conflict and trust.
Abstract: Research shows that relationship conflict has a negative impact on job performance. There is scant theoretical work, however, explaining the interpersonal dynamics that lead to this outcome. A conceptual model is developed that explores how relationship conflict impacts performance through its effects on trust and exchange. We argue that relationship conflict has a detrimental effect on trust motivating coworkers to rely more on calculus-based trust than on relationship-based trust. This, in turn, affects the form of exchange coworkers use with one another, leading them to rely on negotiated exchange to the exclusion of reciprocal exchange. This kind of exchange relationship, finally, affects in-role, extra-role, and attitudinal outcomes. The literature shows that superordinate goals can mitigate relationship conflict and we use social and self-categorization theories to explain and explore this effect on both relationship conflict and trust. How trust and exchange might change over time is also explored. Copyright © 2009 John Wiley & Sons, Ltd.
TL;DR: In this paper, a functionalist perspective is used to understand why employees engage in organizational citizenship behavior (OCB) and identify other-oriented and self-oriented functions as predictors of OCB.
Abstract: This paper argues that taking a functionalist perspective can contribute to a more complete understanding of why employees engage in organizational citizenship behavior (OCB). Informed by the volunteerism literature, a number of other-oriented and self-oriented functions are identified as predictors of OCB including value-expression, social, and career-related motives. Copyright © 2010 John Wiley & Sons, Ltd.