Showing papers in "Personnel Psychology in 2016"
TL;DR: This paper conducted an in-depth review and content analysis of what variables, and why such variables are controlled for, in 10 of the most popular research domains (task performance, organizational citizenship behaviors, turnover, job satisfaction, organizational commitment, employee burnout, personality, leader member exchange, organizational justice, and affect) in organizational behavior/human resource management (OB/HRM) and applied psychology.
Abstract: The use of control variables plays a central role in organizational research due to practical difficulties associated with the implementation of experimental and quasi-experimental designs. As such, we conducted an in-depth review and content analysis of what variables, and why such variables are controlled for, in 10 of the most popular research domains (task performance, organizational citizenship behaviors, turnover, job satisfaction, organizational commitment, employee burnout, personality, leader‒member exchange, organizational justice, and affect) in organizational behavior/human resource management (OB/HRM) and applied psychology. Specifically, we examined 580 articles published from 2003 to 2012 in AMJ, ASQ, JAP, JOM, and PPsych. Results indicate that, across research domains with clearly distinct theoretical bases, the overwhelming majority of the more than 3,500 controls identified in our review converge around the same simple demographic factors (i.e., gender, age, tenure), very little effort is made to explain why and how controls relate to focal variables of interest, and control variable practices have not changed much over the past decade. To address these results, we offer best-practice recommendations in the form of a sequence of questions and subsequent steps that can be followed to make decisions on the appropriateness of including a specific control variable within a particular theoretical framework, research domain, and empirical study. Our recommendations can be used by authors as well as journal editors and reviewers to improve the transparency and appropriateness of practices regarding control variable usage.
855 citations
TL;DR: A meta-analysis that examines the relationship between leader-member exchange (LMX) relationship quality and a multidimensional model of work performance (task, citizenship, and counterproductive performance) is presented in this article.
Abstract: This paper reports a meta-analysis that examines the relationship between leader-member exchange (LMX) relationship quality and a multidimensional model of work performance (task, citizenship, and counterproductive performance). The results show a positive relationship between LMX and task performance (146 samples, ρ = .30) as well as citizenship performance (97 samples, ρ = .34), and negatively with counterproductive performance (19 samples, ρ = -.24). Of note, there was a positive relationship between LMX and objective task performance (20 samples, ρ = .24). Trust, motivation, empowerment, and job satisfaction mediated the relationship between LMX and task and citizenship performance with trust in the leader having the largest effect. There was no difference due to LMX measurement instrument (e.g., LMX7, LMX-MDM). Overall, the relationship between LMX and performance was weaker when (a) measures were obtained from a different source or method and (b) LMX was measured by the follower than the leader (with common source- and method-biased effects stronger for leader-rated LMX quality). Finally, there was evidence for LMX leading to task performance but not for reverse or reciprocal directions of effects.
436 citations
TL;DR: In this article, the authors use meta-analytic techniques to synthesize prior UET research on the relationships among commonly studied CEO characteristics, firm strategic actions, and future firm performance.
Abstract: What roles do CEOs play in firm performance? To address this question, the management field has accumulated a substantial amount of research over the past 3 decades built on upper echelons theory (UET), which posits that CEO characteristics manifest in firm strategic actions and, in this way, future firm performance. Hence, there is a need to systematically amass and take stock of prior empirical findings for UET testing and development. We use meta-analytic techniques to synthesize prior UET research on the relationships among commonly studied CEO characteristics, firm strategic actions, and future firm performance. Based on 308 studies, meta-analytic results generally support UET's predictions with a few exceptions: CEO characteristics (i.e., tenure, formal education, prior career experience, and positive self-concept) are significantly associated with firm strategic actions, which in turn are significantly related to future firm performance. Moreover, CEO characteristics (i.e., age, tenure, formal education, and prior career experience) are positively related to future firm performance. In addition, fine-grained analyses have revealed interesting and important relationships between specific measures of CEO characteristics (e.g., CEO prior task experience) and firm outcomes (e.g., firm strategic actions that match with CEO prior task experience). Implications for theory, future research, and practice are discussed. [ABSTRACT FROM AUTHOR]
226 citations
TL;DR: For example, the authors found that having a large number of multiplex friendships at work is a mixed blessing and negative effect on job performance through emotional exhaustion, which is offset, in part, through enhanced positive affect.
Abstract: Theory and research note the ubiquity of multiplex workplace friendships—multifaceted relationships that superimpose friendship with work-focused interactions—but it is unclear how they compel or hinder job performance. In a study of insurance company employees (n = 168), we found that the number of multiplex workplace friendships in one's social network is positively associated with supervisor ratings of job performance. However, we also found that there is a negative indirect effect on job performance through emotional exhaustion, which is offset, in part, through enhanced positive affect. Results of a second study of restaurant and retail sales employees (n = 182) provide greater insight into the positive and negative effects of multiplex workplace friendships. Specifically, these relationships enhanced job performance through trust but detracted from job performance through maintenance difficulty. Collectively, our results illustrate that having a large number of multiplex friendships at work is a mixed blessing. Although the provision and restoration of resources fostered by multiplex relationships benefits employee job performance, these benefits are muted somewhat by the personal resources they deplete.
176 citations
TL;DR: Li et al. as mentioned in this paper explored how and when supervisor support promotes innovative behavior by examining intrinsic motivation as a mediator and employee general self-efficacy and internal locus of control as boundary conditions.
Abstract: Previous research is inconclusive about whether supervisor support always increases employee innovative behavior. To address this inconsistency, this research explores how and when supervisor support promotes innovative behavior by examining intrinsic motivation as a mediator and employee general self-efficacy and internal locus of control as boundary conditions. Although these 2 positive self-view variables are similar in terms of their positive effects on a variety of desirable work outcomes, we draw on self-verification theory, which posits that self-confirming information draws more attention, to reason that they exhibit opposite moderating effects on the influence of supervisor support. Based on 2 samples of employees in different industries and locations in China, this moderated mediated model was supported. General self-efficacy showed an enhancement moderating effect, such that it amplified the mediated relationship between supervisor support and employee innovative behavior via intrinsic motivation. In contrast, internal locus of control showed a substitutional moderating effect, such that it weakened this mediated relationship. Theoretical and practical implications are discussed.
118 citations
TL;DR: In this paper, the authors integrated theoretical perspectives related to distributed leadership in geographically dispersed teams with empowering leadership theory to build a multilevel model of virtual collaboration and performance in dispersed teams.
Abstract: Our research integrates theoretical perspectives related to distributed leadership in geographically dispersed teams with empowering leadership theory to build a multilevel model of virtual collaboration and performance in dispersed teams. We test the model with procurement teams in a major multinational corporation. Our results show a significant cross-level effect of empowering team leadership, such that under conditions of high empowering team leadership, a team member's virtual teamwork situational judgment (VT-SJ) is positively and significantly associated with his or her virtual collaboration behaviors and also indirectly with his or her individual performance in the team. At the team level, our findings also suggest that the impact of empowering leadership on team members’ aggregate virtual collaboration, and indirectly on team performance, increases at higher levels of team dispersion. These findings shed important light on the role of team leadership in fostering effective collaboration and performance of geographically dispersed virtual teams.
104 citations
TL;DR: In this paper, the role of customer treatment toward employees in channeling emotional labor's impact on employee emotional well-being was examined, and the results showed that employees engaging in more surface acting were more likely to receive negative treatment from customers, which in turn increased their negative affect and emotional exhaustion.
Abstract: Emotional labor refers to the process of regulating both feelings and expressions in response to the display rules for promoting organizational goals. Existing literature has provided strong evidence for the impact of emotional labor (i.e., surface acting and deep acting) on service employees’ emotional exhaustion. However, the empirical examination of the mechanisms underlying this association is largely missing from prior research. Drawing on the social interaction model of emotion regulation, this article reported 2 daily diary studies examining the role of customer treatment toward employees in channeling emotional labor's impact on employee emotional well-being. Specifically, Study 1 measured emotional labor at the between-person level as habitual emotional regulation strategies used by service employees, and Study 2 measured emotional labor at the within-person level to capture its fluctuations. Results showed that employees engaging in more surface acting were more likely to receive negative treatment from customers, which in turn increased their negative affect and emotional exhaustion. Further, employees engaging in more deep acting were more likely to receive positive treatment from customers, which in turn increased their positive affect. Implications and limitations of these findings were discussed.
88 citations
TL;DR: This paper assessed presumed consequences of hypothesizing after results are known (HARKing) by contrasting hypothesized versus non-hypothesized effect sizes among 10 common relations in organizational behavior, human resource management, and industrial and organizational psychology research.
Abstract: We assessed presumed consequences of hypothesizing after results are known (HARKing) by contrasting hypothesized versus nonhypothesized effect sizes among 10 common relations in organizational behavior, human resource management, and industrial and organizational psychology research. In Study 1, we analyzed 247 correlations representing 9 relations with individual performance in 136 articles published in Journal of Applied Psychology and Personnel Psychology and provide evidence that correlations are significantly larger when hypothesized compared to nonhypothesized. In Study 2, we analyzed 281 effect sizes from a meta-analysis on the job satisfaction–job performance relation and provide evidence that correlations are significantly larger when hypothesized compared to nonhypothesized. In addition, in Study 2, we documented that hypothesized variable pairs are more likely to be mentioned in article titles or abstracts. We also ruled out 13 alternative explanations to the presumed HARKing effect pertaining to methodological (e.g., unreliability, publication year, research setting, research design, measure contextualization, publication source) and substantive (e.g., predictor–performance pair, performance measure, satisfaction measure, occupation, job/task complexity) issues. Our results suggest that HARKing seems to pose a threat to research results, substantive conclusions, and practical applications. We offer recommended solutions to the HARKing threat.
87 citations
TL;DR: This article found an inverted U-shaped relationship between leader-member exchange (LMX) differentiation and team coordination, which partially mediated LMX differentiation's inverted Ushaped relationship with team performance, and examined both team size and team power distance orientation as moderators.
Abstract: The leader–member exchange (LMX) literature argues that leaders develop different quality dyadic relationships with members in the same team (i.e., LMX differentiation). Research has generally not found support for a linear (i.e., main effect) relationship between LMX differentiation and team performance; rather, moderators typically determine whether the relationship is significantly positive or negative. Examining linear effect moderators alone, however, does not account for (a) potential curvilinear (i.e., inverted U-shaped) effects, (b) explanatory mechanisms of how LMX differentiation influences team performance, or (c) moderators of curvilinear effects. Integrating social identity theory with LMX differentiation research, we propose inverted U-shaped relationships between LMX differentiation and both team coordination (as a mediator) and team performance (as an outcome), and we examine both team size and team power distance orientation as moderators. Using data from 928 employees in 145 teams in 3 organizations, we found an inverted U-shaped relationship between LMX differentiation and team coordination, which, in turn, partially mediated LMX differentiation's inverted U-shaped relationship with team performance. Larger teams, or those with higher team power distance orientation, benefit more from LMX differentiation. By integrating social identity theory with LMX differentiation research, we enhance the understanding of the processes by, and conditions under, which LMX differentiation affects team performance both positively and negatively.
69 citations
TL;DR: In this paper, the authors used the metatheoretical principle of cumulative advantage as a framework to understand the presence of heavy-tailed productivity distributions and productivity stars, and found that higher levels of multiplicity of productivity, monopolistic productivity, job autonomy, and job complexity are associated with a higher probability of an underlying power law distribution, whereas lower productivity ceilings (i.e., insulator of the cumulative advantage) were associated with lower probability.
Abstract: We use the metatheoretical principle of cumulative advantage as a framework to understand the presence of heavy-tailed productivity distributions and productivity stars. We relied on 229 datasets including 633,876 productivity observations collected from approximately 625,000 individuals in occupations including research, entertainment, politics, sports, sales, and manufacturing, among others. We implemented a novel methodological approach developed in the field of physics to assess the precise shape of the productivity distribution rather than relying on a normal versus nonnormal artificial dichotomy. Results indicate that higher levels of multiplicity of productivity, monopolistic productivity, job autonomy, and job complexity (i.e., conductors of cumulative advantage) are associated with a higher probability of an underlying power law distribution, whereas lower productivity ceilings (i.e., insulator of cumulative advantage) are associated with a lower probability. In addition, higher levels of multiplicity of productivity, monopolistic productivity, and job autonomy were associated with a greater proportion of productivity stars (i.e., productivity distributions with heavier tails), whereas lower productivity ceilings were associated with a smaller proportion of productivity stars (i.e., productivity distributions with lighter tails). Results serve as a building block for future theory development and testing efforts aimed at understanding why, when, and how the distribution of individual productivity may follow a nonnormal curve—and to what extent. We also discuss implications for organizations and management in terms of the design and implementation of human resource systems (e.g., selection, training, compensation), as well as for individuals interested in becoming productivity stars themselves.
67 citations
TL;DR: In this paper, a multilevel model linking managerial coaching frequency and skill to the sales goal attainment of 1,246 sales representatives in 136 teams within a pharmaceuticals organization over a year was presented.
Abstract: Managerial coaching is a process of feedback provision, behavioral modeling, and goal setting with subordinates to improve their performance and address their personal challenges. Despite the popularity of coaching as a management practice, the impact of coaching on objective measures of performance remains unclear. To this end, we tested a multilevel model linking managerial coaching frequency and skill to the sales goal attainment of 1,246 sales representatives in 136 teams within a pharmaceuticals organization over a year. Managers' coaching skill, which was evaluated in the context of a training exercise, was directly related to the annual sales goal attainment of the sales representatives that they supervised. This effect was partially mediated by team-level role clarity, as predicted by feedback intervention theory and goal setting theory. In addition, coaching skill had a cross-level moderating effect on the relationship between coaching frequency and sales goal attainment; coaching frequency had a negative effect on goal attainment when coaching skill was low. We discuss the implications of this finding for coaching research and practice. Overall, our results demonstrate the clear theoretical and practical importance of effective managerial coaching by drawing on multisource and multilevel measurements with a predictive design. [ABSTRACT FROM AUTHOR]
TL;DR: In this paper, the authors found that both internal and external networking behaviors differentially predicted decisions to voluntarily leave employers 2 years later: the likelihood of voluntary turnover was negatively predicted by internal networking and positively predicted by external networking.
Abstract: Although the career benefits associated with professional networking are relatively well established, the repercussions of this highly regarded career management activity for voluntary turnover have rarely been examined. Given the potential costs associated with voluntary turnover, this study sought to clarify the roles of networking behaviors in relation to voluntary turnover by focusing on the distinction between internal and external networking. Based on survey responses of industrial and organizational psychology professionals, we found that internal and external networking behaviors differentially predicted decisions to voluntarily leave employers 2 years later: The likelihood of voluntary turnover was negatively predicted by internal networking and positively predicted by external networking. Furthermore, to shed light on the reasons why employee networking behaviors differentially predicted turnover decisions, this study also examined 4 turnover antecedents (job satisfaction, job embeddedness, perceived employment opportunities, and job offers) as potential mediating mechanisms. Results revealed that the relationships of internal and external networking with voluntary turnover were mediated by job embeddedness and job offers, respectively. We discuss the implications of these findings for understanding and managing employee networking and retention.
TL;DR: In this article, a resource-based account based on ego-depletion theory is proposed, which suggests that value incongruence consumes an individual's regulatory resources and leads to low work performance.
Abstract: Value incongruence between employees and organizations has been identified as a negative work condition. An attitude-based account suggests that value incongruence gives rise to negative attitudes toward organizations and thus causes low performance. To complement this mechanism, we propose a resource-based account based on ego-depletion theory, which suggests that value incongruence consumes an individual's regulatory resources and leads to low work performance. In support of this view, results from 2 survey studies and a vignette experiment reveal that value incongruence is positively associated with ego depletion, which in turn is negatively related to work performance. The mediation effect of ego depletion is independent of the attitude-based mechanism as represented by job satisfaction and affective commitment. Consistent with the affective consistency perspective, the relationship between value incongruence and ego depletion is stronger among employees high in positive affectivity and weaker among employees high in negative affectivity. The corresponding moderated mediation analysis shows that the indirect effects of value incongruence on work performance through ego depletion vary as a function of positive and negative affectivity. This investigation unravels the self-regulatory consequence of value incongruence and shows that the resource-based mechanism of value incongruence operates differentially as a function of dispositional affectivity.
TL;DR: This article found that the negative effect of LMX differentiation on work outcomes is more positive (or less negative) for employees with lower rather than higher LMX, and that negative moderation by one's own LMX status is stronger when top managers decentralize responsibilities to lower hierarchical levels and weaker when top manager impose a shared vision to guide the organization.
Abstract: The fundamental premise of the leader–member exchange (LMX) theory is that leaders’ relationships with their followers vary in quality. Although LMX differentiation (i.e., within-group variation in the quality of LMX) is generally considered a sound leadership practice, its effects on group members’ work outcomes remain poorly understood. Drawing on LMX and upper echelons theories, this study suggests that employees’ reactions to LMX differentiation depend on the personal LMX status of employees and the characteristics of the organizational context. Analyses of multilevel data collected from 502 employees organized into 135 work groups in 34 firms show that the impact of LMX differentiation on work outcomes is more positive (or less negative) for employees with lower rather than higher LMX. The findings highlight the importance of organizational boundary conditions for these interactions: The negative moderation by one's own LMX status is stronger when top managers decentralize responsibilities to lower hierarchical levels and weaker when top managers impose a shared vision to guide the organization.
TL;DR: In this paper, the authors examine workplace respect as an important condition that promotes increases in perceived organizational embeddedness (POE), focusing on young, educated employees' perceptions of organizational embedness.
Abstract: This study examines workplace respect as an important condition that promotes increases in perceived organizational embeddedness (POE). I especially focus on young, educated employees’ perceptions of organizational embeddedness, as these employees strongly desire being respected and valued. Guided by social exchange theory, I propose that increases in perceived respect promote increases in gratitude toward the organization, which in turn promote increases in POE over time. Increases in POE are in turn related to lower turnover. Data collected from a young, college-graduate sample (average age = 25) at five points over an 18-month period demonstrated that (a) within-person increases in perceived respect were associated with within-person increases in gratitude over 12 months, (b) within-person increases in gratitude were associated with within-person increases in POE over 12 months, and (c) employees who reported greater increases in POE over 12 months were less likely to leave their organizations 6 months afterward. In summary, this study illustrates that even workers in the early stages of their careers can feel increasingly embedded in their organizations when they feel increasingly respected by their colleagues.
TL;DR: In this paper, the authors investigate the effect of manager pay-for-performance on nonmanagement employee turnover in the context of agency theory and equity theory, and propose an alternative theoretical perspective that predicts that managerial pay for-performance policies may strain the employment relationship and increase nonmanagement employees' turnover.
Abstract: We tested the organization-level effects of manager pay-for-performance practices on nonmanagement employee turnover within the context of agency theory and equity theory—two frameworks commonly applied to understand compensation policy and practice. We also propose an alternative theoretical perspective that predicts that managerial pay-for-performance policies may strain the employment relationship and increase nonmanagement employee turnover, unless there are HR practices that train and incentivize managers to treat employees well. We compare these alternative models to establish how well each framework explains the observed effects. Agency theory and equity theory receive limited empirical support in our lagged panel data set of organizations, whereas broader empirical support is established for the strain effect of manager pay-for-performance on the employment relationship. We discuss the implications of our findings for compensation theory, research, and practice.
TL;DR: This paper examined the role of personal preference, group norm misalignment, and misperception of group norms on employees' utilization of family-friendly benefits and found that when employees' preferences for benefit utilization were misaligned with the perceived group norm, they adjusted their familyfriendly benefit utilization in a manner congruent with the norm, even when that norm was misperceived.
Abstract: Despite their increasing popularity, family-friendly benefits are frequently underutilized. Drawing on literatures concerning social norms and pluralistic ignorance, this study examines the role of personal preference, group norm misalignment, and misperception of group norms on employees' utilization of family-friendly benefits. In 2 samples (154 firefighters and 440 nurses) across 3 data collection periods, we found that when employees' preferences for benefit utilization were misaligned with the perceived group norm, they adjusted their family-friendly benefit utilization in a manner congruent with the norm, even when that norm was misperceived. Further, we found that family-friendly benefit utilization was negatively associated with work-family conflict. Together, our findings suggest that misperceived social norms regarding family-friendly benefit utilization can lead to situations whereby employees do not utilize family-friendly benefits because they mistakenly perceive utilization is not socially accepted and, as a result, experience higher work-family conflict. [ABSTRACT FROM AUTHOR]
TL;DR: In this article, the authors use cross-level polynomial regression and data obtained early and 1 year later within an organization implementing a lean manufacturing transformation to model changes in individual perceptions.
Abstract: Maintaining momentum is a key influence on the ultimate success of large-scale change. In this paper, we develop theory to explain how stable versus shifting change-supportive perceptions over time differentially influence the perceived momentum associated with goal-directed change (i.e., change-based momentum). We use cross-level polynomial regression and data obtained early and 1 year later within an organization implementing a lean manufacturing transformation to model changes in individual perceptions. Results suggest that momentum perceptions are higher for “Champions” (stable and high perceptions over time) as compared to “Converts” (increasing perceptions over time), but momentum perceptions are lower for “Defectors” (decreasing perceptions over time) as compared to “Doubters” (stable and low perceptions over time). We find that even if participants converge upon change-supportive perceptions later in the change process, early divergent perceptions influence subsequent momentum for the change. These findings highlight the important role of temporal shifts in perceptions for organizational change processes.
TL;DR: In this paper, the authors examined the effects of transparency on criterion-related validity, impression management, and fairness perceptions using supervisor-rated job performance data as the criterion and found that self-promotion in the non-transparent AC was more positively related to job performance than self-Promotion in a transparent AC.
Abstract: Assessment centers (ACs) are popular selection devices in which assessees are assessed on several dimensions during different exercises. Surveys indicate that ACs vary with regard to the transparency of the targeted dimensions and that the number of transparent ACs has increased during recent years. Furthermore, research on this design feature has put conceptual arguments forward regarding the effects of transparency on criterion-related validity, impression management, and fairness perceptions. This study is the first to examine these effects using supervisor-rated job performance data as the criterion. We conducted simulated ACs with transparency as a between-subjects factor. The sample consisted of part-time employed participants who would soon be applying for a new job. In line with our hypothesis, results showed that ratings from an AC with nontransparent dimensions were more criterion valid than ratings from an AC with transparent dimensions. Concerning impression management, our results supported the hypothesis that transparency moderates the relationship between self-promotion and job performance, such that self-promotion in the nontransparent AC was more positively related to job performance than self-promotion in the transparent AC. The data lent no support for the hypothesis that participants’ perceptions of their opportunity to perform are higher in the transparent AC.
TL;DR: The authors examined the effects of justice perceptions on job acceptance decisions across 2 samples (n = 332 and 2,974) of applicants to jobs within the U.S. military.
Abstract: Drawing on extant recruitment and organizational justice theory, this research examines the effects of justice perceptions on job acceptance decisions across 2 samples (n = 332 and 2,974) of applicants to jobs within the U.S. military. More specifically, we examine justice–job offer acceptance relations relative to other pertinent recruitment predictors including, organizational image, familiarity, person–organization (P–O) fit perceptions, and recruiter behaviors. Findings from both studies support the importance of justice perceptions in influencing job offer acceptance. Fairness perceptions accounted for 29.37% and 19.22% of the unique variance in job offer acceptance, in Studies 1 and 2, respectively. The results of this research provide much needed empirical evidence to the scant literature on actual job acceptance and highlight important practical implications for employers.
TL;DR: In this article, a dynamic, computational model of performance-as-results is used to examine possible sources of such distributions, such as pure luck, multiplicative combinations of factors where 1 of those factors has a zero origin, Matthew effects associated with learning, and feedback effects of performance on resource allocation policies by external agents.
Abstract: The typical assumption that performance is distributed normally has come under question in recent years (e.g., O'Boyle & Aguinis, 2012). This paper uses a dynamic, computational model of performance-as-results to examine possible sources of such distributions. That is, building off the classic model of job performance (Campbell & Pritchard, 1976), components of a dynamic model are examined in 4 separate experiments using Monte Carlo simulations. The experiments indicate that positively skewed distributions can arise from pure luck, multiplicative combinations of factors where 1 of those factors has a zero origin, Matthew effects associated with learning, and feedback effects of performance on resource allocation policies by external agents. The results are discussed in terms of explanations for positively skewed performance distributions and the use and expansion of the computational model for examining dynamic performance more generally. [ABSTRACT FROM AUTHOR]
TL;DR: In this article, the authors present a more accurate method for correcting for range restriction (Case V) that expands upon Bryant and Gokhale's (1972) method, and evaluate the accuracy of the Case V method vis-a-vis existing methods.
Abstract: In this study, we present a more accurate method for correcting for range restriction (Case V) that expands upon Bryant and Gokhale's (1972) method. We further present detailed steps to incorporate the Case V method into Schmidt and Hunter's (2015) psychometric meta-analysis methods (both individual correction and artifact distribution approaches). We then evaluate the accuracy of the Case V method vis-a-vis existing methods. Monte-Carlo simulation results indicate that the Case V method provides very accurate estimates for the mean true score correlation and reasonably accurate estimates for the true standard deviation. More important, Case V almost always provides more accurate results than alternative methods (particularly, Case IV). To illustrate how the Case V method works with real data, we conduct a reanalysis of Judge, Heller, and Mount's (2002) meta-analysis examining the relationships between the Big 5 personality traits and job satisfaction. Results indicate that the true score correlations between the Big 5 traits and job satisfaction have been underestimated, whereas their true standard deviations have been overestimated. Implications for range restriction corrections in organizational research are discussed. [ABSTRACT FROM AUTHOR]
TL;DR: In this article, the authors examined the indirect relationship between learning climate and employees' creativity and adaptivity and found that this mediation through engagement is moderated by the sector of employment.
Abstract: This study examines the indirect relationship between learning climate and employees’ creativity and adaptivity. Utilizing multi-level modeling analysis techniques and data from a sample of 625 employees from 12 different organizations in Israel, we tested the proposed relationship as mediated by employee engagement and moderated by sector of employment (business versus public). Results were generally consistent with the hypothesized conceptual model in that we found the indirect relationship between learning climate and employees’ creativity and adaptivity to be mediated by employee engagement. In addition, we found that this mediation through engagement is moderated by sector of employment. We conclude that the relationship between learning climate and employee performance behaviors is more complex than previously argued in the learning climate literature. Implications for theory and practice are discussed.
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