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Showing papers in "Personnel Psychology in 2017"


Journal ArticleDOI
TL;DR: The authors conducted a comprehensive meta-analysis on the antecedents and outcomes of psychological safety in the workplace and examined the extent to which psychological safety influences both task performance and organizational citizenship behaviors over and beyond related concepts such as positive leader relations and work engagement.
Abstract: Although psychological safety research has flourished in recent years, and despite the empirical support for the important role of psychological safety in the workplace, several critical questions remain. In order to address these questions, we aggregate theoretical and empirical works, and draw on 136 independent samples representing over 22,000 individuals and nearly 5,000 groups, to conduct a comprehensive meta-analysis on the antecedents and outcomes of psychological safety. We not only present the nomological network of psychological safety but also extend this research in 4 important ways. First, we compare effect sizes to determine the relative effectiveness of antecedents to psychological safety. Second, we examine the extent to which psychological safety influences both task performance and organizational citizenship behaviors over and beyond related concepts such as positive leader relations and work engagement. Third, we examine whether research design characteristics and national culture alter validities within the nomological network, thus promoting a more accurate and contextualized understanding of psychological safety. Finally, we test the homology assumption by comparing the effect sizes of the antecedents and outcomes of psychological safety across individual and group levels of analysis. We conclude with a discussion of the areas in need of future examination.

408 citations


Journal ArticleDOI
TL;DR: The authors found that undifferentiated constructive voice is associated with a wide range of antecedents that fit in Morrison's five categories: (a) dispositions, (b) job and organizational attitudes and perceptions, (c) emotions, beliefs, and schemas, (d) supervisor and leader behavior, and (e) contextual factors.
Abstract: This article reports meta-analyses intended to clarify and enhance our understanding of voice and its promotive and prohibitive forms. We find that undifferentiated constructive voice is associated with a wide range of antecedents that fit in Morrison's (2014) five categories: (a) dispositions, (b) job and organizational attitudes and perceptions, (c) emotions, beliefs, and schemas, (d) supervisor and leader behavior, and (e) contextual factors. However, relative weight analyses reveal a highly dominant variable within each category (personal initiative, felt responsibility, engagement, leader–member exchange, and positive workplace climate). We also find that undifferentiated constructive voice has a moderate zero-order association with job performance that is nonsignificant when task performance and organizational citizenship behavior are also considered. Finally, we explore how associations vary as a function of whether voice is promotive or prohibitive. First, there are significant differences in associations with over a third of the antecedents (core self-evaluations, felt responsibility, organizational commitment, detachment, psychological safety, ethical leadership, and leader openness). Second, although promotive voice has a positive association with job performance, the opposite is true for prohibitive voice. We conclude with suggestions to enhance our understanding of voice, especially with respect to efforts needed to clarify and distinguish promotive and prohibitive voice.

268 citations


Journal ArticleDOI
TL;DR: In this article, the authors provide a framework that elaborates on four conceptualizations of work-family balance: additive spillover (unique effects of bi-directional conflict and enrichment), multiplicative spillover, balance satisfaction and balance effectiveness.
Abstract: This paper provides a framework that elaborates on four conceptualizations of work-family balance: additive spillover (unique effects of bi-directional conflict and enrichment), multiplicative spillover (interactive effects of lower conflict with higher enrichment), balance satisfaction (one's attitude toward resource allocation across work and family roles) and balance effectiveness (one's interdependent self-evaluation of meeting shared expectations across work and family roles). We describe the conceptual differences among these approaches and hypothesize how they operate differently in predicting work and family attitudes and performance. Relative weights analyses showed that additive spillover was the most important predictor of work attitudes (organizational commitment, job satisfaction, and turnover intent), followed by balance satisfaction and effectiveness. However, balance satisfaction and effectiveness together were the most important predictors of family satisfaction and job and family performance. Mediation tests revealed that unique and interactive effects of bidirectional conflict and enrichment related to work and family attitudes and performance indirectly through balance satisfaction and effectiveness. We discuss implications of these findings and offer suggestions to guide future research and theory on work-family balance.

158 citations


Journal ArticleDOI
TL;DR: In this paper, a multisource study with a sample of 1,058 employed students asked to collect online ratings from their supervisors and coworkers was conducted, and the results indicated that target participants who report better relationship quality with informants, fewer organizational constraints, and more favorable self-evaluations on behaviors to be rated by informants were more likely to be included in multi-source data unsuspicious of being fabricated.
Abstract: In snowball sampling for multisource studies, researchers ask target participants to recruit informants. Despite its widespread use, especially for recruiting informants for multisource research, virtually no published research has addressed possible biases snowball sampling may cause in findings of this type of research. Such potential biases were tested empirically in a multisource study with a sample of 1,058 employed students asked to collect online ratings from their supervisors and coworkers. Informant ratings were obtained for 358 target participants. Objective indicators were employed to identify informant ratings suspicious of being fabricated. Results indicated that target participants who report (a) better relationship quality with informants, (b) fewer organizational constraints, and (c) more favorable self-evaluations on behaviors to be rated by informants were more likely to be included in multisource data unsuspicious of being fabricated. Inclusion of informant ratings suspicious of being fabricated led to inflated estimates of self-other consensus and of variance accounted for in criterion measures, to deflated informant rating means, but also to a target sample less restricted in terms of relevant organizational variables. In sum, the present findings suggest that potential biases should be identified in future uses of snowball sampling. Some practical recommendations toward that end are derived.

96 citations


Journal ArticleDOI
TL;DR: In this paper, the authors developed and tested a model linking developmental experiences to leadership effectiveness and promotability through two mediating processes based on social cognitive and social capital theories, and found that a manager's exposure to three types of developmental experiences (formal development programs, developmental job challenges, and developmental supervision) would positively relate to supervisor's assessment of the manager's leadership effectiveness in the current job role and promoteability within the organization.
Abstract: We developed and tested a model linking developmental experiences to leadership effectiveness and promotability through 2 mediating processes based on social cognitive and social capital theories. We hypothesized that a manager's exposure to 3 types of developmental experiences (formal development programs, developmental job challenges, and developmental supervision) would positively relate to supervisor's assessment of the manager's leadership effectiveness in the current job role and promotability within the organization through the manager's leadership self-efficacy and size and quality of the manager's mentor network. Results based on a sample of 235 retail managers showed that leadership self-efficacy and mentor network fully mediated the relationship between job challenges and promotability, whereas leadership self-efficacy also fully mediated the relationship between job challenges and leadership effectiveness. Developmental supervision was indirectly related to promotability through mentor network. In addition, a 3-way interaction analysis revealed that participation in formal development activities had a positive indirect relationship with leadership effectiveness and promotability mediated by leadership self-efficacy when a manager experienced either lower levels of job challenge and developmental supervision, or higher levels of both. Our findings contribute to leadership knowledge by examining how both formal and informal developmental experiences relate to leadership effectiveness and promotability through social processes.

84 citations


Journal ArticleDOI
TL;DR: This article found that implicit culture beliefs (the beliefs about fixedness or malleability of cultural attributes) influenced intercultural rejection sensitivity, which impacted the cross-cultural adjustment of sojourning students and their subsequent CQ.
Abstract: Although international experience has been proposed as an important factor contributing to the development of cultural intelligence (CQ), its effect on CQ has often been assumed. Through a contact hypothesis framework, this study advances our understanding of CQ. It examines the process through which CQ changes occur against the backdrop of international exchanges. University students who were enrolled in an international exchange program with partners worldwide participated in this study. Using a 3-wave time-lagged design, we found that implicit culture beliefs (the beliefs about fixedness or malleability of cultural attributes) influenced intercultural rejection sensitivity, which impacted the cross-cultural adjustment of sojourning students and their subsequent CQ. Specifically, we found that cross-cultural adjustment experiences, particularly in the social domain, play an important role in influencing CQ. Findings from this study raise novel research questions and underscore the need for more empirical work in this area. Theoretical and practical implications are discussed.

75 citations


Journal ArticleDOI
TL;DR: This paper found that daily customer mistreatment predicted the experience of negative moods the next morning, which, in turn, led to higher levels of coworker helping the next day, but only when customer orientation was high.
Abstract: Mistreatment by customers is a common occurrence for many frontline service employees. Although some evidence suggests that employees engage in dysfunctional workplace behaviors as a result of mistreatment, others studies have suggested that employees may cope with such negative experiences by helping others. Drawing on negative state relief theory, we conducted 2 studies to test these relationships and examine whether service employees cope with negative emotions arising from such daily customer mistreatment by engaging in helping others. In Study 1, daily surveys from 70 restaurant employees showed that daily customer mistreatment predicted the experience of negative moods the next morning, which, in turn, led to higher levels of coworker helping the next day. In Study 2, daily surveys from 54 retail employees showed that daily customer mistreatment led to higher customer helping the next day, but only when customer orientation was high. Our results further show that helping behavior was associated with elevated positive affective experiences and that the proposed relationships differ depending on whether customer mistreatment is measured at a daily or a cumulative perspective. Specifically, cumulative customer mistreatment over time decreased general helping. These findings are discussed in relation to employees' coping strategies towards acute and cumulative mistreatment.

75 citations


Journal ArticleDOI
TL;DR: This article examined the interactive effect of employees' unethical behaviors and job performance on relationship conflict, and whether such conflict eventuates in workplace ostracism, concluding that high job performance may provide a motivated reason to ignore moral violations.
Abstract: Examined through the lens of moral psychology, we investigate when and why employees’ unethical behaviors may be tolerated versus rejected. Specifically, we examine the interactive effect of employees’ unethical behaviors and job performance onto relationship conflict, and whether such conflict eventuates in workplace ostracism. Although employees’ unethical behaviors typically go against moral norms, high job performance may provide a motivated reason to ignore moral violations. In this regard, we predict that job performance will mitigate the relationship between employee unethical behavior and workplace ostracism, as mediated by relationship conflict. Study 1, a multisource field study, tests and provides support for Hypotheses 1 and 2. Study 2, also a multisource field study, provides support for our fully specified model. Study 3, a time-lagged field study, provides support for our theoretical model while controlling for employees’ negative affectivity and ethical environment. Theoretical and practical implications are discussed.

63 citations


Journal ArticleDOI
TL;DR: In this article, a set of three complementary studies were conducted to examine whether high-quality mentoring relationships can buffer employees from the negative effects of ambient discrimination at work, and they found that mentoring may offer a singularly effective relationship that offers a safe harbor for employees faced with ambient discrimination.
Abstract: Applying a unifying theoretical framework of high-quality work relationships, we conducted a set of 3 complementary studies that examined whether high-quality mentoring relationships can buffer employees from the negative effects of ambient discrimination at work. Integrating relational mentoring with relational systems theory, we first examined whether the presence of a high-quality mentoring relationship buffers employees in a sample of 3,813 workers. In support of the “mentors-as-buffers” hypothesis, we found that employees who witnessed or were aware of racial discrimination at work had lower organizational commitment than those not exposed, but employees with high-quality mentoring relationships experienced less loss of commitment than those lacking mentors. We then examined the specific buffering behaviors used by mentors in high-quality relationships and whether these behaviors were effective for other work relationships and outcomes. Applying Kahn's typology, we developed and validated a measure of high-quality relational holding behaviors in a sample of 262 workers. Using this measure in a third sample of 557 workers, we found that mentors buffer by providing holding behaviors, but we did not find this buffering effect when supervisors or coworkers provided holding behaviors. This potent mentor buffering effect held across a range of outcomes, including organizational commitment, physical symptoms of stress, insomnia, and stress-related absenteeism. These studies suggest that mentoring may be a singularly effective relationship that offers a safe harbor for employees faced with ambient discrimination at work.

53 citations


Journal ArticleDOI
TL;DR: The authors examined how the implications of emotional labor can transfer from customer encounters to coworker interactions using temporally lagged data from a sample of frontline service employees and found that surface acting in customer service encounters is positively, and deep acting is negatively, related to ego depletion.
Abstract: This research examines how the implications of emotional labor can transfer from customer encounters to coworker interactions using temporally lagged data from a sample of frontline service employees. The results show that surface acting in customer service encounters is positively, and deep acting is negatively, related to ego depletion. Employees’ ego depletion, in turn, is positively associated with their interpersonally harmful behavior toward coworkers. Hence, ego depletion appears as a mediating variable that translates the implications of distinct emotional labor strategies into coworker harming. Moreover, emotion regulation self-efficacy moderates the role of surface acting. The positive indirect relationship between surface acting and coworker harming, via ego depletion, is buffered among employees with higher emotion regulation self-efficacy. These findings shed new light on the complex and far-reaching consequences of emotional labor. We demonstrate the relevance of emotional labor to third parties not directly involved in customer service encounters and highlight important mediators and boundary conditions of these indirect relations.

51 citations


Journal ArticleDOI
TL;DR: Based on self-regulation theories of stress processes, this paper proposed a model to examine the within-person mediation relationship between morning commuting stressors and selfregulation at work via morning commuting strain.
Abstract: Based on self-regulation theories of stress processes, the current study proposed a model to examine the within-person mediation relationship between morning commuting stressors and self-regulation at work via morning commuting strain. In addition, the study examined the moderating roles of daily task significance, daily family interference with work, and commuting means efficacy in this mediation model. Results from 45 bus commuters’ daily diary data over a period of 15 workdays indicated that the amount of morning commuting stressors experienced by the bus commuters was positively related to their morning commuting strain, which in turn had a negative impact on self-regulation at work. At the within-person level, daily task significance buffered the negative indirect relationship between morning commuting stressors and self-regulation at work via morning commuting strain, whereas daily family interference with work in the morning exacerbated this negative indirect relationship. Further, at the between-person level, commuting means efficacy buffered this negative indirect relationship such that the negative indirect effect was weaker for workers with higher (vs. lower) commuting means efficacy. Theoretical and practical implications of these findings are discussed. This article is protected by copyright. All rights reserved

Journal ArticleDOI
TL;DR: In this paper, a meta-analysis revealed variability in item-level relationships between self-ratings and observer ratings for specific CWB scale items (i.e., items from Bennett & Robinson, 2,000).
Abstract: Supervisor and coworker ratings (i.e., “observer ratings”) remain a common manner of measuring counterproductive work behavior (CWB) despite long-standing doubts that observers have the opportunity to witness the work behaviors they are expected to rate. We conducted 2 studies that evaluated the observability of CWB items and consequences of observability. First, we show that many CWBs are unlikely to be witnessed by supervisors or coworkers—specifically, behaviors such as “spends too much time fantasizing or daydreaming instead of working” and “discussed confidential company information with an unauthorized person” were found to be lowest in observability, whereas “cursed at someone at work” or “acted rudely toward someone at work” were relatively higher in observability (though observability was generally low). Second, a meta-analysis revealed variability in item-level relationships (correlations and mean differences) between self-ratings and observer ratings for specific CWB scale items (i.e., items from Bennett & Robinson, 2,000). Important, this variability was partially explained by observability—behaviors with low self–observer convergence tend to have low levels of observability, whereas behaviors with higher levels of convergence tend to have higher levels of observability. This study demonstrates that supervisor and coworker ratings of CWB may be susceptible to an observability bias resulting from rating behaviors they have not likely witnessed.

Journal ArticleDOI
TL;DR: In this paper, the interactive relationship between job demands, control, and death was investigated, with results showing that high job demands are associated with a 15.4% increase in the odds of death compared to low job demands.
Abstract: Despite recent calls in the literature to examine the effects of the occupational context on physiological outcomes, such as mortality, little research has accumulated on this front. Thus, the purpose of this study is to investigate the interactive relationship between job demands, control, and death. Drawing from the job design, stress, and epidemiology literatures, we argue that job demands will be positively related to mortality under conditions of low control, and negatively related to mortality under conditions of high control. We tested our hypothesis using a 7-year time-lagged design in a sample of 2,363 individuals from the Wisconsin Longitudinal Study. Our results supported our hypothesis, with results showing that for individuals in low control jobs, high job demands are associated with a 15.4% increase in the odds of death compared to low job demands. For those in high control jobs, high job demands are associated with a 34% decrease in the odds of death compared to low job demands. Supplementary analyses revealed a similar pattern predicting body mass index in the group of surviving individuals. We discuss the implications of these findings for theory and practice, while proposing several avenues for future research.

Journal ArticleDOI
TL;DR: In this article, within-person variability in mastery goal orientation and transfer behavior was investigated, and the effect of level and variability of trainees' mastery orientation interacted to influence transfer trajectories through the mediating mechanism of motivation to transfer.
Abstract: The current study advances research on transfer of training by investigating within-person variability in mastery goal orientation and transfer behavior. Longitudinal surveys of trainees voluntarily attending statistical workshops revealed that trainees varied significantly in two characteristics of transfer trajectory: (a) initial attempt to transfer and (b) subsequent rate of change in transfer. Motivation to transfer assessed at the end of training predicted both initial attempt to transfer and subsequent rate of change in transfer. Level and variability of trainees’ mastery orientation interacted to influence transfer trajectories through the mediating mechanism of motivation to transfer. Specifically, level had a positive main effect on motivation and transfer trajectories, but the effect was stronger for trainees whose mastery orientation was less variable. These findings highlight the importance of attending to within-person variability in the study of training transfer by considering training tran...

Journal ArticleDOI
TL;DR: This paper found that ineffective interpersonal behaviors were slightly less frequent among female managers, but slightly more damaging to women than men when present, and that when supervisors believe that a manager might derail in the future, they tend to withdraw mentoring support and sponsorship.
Abstract: We attempt to make sense of ongoing gender disparities in the upper ranks of organizations by examining gender bias in leaders’ assessments of managers’ derailment potential. In a large managerial sample (Study 1: N∼12,500), we found that ineffective interpersonal behaviors were slightly less frequent among female managers, but slightly more damaging to women than men when present. Evidence of bias was not found in performance evaluations, but emerged when leaders were asked about derailment potential in the future. We replicated this pattern of effects in a second large managerial sample (Study 2: N∼35,500) and in two experimental studies (Studies 3 and 4) in which gender and interpersonal behaviors were manipulated. In Study 4, we also showed that when supervisors believe that a manager might derail in the future, they tend to withdraw mentoring support and sponsorship, which are especially critical for women's career advancement. Our research highlights the importance of leaders’ perceptions of derailment potential—which differ from evaluations of performance or promotability—both because they appear to be subject to stereotype-based gender bias, and because they have important implications for the mentoring and sponsorship that male and female managers receive. This article is protected by copyright. All rights reserved


Journal ArticleDOI
TL;DR: In this paper, the authors show that employees in higher quality LMX relationships with their managers benefit from stronger professional development, which can pay off in the form of better career outcomes on the external job market.
Abstract: Research has convincingly shown that leader–member exchange (LMX) is associated with a range of beneficial outcomes for employees within organizations. As employees increasingly pursue boundaryless careers that straddle multiple organizations, it is important to ask: Do advantages from LMX extend beyond the current organization and persist even after employees have left it? We propose that employees in higher quality LMX relationships with their managers benefit from stronger professional development, which can pay off in the form of better career outcomes on the external job market. Further, after leaving, whether or not ex-employees (i.e., alumni) harbor goodwill toward their former organizations is likely to depend on their LMX quality prior to leaving. Alumni goodwill matters because organizations can potentially reap important strategic benefits from their alumni. Using time separated data including alumni interviews conducted by third-party consultants, we find that, among employees who quit, pre-turnover LMX is positively related to higher salaries and greater responsibility in their next jobs and is also positively related to alumni goodwill. Moreover, the strength of the LMX–alumni goodwill relationship depends on whether managers made robust retention efforts after employees communicated their decisions to quit.

Journal ArticleDOI
TL;DR: In this article, the authors examined how status incongruence (when the subordinate is older, has more education, work experience, and/or organizational tenure than the supervisor) in subordinate-supervisor dyads affects transformational leaders ability to foster affective organizational commitment among their subordinates.
Abstract: Grounded in role congruity theory, we examine how status incongruence (when the subordinate is older, has more education, work experience, and/or organizational tenure than the supervisor) in subordinate–supervisor dyads affects transformational leaders’ ability to foster affective organizational commitment among their subordinates. Across two field studies, our findings show that the relationship between transformational leadership and subordinate affective organizational commitment is less positive when status incongruence is high. Furthermore, in both field studies we found a 3-way interaction among transformational leadership, status incongruence, and supervisor gender predicting subordinate affective organizational commitment. Specifically, in Study 1 (pink-collar employees in Turkey), low status incongruence strengthened the positive relationship between transformational leadership and subordinate affective organizational commitment for male leaders. In Study 2 (pink-collar employees in the United States), low status incongruence strengthened the positive relationship between transformational leadership and subordinate affective organizational commitment for female leaders. Furthermore, Study 2 also revealed that collective identity was a mediator of both the significant 2- and 3-way interaction effects on subordinate affective organizational commitment.

Journal ArticleDOI
TL;DR: In this article, the authors explore the question of how an employee's family role identification, as driven by family structure (marital and parental status combined), affects their leadership behaviors at work and find evidence of an indirect effect of family structure on leadership behaviors such that being married with children was indirectly associated with higher supervisor ratings of the respondents' leadership behaviors via family role identifying and the transfer of resources from the family role to the work role.
Abstract: In this paper we explore the question of how an employee's family role identification, as driven by family structure (marital and parental status combined), affects their leadership behaviors at work. Using survey data from working professionals and executives pursuing a Master of Business Administration degree (MBA), we found that, as expected, those respondents who were both married and had children reported higher levels of family role identification relative to other respondents. The effect of family structure on family role identification was moderated by sex such that the positive effect of being married with children was stronger for women than for men. Further, we found evidence of an indirect effect of family structure on leadership behaviors such that being married with children was indirectly associated with higher supervisor ratings of the respondents’ leadership behaviors via family role identification and the transfer of resources from the family role to the work role. Contrary to traditional expectations, and consistent with enrichment theorizing, our findings suggest that investment in the family role can enhance employees’ display of valuable leadership behaviors in the workplace. This article is protected by copyright. All rights reserved

Journal ArticleDOI
TL;DR: In this article, the authors draw upon and extend socialization resources theory to explain how organizational newcomers leverage their social capital resources and personal resources (i.e., core self-evaluations) to learn about and assimilate into their work and organizations.
Abstract: We draw upon and extend socialization resources theory to explain how organizational newcomers leverage their social capital resources (i.e., vertical access and horizontal tie strength within their communication networks) and personal resources (i.e., core self-evaluations) to learn about and assimilate into their work and organizations. The findings of a multiwave study of organizational entrants in China reveal the synergistic effects of relational and personal resources for newcomer adjustment. Newcomers learn and assimilate effectively not only when they have vertical connections to high-status organization members but also when they can compensate for their lack of high-status connections by leveraging their strong horizontal ties with peers and favorable core self-evaluations. These findings provide a practical perspective on how to tailor newcomer onboarding practices to facilitate effective newcomer adjustment.

Journal ArticleDOI
TL;DR: In this paper, the authors examined how a group member's individual-targeted citizenship behavior (OCBI) and organization targeted citizenship behaviour (OCBO) interact with a salient group-level contextual variable, group cohesiveness, to foster positive change for that group member, starting with job self-efficacy change, and followed by objective task performance change.
Abstract: This paper examines how a group member's individual-targeted citizenship behavior (OCBI) and organization-targeted citizenship behavior (OCBO) interact with a salient group-level contextual variable, group cohesiveness, to foster positive change for that group member, starting with job self-efficacy change, and followed by objective task performance change Over a span of 6 months, we engaged in multilevel, multisource, multistage data collection and surveyed 587 members in 83 work groups Our results indicate that a group member's OCBI, in comparison with OCBO, is more positively related to his or her job self-efficacy change Group cohesiveness was found to attenuate the relationship between a group member's OCBI and job self-efficacy change, and conversely, to accentuate the relationship between a group member's OCBO and job self-efficacy change Furthermore, a group member's job self-efficacy change mediated the interactive effects of the group member's OCBI and group cohesiveness (as well as the group member's OCBO and group cohesiveness) on his or her objective task performance change