Exchange fairness and employee performance: An examination of the relationship between organizational politics and procedural justice

Data obtained from a manufacturing firm and a newspaper firm in India were used to examine the relationship between organizational politics and procedural justice in three separate studies. Study 1 constructively replicated research on the distinctiveness of the two constructs. Confirmatory factor analyses in which data from the manufacturing firm served as the development sample and data from the newspaper firm served as the validation sample demonstrated the distinctiveness of organizational politics and procedural justice. Study 2 examined the antecedents of the two constructs using data from the manufacturing firm. Structural equation modeling (SEM) results revealed formalization and participation in decision making to be positively related to procedural justice but negatively related to organizational politics. Further, authority hierarchy and spatial distance were positively related to organizational politics but unrelated to procedural justice. Study 3 examined the consequences of the two constructs in terms of task and contextual performance using data from the newspaper firm. Results of SEM analysis revealed procedural justice but not organizational politics to be related to task performance and the contextual performance dimensions of interpersonal facilitation and job dedication.     

Exploring organizational citizenship behaviour from an organizational perspective: The relationship between organizational learning and organizational citizenship behaviour

The present study explored the issue of organizational citizenship behaviour (OCB) as a context‐related phenomenon, from a multidimensional perspective. More specifically, it was hypothesized that organizational learning (structures and learning values) would be positively related to (a) OCB that benefited the organization as a whole (OCBO) and (b) OCB that immediately benefited particular individuals (OCBI). The hypotheses identified the school as the unit of analysis; so all variables were aggregates of individual responses to the organizational level of analysis. Justification for aggregation was provided by a within‐group similarity index (r_wg) and a within‐ and between‐entities analysis (WABA). Results from a sample of 31 schools confirmed the main hypotheses, and generally supported the notion that OCB could be treated as a context‐related phenomenon. These results should encourage researchers and practitioners to focus more attention on the organizational context and its characteristics as related to OCB.     

Explaining the surprisingly weak relationship between organizational constraints and job performance

Organizational constraints are contextual factors that interfere with task performance. Study 1 was a meta-analysis of constraints-performance studies that found a smaller than expected relationship. Two additional studies were designed to understand why constraints fail to relate as expected to performance. Study 2 found support for the rater-bias hypothesis that raters take constraints into consideration when rating performance. Study 3 showed that constraints were both a challenge and a hindrance, and the two components tend to cancel one another. Two important conclusions that arise are that the constraints–performance relationship observed in field studies using raters is an underestimate of the true relationship, and constraints are not simply a hindrance, but can have a challenging effect that enhances motivation, as well.     

Perceptions of organizational politics as a moderator of the relationship between conscientiousness and job performance

Meta-analytic studies of the relationships between the five-factor model of personality constructs and job performance indicate that conscientiousness has been the most consistent predictor. Recent research has sought to identify situational factors that may explain additional variance beyond what has been reported by simple bivariate relationships. The authors hypothesized that perceptions of organizational politics would moderate the relationship between conscientiousness and job performance. Data collected from 234 male and 579 female workers in 4 organizations indicated that conscientiousness was related to job performance among workers perceiving average to high levels of organizational politics but unrelated to performance among workers perceiving low levels of organizational politics. Moreover, perceptions of organizational politics were negatively related to job performance only among workers of average to low levels of conscientiousness.     

The relationship between career growth and organizational commitment

This research examines the relationship between employees' career growth and organizational commitment. Career growth was conceptualized by four factors: career goal progress, professional ability development, promotion speed and remuneration growth, while organizational commitment was conceptualized using Meyer and Allen's (1997) three component model. Survey data, collected from 961 employees in 10 cities in the People's Republic of China, showed that the four dimensions of career growth were positively related to affective commitment, and that three of the facets were positively related to continuance and normative commitment. Only three of eighteen two-way interactions among the career growth factors affected organizational commitment, suggesting that the career growth factors influence commitment in an additive rather than a multiplicative manner.Results focus on how career growth can be used to manage organizational commitment.     

A moderated mediation model of the relationship between organizational citizenship behaviors and job performance

Addressing numerous calls for future research on understanding the theoretical mechanisms that explain the relationship between organizational citizenship behaviors (OCBs) and job performance, this study focused on how an employee's relationships with coworkers mediate the relationship between his or her OCBs and his or her job performance. It also looked at how task autonomy might moderate this mediated relationship. The results of an empirical study involving 364 jewelry designers, 310 coworkers, and 284 supervisors indicated that coworker relations mediated the relationship between OCBs and job performance. In addition, task autonomy positively moderated both paths of this mediated relationship. Finally, these results hold for OCBs that are targeted at individuals but not for OCBs that are targeted toward organizations.     

Differences in relationship investments between gay and heterosexual men

Previous Investment Model research found that investments are a weaker predictor of relationship commitment for gay men compared with heterosexual men. The present study examined whether this effect is characteristic of investments in general or whether it is specific to certain types of investments. Results indicated that tangible investments significantly predicted commitment among heterosexual men, but not among gay men. In contrast, intangible investments predicted commitment regardless of sexual orientation. Furthermore, adding measures of tangible and intangible investments to the traditional Investment Model variables significantly increased explained variance in commitment for both gay and heterosexual men. These findings highlight the importance of reevaluating how relationship investments are conceptualized and suggests that not all investments are equally consequential across different romantic involvements.     

Attributions of the "causes" of group performance as an alternative explanation of the relationship between organizational citizenship behavior and organizational performance.

The purpose of this study was to examine the possibility that feedback regarding team performance may influence team members' reports of organizational citizenship behaviors. Ninety-five teams of business students (N = 412) participated in a labor-scheduling simulation over a local area network. Teams were provided with false negative, false positive, or neutral feedback regarding their performance. Results support the hypothesis that the perception of 2 forms of organizational citizenship behavior (helping behavior and civic virtue) in work groups may, in part. be a function of the nature of the performance feedback that group members receive. However, negative feedback appears to play a more critical role than positive feedback in this attributional process. Possible reasons for these findings, as well as their implications, are discussed.     

Benefits of all work and no play: the relationship between neuroticism and performance as a function of resource allocation

The authors evaluate a model suggesting that the performance of highly neurotic individuals, relative to their stable counterparts, is more strongly influenced by factors relating to the allocation of attentional resources. First, an air traffic control simulation was used to examine the interaction between effort intensity and scores on the Anxiety subscale of Eysenck Personality Profiler Neuroticism in the prediction of task performance. Overall effort intensity enhanced performance for highly anxious individuals more so than for individuals with low anxiety. Second, a longitudinal field study was used to examine the interaction between office busyness and Eysenck Personality Inventory Neuroticism in the prediction of telesales performance. Changes in office busyness were associated with greater performance improvements for highly neurotic individuals compared with less neurotic individuals. These studies suggest that highly neurotic individuals outperform their stable counterparts in a busy work environment or if they are expending a high level of effort.     

Creating an ethical organizational environment: The relationship between ethical leadership,ethical organizational climate,and unethical behavior

The purpose of this research is to provide a richer lens on the ethical organizational environment by examining the relationship between ethical leadership and unit-level unethical behavior through ethical organizational climate (EOC), with collective moral identity as a boundary condition. In testing our theoretical model, we first develop and validate a measure of EOC to address concerns with existing measures of ethical climate. Second, we examine the role of collective moral identity as a moderator of the relationship between EOC and unit unethical behavior. We discuss implications regarding the importance of developing a more comprehensive conceptualization of EOC.     

The reciprocal relationship between psychological contract fulfilment and employee performance and the moderating role of perceived organizational support and tenure

This study investigated the reciprocal relationship between perceptions of psychological contract fulfilment and employee performance (sales made and sales targets), and whether this was moderated by the quality and length of the social exchange relationship captured, respectively, through perceived organizational support (POS) and organizational tenure. We used a sample of 146 sales advisors and a four‐point longitudinal design and found support for reciprocal links where performance predicted subsequent psychological contract fulfilment and vice versa. The strength of the relationship between performance and psychological contract fulfilment increased over time. The quality of the social exchange relationship (i.e., POS) moderated reciprocal links between sales made and sales targets met and perceptions of psychological contract fulfilment at earlier, but not later, time points. One way to interpret the findings is the changing nature of the unfolding relationship between support, psychological contract fulfilment, and performance, where a supportive relationship buffers failing to deliver at earlier time points, but at later time points employee performance and psychological contract fulfilment associate more strongly as both parties prioritize delivery.     

The conditioning theory of fear-acquisition: a critical examination

The conditioning theory of fear-acquisition is outlined and the supporting evidence and arguments presented. It is argued that the theory lacks comprehensiveness and is also inadequate in other respects.Six arguments against acceptance of the theory are advanced. People fail to acquire fears in what are theoretically fear-evoking situations (e.g. air raids). It is difficult to produce conditioned fear reactions in human subjects in the laboratory. The theory rests on the untenable equipotentiality premise. The distribution of human fears is not consistent with the theory. Many phobic patients recount histories inconsistent with the theory. Lastly, fears can be acquired indirectly, contrary to the demands of the conditioning theory. It is suggested that fears can be acquired by three pathways: conditioning, vicarious exposures and by the transmission of information and instruction. Vicarious and informational transmission of fears can take place in the absence of direct contact with the fear stimuli.     

The relationship between procrastination and academic performance: A meta-analysis

Previous findings on the relationship between procrastination and academic performance are inconsistent. We conducted a meta-analysis of 33 relevant studies involving a total of 38,529 participants to synthesize these findings. This analysis revealed that procrastination was negatively correlated with academic performance; this relationship was influenced by the choice of measures or indicators. The use of self-report scales interfered with detection of a significant relationship between procrastination and academic performance. The demographic characteristics of participants in individual studies also affected the observed relationship. Implications of this meta-analysis are discussed.     

The relationship between perceived organizational support and work engagement: The role of self-efficacy and its outcomes

Introduction/objectiveThe objective of this study was to investigate the relationship between perceived organizational support and work engagement. On the one hand, we examined an underlying mechanism of this relationship, i.e. self-efficacy. On the other hand, we studied the outcomes of this relationship in terms of employees’ job satisfaction, psychological strains and performance.MethodAn online questionnaire was administrated to employees of two private companies. Employees’ performance was then evaluated by their direct supervisors. In total, 265 employees and 112 supervisors participated in the study.ResultsOur results indicated that self-efficacy partially mediates the relationship between perceived organizational support and work engagement. Furthermore, work engagement increased job satisfaction, reduced psychological strains and enhanced extra-role performance.ConclusionThis study contributes to the development of both work engagement literature and organizational support theory. The implications and limitations of this research are discussed in detail.     

To err again is human: exploring a bidirectional relationship between pressure and performance failure feedback

ABSTRACT

Background and Objectives: While the potentially negative effects of pressure on skilled performance have been well studied in laboratory-based research, theoretically driven questions based on real-world performance data are lacking.

Design: We aimed to test the predictions of the newly developed Attentional Control Theory: Sport (ACTS), using archived play-by-play data from the past seven seasons of the National Football League (American Football).

Methods: An additive scoring system was developed to characterize the degree of pressure on 212,356 individual offensive plays and a Bayesian regression model was used to test the relationship between performance, pressure and preceding negative outcomes, as outlined in ACTS.

Results: There was found to be a clear increase in the incidence of failures on high pressure plays (odds ratio?=?1.20), and on plays immediately following a previous play failure (odds ratio?=?1.09). Additionally, a combined interactive effect of previous failure and pressure indicated that the feedback effect of negative outcomes was greater when pressure was already high (odds ratio?=?1.10), in line with the predictions of ACTS.

Conclusions: These findings reveal the importance of exploring momentary changes in pressure in real-world sport settings, and the role of failure feedback in influencing the pressure-performance relationship.     

The moderating effects of employee tenure on the relation between organizational commitment and job performance: a meta-analysis

This meta-analysis investigated the correlation between attitudinal commitment and job performance for 3,630 employees obtained from 27 independent studies across various levels of employee tenure. Controlling for employee age and other nuisance variables, the authors found that tenure had a very strong nonlinear moderating effect on the commitment-performance correlation, with correlations tending to decrease exponentially with increasing tenure. These findings do not appear to be the result of differences across studies in terms of the type of performance measure (supervisory vs. self), type of tenure (job vs. organizational), or commitment measure (Organizational Commitment Questionnaire [L. W. Porter, R. M. Steers, R. T. Mowday, & P. V. Boulian, 19741 vs. other). The implications and future research directions of these results are discussed.     

The relationship between cognitive performance and electrophysiological indices of performance monitoring

Studies of electrophysiological indices of performance monitoring, such as the error-related negativity (ERN), posterror positivity (Pe), and N2 components of the event-related potential (ERP), suggest that increased ERN and Pe amplitudes and decreased N2 amplitudes are associated with better cognitive flexibility and cognitive control abilities; however, few studies have directly examined the relationship between cognitive performance and ERP indices of performance monitoring. We examined the neuropsychological profile of 89 healthy individuals who performed a modified flanker task. The neuropsychological domains tested included memory, verbal fluency, and attention/executive functioning. Pearson’s correlations and multiple regression analyses showed a significant relationship between measures of attention/executive functioning and ERN amplitude, even when negative affect, reaction time interference, and posterror slowing were controlled. N2 amplitude related only to posterror slowing. The amplitude of the Pe was not significantly related to any cognitive domains. These findings are consistent with recent work indicating that performance monitoring requires attention skills and cognitive flexibility. Implications for the conflict-monitoring and reinforcement-learning theories are discussed.     

The relationship between connectionist models and a dynamic data-oriented theory of concept formation

In this paper I shall compare two models of concept formation, both inspired by basic convictions of philosophical empiricism. The first, the connectionist model, will be exemplified by Kohonen maps, and the second will be my own dynamic theory of concept formation. Both can be understood in probabilistic terms, both use a notion of convergence or stabilization in modelling how concepts are built up. Both admit destabilization of concepts and conceptual change. Both do not use a notion of representation in some pregiven language, such as a language of thought or some logical language. Representation in a formal language only plays a role on the meta-level, namely within the theory about concept formation.A short version of this paper was given at the Fachtagung der Gesellschaft für Kognitionswissenschaft. Freiburg, October 12–15th, 1994.