Minority influence: the role of ambivalence toward the source

According to literature on social influence, a minority source may indirectly influence group members by fostering ambivalent reactions. Two studies were carried out in order to provide empirical support for this theoretical assumption. In Study 1 participants (n = 133), were exposed to a counter‐attitudinal minority message and ambivalence was manipulated by facilitating the accessibility of either ambivalent (positive and negative) or univalent (positive or negative) thoughts toward the source. We predicted and found more indirect influence in ambivalent condition than in univalent conditions. No effect of ambivalence on direct influence was found. In Study 2 (n = 127), ambivalence was measured and two possible antecedents of ambivalence, consistency of the minority and personal relevance of the topic for participants, were taken into account. Findings suggest that ambivalence mediates the effects of the two factors on indirect influence. In sum, these studies provide evidence of the importance of ambivalence in minority influence context, an early assumption that was still lacking in strong empirical support. Copyright © 2007 John Wiley & Sons, Ltd.     

Job stress and attitudes toward change: The mediating effect of psychological attachment

The present study explores the indirect effect of job stress on attitudes toward change through individuals’ psychological attachment (organisational commitment mindsets and job embeddedness). The sample comprised N = 350 employees (black African: 67%; males: 69%; 26–40 years: 67%) who were affected by organisational change in the South African fast-moving consumer goods sector. The participants completed self-report measures on their job stress and psychological attachment experiences and their attitudes towards organisational change. The analysis applied structural equation modelling to test for the mediation effect of psychological attachment on the link between job stress and attitudes toward change. The findings suggest job stress to have a direct negative effect on job embeddedness and a positive, direct effect on attitudes toward change. Low levels of job embeddedness had a direct effect on positive attitudes toward change and mediated the link between job stress and attitudes toward change. The study contributes to organisational change theory by suggesting that experiences of job stress lower employees’ job embeddedness and this lowered sense of attachment translates into change-supportive attitudes.     

领导者对员工主动行为的心理与行为反应

员工主动行为因有利于个人和组织的长远发展而受到学界和业界的广泛关注。以往的研究主要关注主动行为对员工本人的人际内影响, 而较少考虑对领导者的人际间影响; 同时, 考虑到员工在领导过程中扮演的重要角色, 对员工的主动行为如何影响领导的心理与行为反应做理论性整理将极大丰富对员工主动行为的认识。学界基于归因理论、内隐追随理论、自我-他人评价一致性理论等对上述自下而上的影响过程进行了初步探索, 发现领导者对员工主动行为的态度评价和行为反应受到多重边界条件的影响。未来研究可具体化员工主动行为所诱发的领导者心理与行为反应, 探索员工主动行为与领导方式的循环关系, 以及深挖主动行为与绩效评价之间的内在机理。     

The system-stabilizing role of identity management strategies: Social creativity can undermine collective action for social change

Three studies were conducted to examine whether, in an event of negative distinctiveness, engaging in 1 of the 3 identity management strategies of social creativity can undermine group member's intentions to engage in collective action. Study 1a (N = 55) and Study 1b (N = 58) illustrated that selecting a new (complementary) comparison dimension undermined middle-class people's and women's intention to participate in collective action. Study 1c (N = 74) and Study 1d (N = 126) revealed that a downward comparison undermined collective action intentions among unemployed people and women. Study 1e (N = 69) and Study 1f (N = 110) showed that a positive redefinition of an externally imposed negative group attribute did not diminish collective action intentions among immigrants and women. Study 2 (N = 99) illustrated that an alternative operationalization of revaluation of the attribute, namely, downplaying the status-defining attribute, undermined collective action among students. Study 2 and Study 3 (N = 95) consistently illustrated that reduced levels of group-relative deprivation mediated the negative relation between the social creativity strategies and collective action intentions. Implications for social change are discussed. (PsycINFO Database Record (c) 2012 APA, all rights reserved).     

Factors associated with a positive attitude towards change among employees during the early phase of a downsizing process

Most research on organizational changes in working life, including downsizing, focuses on the negative attitudes and negative consequences of the change. The aim of this study was to evaluate if the employee's previous learning experience and characteristics of the working environment were associated with positive attitudes towards organizational change. The 467 employees (73.5% males) working in a global oil company in the early phases of a downsizing process were asked to answer a questionnaire with demographic variables, perception of the working environment, and attitude to change (93% response rate). Corporate social responsibility (CSR), involvement and participation, team leadership and team effectiveness were important factors related to positive attitudes towards organizational change. Non-leaders and older employees were positive to change. We conclude that employees' perceptions of their psychosocial working environment, in particular the CSR, were highly related to their attitude to organizational change.     

Contribution of content, context, and process to understanding openness to organizational change: two experimental simulation studies

The authors examined the contribution of the content, context, and process of organizational transformation to employees' openness to change. The authors predicted that 5 factors would have a positive effect on openness to change: (a) threatening character of organizational change (content related), (b) trust in executive management (context related), (c) trust in the supervisor (context related), (d) history of change (context related), and (e) participation in the change effort (process related). The authors tested their hypotheses in 2 separate studies (N = 828 and N = 835) using an experimental simulation strategy. The first study crossed 4 variables in a completely randomized 2 x 2 x 2 x 2 factorial design. Results showed significant main effects for content, context, and process but no significant interaction effects. A second study, with a completely randomized 2 x 2 factorial design, crossed two context variables. Results showed a significant main and an interaction effect: Openness to change decreased dramatically only when history of change and trust in executive management were low.     

Employee customer orientation in manufacturing organizations: joint influences of customer proximity and the senior leadership team

Pursuing a customer-focused strategy in manufacturing organizations requires employees across functions to embrace the importance of understanding customer needs and to align their everyday efforts with the goal of satisfying and retaining customers. Little prior research has examined what factors influence employee customer orientation in manufacturing settings. Drawing on the attraction-selection-attrition model, upper-echelons theory, and contingency theories of leadership, this study investigated the joint influences of functional roles' proximity to external customers and the senior leadership team's customer orientation on employee customer orientation. Hierarchical linear modeling results based on data obtained from 4,299 employees and 403 senior leaders from 42 facilities of a global manufacturer operating in 16 countries revealed that employees occupying customer-contact roles had the highest level of customer orientation, followed by employees occupying production roles, and then by those in support roles. In addition, there was a positive relationship between the senior leadership team's customer orientation and employee customer orientation for all 3 functional roles. The positive relationship between the senior leadership team and employee customer orientation was the strongest for employees in support roles, suggesting that lower levels of proximity to external customers may create a greater need for leadership in developing employees' customer-oriented attitudes.     

When fit matters more: The effect of regulatory fit on adaptation to change

Regulatory fit theory predicts that motivation and performance are enhanced when individuals pursue goals framed in a way that fits their regulatory orientation (promotion vs. prevention focus). Our aim was to test the predictions of the theory when individuals deal with change. We expected and found in three studies that regulatory fit is beneficial only when a prevention focus is involved. In Study 1, an experiment among students, prevention- but not promotion-focused participants performed better in a changed task when it was framed in fit with their regulatory orientation. In Study 2, a survey among employees experiencing organizational changes, only the fit between individual prevention (and not promotion) focus and prevention framing of the changes by the manager was associated with higher employee adaptation to changes. In Study 3, a weekly survey among employees undergoing organizational change, again only prevention regulatory fit was associated with lower employee exhaustion and higher employee work engagement. Theoretical and practical implications of applying regulatory focus theory to organizational change are discussed.     

诚实的奖励:员工自我效能感、差错承认与绩效评估关系探究

犯错在组织中并不少见。但基于建立良好形象的动机,员工很少会主动承认差错。基于自我认知和信息加工理论,提出员工积极自我认知会促进差错承认,同时差错承认会向上级传递信号影响其对员工的绩效评估。通过对675名员工及其配对上级两阶段的调研,使用三明治分析方法,发现员工自我效能感正向影响差错承认;差错承认对上级评价员工任务绩效无显著影响,但会显著降低上级对员工反生产行为的评估,由此说明了差错承认的奖励。     

Affective commitment to the organization: the contribution of perceived organizational support

Three studies examined the interrelationships among work experiences, perceived organizational support (POS), affective commitment (AC), and employee turnover. Using a diverse sample of 367 employees drawn from a variety of organizations, Study 1 found that POS mediated positive associations of organizational rewards, procedural justice, and supervisor support with AC. Study 2 examined changes of POS and AC in retail employees over a 2-year span (N = 333) and a 3-year span (N = 226). POS was positively related to temporal changes in AC, suggesting that POS leads to AC. Study 3 found a negative relationship between POS and subsequent voluntary employee turnover that was mediated by AC in retail employees (N = 1,124) and in poultry- and feed-processing workers (N = 262). These results suggest that favorable work conditions operate via POS to increase AC, which, in turn, decreases employee withdrawal behavior.     

Perceived supervisor support: contributions to perceived organizational support and employee retention

Three studies investigated the relationships among employees' perception of supervisor support (PSS), perceived organizational support (POS), and employee turnover. Study 1 found, with 314 employees drawn from a variety of organizations, that PSS was positively related to temporal change in POS, suggesting that PSS leads to POS. Study 2 established, with 300 retail sales employees, that the PSS-POS relationship increased with perceived supervisor status in the organization. Study 3 found, with 493 retail sales employees, evidence consistent with the view that POS completely mediated a negative relationship between PSS and employee turnover. These studies suggest that supervisors, to the extent that they are identified with the organization, contribute to POS and, ultimately, to job retention.     

Is subjective ambivalence toward gays a modern form of bias?

Theoretically, modern racism and sexism are characterized by ambivalence. We directly examined the consequence of being higher in subjective ambivalence toward gays (i.e. attitudes that feel “torn”) with regard to gay rights support. In Study 1, greater subjective ambivalence was associated with more negative attitudes (and not more positive attitudes), more ideological opposition to gays, more negative intergroup emotions, and less gay rights support. In Study 2, less opposition to gay bullying was predicted by: (a) greater subjective ambivalence (through lower intergroup empathy); and (b) experimentally-salient bullying justification norms (through lower collective guilt). These effects held controlling for Attitudes toward Lesbians and Gay Men (i.e., traditional negative attitudes). Although not overtly negative, individual differences in subjective ambivalence tap a unique, subtle, and less objectionable form of bias, consistent with aversive racism and justification–suppression frameworks of explaining modern biases.     

Motivation,altruism, and generalized compliance: a field study of organizational citizenship behaviors

This study tests the relations among five sources of motivation and two organizational citizenship behaviors. 175 employees from 31 locations of two agriculturally based companies completed the Motivation Sources Inventory and were rated by their supervisors for demonstrated organizational citizenship behaviors. There were significant positive correlations for employees' Self-concept-Internal Motivation with Altruistic Behavior of employees; while employees' Self-concept-External Motivation showed a significant negative relation with Altruistic Behavior by employees. Surprisingly, no correlation between employees' Goal Internalization Motivation and Altruistic Behavior by employees was found. Interpretation of these findings and further research are suggested.     

心理资本与变革支持行为的关系—变革开放性和工作自主性作用研究

本研究在整合心理资本理论与相关理论的基础上,通过对302位华南地区企业员工两阶段的问卷调查,考察了变革开放性在心理资本与变革支持行为关系的中介作用以及工作自主性对该关系的调节作用。数据分析结果表明：（1）员工心理资本显著正向影响变革开放性和变革支持行为;（2）变革开放性在心理资本和变革支持行为的关系中起到部分中介作用;（3）工作自主性在变革开放性与变革支持行为的关系中起着正向调节作用。     

Social power facilitates the effect of prosocial orientation on empathic accuracy

Power increases the tendency to behave in a goal-congruent fashion. Guided by this theoretical notion, we hypothesized that elevated power would strengthen the positive association between prosocial orientation and empathic accuracy. In 3 studies with university and adult samples, prosocial orientation was more strongly associated with empathic accuracy when distinct forms of power were high than when power was low. In Study 1, a physiological indicator of prosocial orientation, respiratory sinus arrhythmia, exhibited a stronger positive association with empathic accuracy in a face-to-face interaction among dispositionally high-power individuals. In Study 2, experimentally induced prosocial orientation increased the ability to accurately judge the emotions of a stranger but only for individuals induced to feel powerful. In Study 3, a trait measure of prosocial orientation was more strongly related to scores on a standard test of empathic accuracy among employees who occupied high-power positions within an organization. Study 3 further showed a mediated relationship between prosocial orientation and career satisfaction through empathic accuracy among employees in high-power positions but not among employees in lower power positions. Discussion concentrates upon the implications of these findings for studies of prosociality, power, and social behavior.     

Cross-industry dimensionality of the commitment to change scale in China

Commitment to organizational change can explain a range of employees' attitudes and behaviors during organizational change, and its measurement is central to explaining such organizational linkages. The purpose of this study is to re-examine the dimensionality of Herscovitch and Meyer's Commitment to Change Scale across two different industrial samples in a non-Western cultural context (China). The two samples were 198 civil servants (60.0% men; M age = 29.3 yr., M organizational tenure = 62.7 mo.) and 442 high-tech company employees (58.2% men; M age = 30.5 yr., M organizational tenure = 66.5 mo.) who had respectively undergone major changes in compensation and performance appraisal systems in their organizations at the time of the research. Results of exploratory and confirmatory factor analyses showed that a four-factor model with 14 items fit the data best in both samples. The generality of the scale's structure as well as its implications for change-management practices are discussed.     

Applying a social identity paradigm to examine the relationship between men's self-esteem and their attitudes toward men and women

The authors used a psychometrically robust measure of attitudes toward men in applying a social identity framework to obtain a better understanding of the previous finding of a significant positive relationship, among men, between self-esteem and attitudes toward men. Two studies of that issue are reported. Northern Irish university students (N = 106 men) participated in the 1st study, and 56 English university students participated in a replication. In both studies, participants completed measures of attitudes toward men and women before and after an experimental intervention that was designed to produce a threat to self-esteem regarding their identity as men. The findings suggested that, following such a threat, men with a high positive regard toward men will have enhanced self-regard toward men and will tend to view women more negatively. The present findings also suggested that the application of social identity theory and the method used in the present research in investigating that theory are very relevant to the understanding of the relationship between men's self-esteem and their attitudes toward men and women.     

员工创新行为源于领导情感信任吗?风险倾向与组织行为授权的调节作用

领导情感信任会促进员工表现创新行为,但员工个体的风险倾向与组织行为授权可能对其具有调节作用。结果显示（1）领导情感信任能正向预测员工创新行为;（2）领导情感信任、组织行为授权与风险倾向对员工创新行为预测存在三维交互作用,相对于其他条件,组织行为授权和风险倾向均处于高水平条件下,领导情感信任与员工创新行为的正相关程度更为明显。探讨领导情感信任、组织行为授权、风险倾向与员工创新行为的关系可以为甄别影响员工创新行为的个体和环境因素提供理论指导,此外,也可为企业和直接领导如何增加员工创新行为提供借鉴。     

Social Interdependence and Orientation Toward Life and Work1

The relationship between social interdependence and orientation toward life and work was investigated in this study. Participants were 135 dyads of Chinese employees from 4 companies. Cooperativeness was significantly related to positive indexes of orientation toward life and work, competitiveness was related to a positive orientation toward life, and a predisposition to act individualistically was related to general measures but very few of the work‐specific measures. Coworkers' ratings indicate that cooperators were perceived as being very positive and productive employees, while competitors and individualists were perceived negatively in terms of work productivity and relationships with others. The discrepancy between self‐perceptions and perceptions of coworkers indicate that competitors especially may have a self‐beneficial delusion about the effectiveness of their behavior.     

矛盾态度的成因与应对

矛盾态度是指个体或群体对某一态度客体同时存在的积极与消极的认知评价和情绪体验。近年来, 学者们从认知、社会、个体差异等角度探讨了矛盾态度的成因, 并指出个体主要使用情绪中心策略、信息加工策略和补偿性策略以应对矛盾态度带来的不适。未来研究需要继续整合矛盾态度的测量方式, 考察矛盾态度在不同文化和不同个体发展阶段的差异, 并进一步深入探索影响矛盾态度与个体行为后果的变量。