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1.
Mari Huhtala Asko Tolvanen Saija Mauno Taru Feldt 《Journal of business and psychology》2015,30(2):399-414
Purpose
Ethical culture is a specific form of organizational culture (including values and systems that can promote ethical behavior), and as such a socially constructed phenomenon. However, no previous studies have investigated the degree to which employees’ perceptions of their organization’s ethical culture are shared within work units (departments), which was the first aim of this study. In addition, we studied the associations between ethical culture and occupational well-being (i.e., burnout and work engagement) at both the individual and work-unit levels.Design/Methodology/Approach
The questionnaire data were gathered from 2,146 respondents with various occupations in 245 different work units in one public sector organization. Ethical organizational culture was measured with the corporate ethical virtues scale, including eight sub-dimensions.Findings
Multilevel structural equation modeling showed that 12–27 % of the total variance regarding the dimensions of ethical culture was explained by departmental homogeneity (shared experiences). At both the within and between levels, higher perceptions of ethical culture associated with lower burnout and higher work engagement.Implications
The results suggest that organizations should support ethical practices at the work-unit level, to enhance work engagement, and should also pay special attention to work units with a low ethical culture because these work environments can expose employees to burnout.Originality/Value
This is one of the first studies to find evidence of an association between shared experiences of ethical culture and collective feelings of both burnout and work engagement.2.
Purpose
Drawing from conservation of resources theory and affective events theory, this article examines the hitherto unexplored relationship between employees’ tenacity levels and problem-focused voice behavior, as well as how this relationship may be augmented when employees encounter adversity in relationships with peers or in the organizational climate in general.Design/Methodology/Approach
The study draws on quantitative data collected through a survey administered to employees and their supervisors in a large manufacturing organization.Findings
Tenacity increases the likelihood of speaking up about problem areas, and this relationship is strongest when peer relationships are characterized by low levels of goal congruence and trust (relational adversity) or when the organization does not support change (organizational adversity). The augmenting effect of organizational adversity on the usefulness of tenacity is particularly salient when it combines with high relational adversity, which underscores the critical role of tenacity for spurring problem-focused voice behavior when employees negatively appraise different facets of their work environment simultaneously.Implications
The results inform organizations that the allocation of personal energy to reporting organizational problems is perceived as particularly useful by employees when they encounter significant adversity in their work environments.Originality/Value
This study extends research on voice behavior by providing a better understanding of the likelihood that employees speak up about problem areas, according to their levels of tenacity, and explicating when this influence of tenacity tends to be more prominent.3.
4.
Haley M. Woznyj Alexandra M. Dunn Linda Rhoades Shanock Eric D. Heggestad Zoa Ordóñez Benjamin Uhrich 《Journal of business and psychology》2017,32(6):627-639
Purpose
The present study builds on prior research involving organizational support theory and the trickle-down effects of supervisors’ perceived organizational support (POS). We examine benefits of supervisor POS for the supervisors themselves (enhanced affective commitment and in-role performance), and a behavioral mechanism through which supervisors’ POS may lead to subordinate dedication, a multifaceted conceptualization of performance.Design/Methodology/Approach
Using three sources of data (from 139 human resource professionals, their 47 supervisors, and the 22 bosses of their supervisors) we assessed the hypothesized relationships using multilevel path modeling.Findings
Supervisors’ POS related positively to supervisors’ affective commitment to their organization, resulting in better supervisor in-role performance two months later. Also, having better performing supervisors resulted in more dedication by employees in the form of extra-role performance, as rated by their supervisor 2 months later, and extra hours worked.Implications
It appears providing organizational support to supervisors may result in beneficial outcomes for the supervisors and the organization in terms of supervisors’ enhanced emotional attachment to the company, and better performance in their job, with consequences for subordinate dedication in terms of extra hours worked and extra-role performance.Originality/Value
These findings contribute to organizational support theory by showing initial evidence that supervisor in-role performance can serve as an explanatory mechanism through which supervisors’ POS trickles down to aid subordinates.5.
David P. Costanza Nikki Blacksmith Meredith R. Coats Jamie B. Severt Arwen H. DeCostanza 《Journal of business and psychology》2016,31(3):361-381
Purpose
Organizational culture is a critical resource for organizations to adapt to dynamic environments and to survive in the long term. Unfortunately, a lack of clarity exists in the conceptualization of adaptive cultures and little empirical research investigates its impact on survival. Therefore, the purpose of the present study was twofold: (1) to identify, define, and develop a measure of adaptive organizational culture and (2) to demonstrate the effect of adaptive culture on organizational survival.Design/Methodology/Approach
An adaptive culture rating scale was developed based on a review of the existing literature. Ninety-five organizations founded prior to 1940 were rated on nine characteristics of adaptive culture. Ratings were used to predict likelihood to survive using a Cox regression with proportional hazards survival analysis.Findings
Exploratory factor analysis revealed two broad factors of adaptive culture, values toward change and action-orientation. Findings indicate organizations with adaptive cultures were more likely to survive.Implications
The present effort provided evidence that culture can serve as an adaptive mechanism with effects spanning decades. Leaders should focus on establishing adaptive cultural norms and values in order to increase chances of surviving.Originality/Value
This is one of the first historiometric studies to develop and utilize a measure of adaptive culture. Further, this study looked at the impact of adaptive culture on long-term organizational outcomes using survival analysis, a statistical technique not often employed in the organizational literature.6.
Purpose
The purpose of this study was to take an inductive approach in examining the extent to which organizational contexts represent significant sources of variance in supervisor performance ratings, and to explore various factors that may explain contextual rating variability.Design/Methodology/Approach
Using archival field performance rating data from a large state law enforcement organization, we used a multilevel modeling approach to partition the variance in ratings due to ratees, raters, as well as rating contexts.Findings
Results suggest that much of what may often be interpreted as idiosyncratic rater variance, may actually reflect systematic rating variability across contexts. In addition, performance-related and non-performance factors including contextual rating tendencies accounted for significant rating variability.Implications
Supervisor ratings represent the most common approach for measuring job performance, and understanding the nature and sources of rating variability is important for research and practice. Given the many uses of performance rating data, our findings suggest that continuing to identify contextual sources of variability is particularly important for addressing criterion problems, and improving ratings as a form of performance measurement.Originality/Value
Numerous performance appraisal models suggest the importance of context; however, previous research had not partitioned the variance in supervisor ratings due to omnibus context effects in organizational settings. The use of a multilevel modeling approach allowed the examination of contextual influences, while controlling for ratee and rater characteristics.7.
Matt C. Howard James L. Farr Alicia A. Grandey Melissa B. Gutworth 《Journal of business and psychology》2017,32(6):673-690
Purpose
The current article reviews extant knowledge on courage and identifies a dimension of courage relevant to modern organizations, social courage, which is an (a) intentional, (b) deliberate, and (c) altruistic behavior that (d) may damage the actor’s esteem in the eyes of others. Through a multiple-study process, quantitative inferences are derived about social courage, and the Workplace Social Courage Scale (WSCS) is created.Design
Four studies using seven samples analyze the WSCS’s psychometric properties, internal consistency, method effects, discriminant validity, convergent validity, concurrent validity, and utility. Many of these are investigated or replicated in largely working adult samples.Findings
Each aspect of the WSCS approaches or meets specified guidelines. Also, social courage is significantly related to organizational citizenship behaviors, and the construct may relate to many other important workplace outcomes.Implications
The current study is among the first to quantitatively demonstrate the existence of courage as a construct, and the discovered relationships are the first statistical inferences about social courage. Future research and practice can now apply the WSCS to better understand the impact of social courage within the workplace.Originality
Despite many attempts, no author has created a satisfactory measure of courage, and the current article presents the first successful measure through focusing on a particular courage dimension—social courage. Future research should take interest in the created measure, the WSCS, as its application can derive future inferences about courage and social courage.8.
Paul D. Bliese Mark A. Maltarich Jonathan L. Hendricks 《Journal of business and psychology》2018,33(1):1-23
Purpose
Multilevel mixed effects models are widely used in organizational behavior and organizational psychology to test and advance theory. At times, however, the complexity of the models leads researchers to draw erroneous inferences or otherwise use the models in less than optimal ways. We present nine take-away points intended to enhance the theoretical precision and utility of the models.Approach
We demonstrate our points using two types of simulated data: one in which group membership is irrelevant, and the other in which relationships exist only because of group membership. We then demonstrate that the effects we observe in simulated data replicate in organizational data.Findings
Little that we address will be new to methodology experts; nonetheless, we draw together a variety of points that we believe will help advance both theory and analytic rigor in multilevel analyses.Implications
We make two points that run somewhat counter to conventional norms. First, we argue that mixed-effects models are appropriate even when ICC(1) values associated with the outcome data are small and non-significant. Second, we show that high ICC(2) values are not a prerequisite for detecting emergent multilevel relationships.Originality/Value
The article is designed to be a resource for researchers who are learning about and applying mixed-effects (i.e., multilevel) models.9.
Ronald J. Burke Marina N. Astakhova Hongli Hang 《Journal of business and psychology》2015,30(3):457-471
Purpose
This cross-cultural study with employee–supervisor dyads in Russia and China examines links between harmonious and obsessive work passion and four job- and organization-focused outcomes (job satisfaction, intentions to quit, job performance, and organizational citizenship behaviors) and two career-focused outcomes (career satisfaction and occupational commitment).Design/Methodology/Approach
Data were collected from employee–supervisor dyads in Russia (N = 223) and China (N = 193). We undertook a series of hierarchical regressions to examine the hypothesized relationships.Findings
We found considerable support for the harmonious passion–work outcome relationships and less support for the obsessive passion–work outcome relationships. In both Russia and China, harmonious passion predicted all six hypothesized outcomes. However, obsessive work passion predicted job satisfaction and occupational commitment in Russia, but was unrelated to any of the hypothesized outcomes in China. We also identified several culture-specific work passion–outcome relationships.Implications
Our research extends the duality of the work passion construct to non-Western cultures. The examination of a variety of work passion outcomes provides a finer-grained approach to how two types of passion uniquely link to different work consequences. Several culture-specific findings refute the traditionally held assumption that harmonious passion relates to solely positive outcomes, whereas obsessive passion relates to solely negative outcomes. Collectively, the results augment the nomological framework of the passion construct. The study informs managerial practices by suggesting when work passion needs to be encouraged or tamed.Originality/Value
This is the first study that examines a variety of job-, organization-, and career-focused outcomes of work passion in non-Western organizations.10.
Purpose
Belief in conspiracy theories about societal events is widespread among citizens. The extent to which conspiracy beliefs about managers and supervisors matter in the micro-level setting of organizations has not yet been examined, however. We investigated if leadership styles predict conspiracy beliefs among employees in the context of organizations. Furthermore, we examined if such organizational conspiracy beliefs have implications for organizational commitment and turnover intentions.Design/Methodology/Approach
We conducted a survey among a random sample of the US working population (N = 193).Findings
Despotic, laissez-faire, and participative leadership styles predicted organizational conspiracy beliefs, and the relations of despotic and laissez-faire leadership with conspiracy beliefs were mediated by feelings of job insecurity. Furthermore, organizational conspiracy beliefs predicted, via decreased organizational commitment, increased turnover intentions.Implications
Organizational conspiracy beliefs matter for how employees perceive their leaders, how they feel about their organization, and whether or not they plan to quit their jobs. A practical implication, therefore, is that it would be a mistake for managers to dismiss organizational conspiracy beliefs as innocent rumors that are harmless to the organization.Originality/Value
Three novel conclusions emerge from this study. First, organizational conspiracy beliefs occur frequently among employees. Second, participative leadership predicts decreased organizational conspiracy beliefs; despotic and laissez-faire leadership predict increased organizational conspiracy beliefs due to the contribution of these destructive leadership styles to an insecure work environment. Third, organizational conspiracy beliefs harm organizations by influencing employee commitment and, indirectly, turnover intentions.11.
Purpose
This study investigated the moderating effect of intergroup contact on the relationship between the race composition of organizational representatives, perceived similarity, and minority applicant attraction.Design/Methodology/Approach
344 minority Malaysian-Chinese university students read a job advertisement that varied the racial composition of organizational representatives (100 % Malay or 50 % Malay–50 % Chinese or 100 % Chinese). Of these participants, 161 were Malaysian-Chinese in Malaysia (high intergroup contact location) and 183 were Malaysian-Chinese in Australia (low intergroup contact location). After reading the advertisement, participants responded to a series of scale items (e.g., perceived surface-level similarity, perceived deep-level similarity, and applicant attraction).Findings
Results showed that the effect of race composition on attraction was stronger for minority participants in Australia than for minority participants in Malaysia. Perceived deep-level similarity mediated this moderated relationship.Implications
The study findings suggest that organizations should include minority representatives in their recruitment advertising to attract minority applicants, particularly to attract minorities in locations with few opportunities for intergroup contact.Originality/Value
By testing the mediating effects of perceived surface-level and deep-level similarity, this study contributes to our understanding of the mechanism linking the interaction between race composition and location with applicant attraction.12.
Danielle D. King Catherine J. Ott-Holland Ann Marie Ryan Jason L. Huang Patrick L. Wadlington Fabian Elizondo 《Journal of business and psychology》2017,32(6):641-653
Purpose
The purpose of this study was to investigate organizational and occupational homogeneity, compare homogeneity at different levels of composition, and uncover a mechanism for homogeneity.Design/Methodology/Approach
Data were obtained from an archival data base of current employees (N = 23,933) in 40 organizations, 19 major job groupings, 42 minor job groupings, and 115 detailed job titles.Findings
Support for homogeneity within organizations and occupations was found, regardless of the granularity with which occupation were defined. Homogeneity estimates were smaller than prior estimates in the literature based on smaller, less diverse samples. Occupational homogeneity was significantly greater than homogeneity at the organizational level for neuroticism and extraversion. As a potential mechanism, we demonstrated that occupational interest could predict personality at the occupational level.Implications
Investigating homogeneity effects with a large, representative sample and simultaneously considering occupation and organization helps to advance our theoretical understanding of the Attraction–Selection–Attrition process. This study provides evidence of relative homogeneity effects and mechanisms. Such knowledge could help inform the selection, training, and socialization tactics employed by practitioners.Originality/Value
Little is currently known about how within-occupation homogeneity in personality relates to within-organization homogeneity, or the influence of vocational interests on such homogeneity. We provide a methodological update to decompose and compare organizational and occupational influence on personality homogeneity. We also assess homogeneity at three levels of occupational granularity, and delineate a mechanism for personality to become homogeneous at the occupation level.13.
Purpose
In line with findings that organizational citizenship behaviors (OCBs) may be driven by selfless and self-serving motives, we sought to determine supervisor effectiveness in distinguishing good soldiers from good actors.Design/Methodology/Approach
Employing a sample of 197 supervisor-subordinate dyads, we collected self- and supervisor-reports of employees’ citizenship motives. Dominance analysis was used to determine supervisory accuracy in identifying and distinguishing among subordinates’ motives.Findings
We found that the relationships between self- and supervisor-reports of corresponding motives were strongest, supporting our hypotheses that supervisors are able to accurately identify their subordinates’ OCB motives and that they are not fooled by good actors.Implications
Our results address concerns raised in previous research that inaccuracy in supervisor attributions of motives might lead to unfair reward or punishment of their subordinates. In demonstrating their accuracy in identifying their subordinates’ motives, an important implication of our work is that supervisors’ preferences for selfless motives may relate to actual differences in their employees’ contribution to the organization.Originality/Value
Our study contributes to existing research to more conclusively address the question of supervisors’ bias in their preference for selfless motives. Our results also underscore the importance of accounting for employee motives in research exploring the outcomes of OCBs.14.
Lauren Borden Paul E. Levy Stanley B. Silverman 《Journal of business and psychology》2018,33(3):345-364
Purpose
The purpose of this study was to investigate the association between leader arrogance on subordinate outcomes of feedback seeking, morale, and burnout through its relationships with subordinate feedback environment perceptions. Additionally, perceived organizational support and subordinate feedback orientation are examined as moderators that influence the degree to which leader arrogance exerts its effects on these outcomes.Design/Methodology/Approach
Survey data were obtained from 302 participants on Amazon’s Mechanical Turk website and analyzed using Hayes’ (2013) PROCESS in SPSS.Findings
Subordinates with more arrogant supervisors reported less favorable feedback environment perceptions, and subsequently, lower levels of feedback seeking, morale, and higher levels of burnout. Perceived organizational support and feedback orientation were identified as significant moderators in these relationships. Subordinates were less vulnerable to the negative outcomes of leader arrogance when they experienced higher levels of perceived organizational support. Finally, subordinates with favorable feedback orientations exhibited lower levels of feedback seeking in the face of the unfavorable feedback environments associated with arrogant leaders.Implications
Given these findings, leader arrogance should be of great concern to organizations, as subordinates exposed to arrogant leaders are likely to experience adverse outcomes. Supplementing perceptions of organizational support may help alleviate some of these effects. Additionally, subordinates with favorable feedback orientations may be particularly vulnerable to the effects of leader arrogance on outcomes of feedback seeking and morale.Originality/Value
This study is the first to demonstrate the interpersonal implications of leader arrogance for subordinates, as well as explore mediators that play a role in these relationships.15.
Purpose
This research examines the linking mechanisms and conditional processes underlying the abusive supervision and workplace deviance relationship. Based primarily on Affective Events Theory, it was hypothesized that work-related negative affect would mediate the relationship between abusive supervision and workplace deviance, and that this indirect effect would be moderated by employee-based and organization-based aggressiveness.Design/Methodology/Approach
Two independent studies were conducted, including diverse working samples and multi-wave data, to test these relationships through mediation and moderated-mediation bootstrapping procedures.Findings
Both studies suggest that work-related negative affect mediates the abusive supervision and workplace deviance relationship. Mixed findings were found for the moderating effect of employee-based and organization-based aggressiveness. In Study 1 higher levels of employee-based aggressive beliefs and attitudes increased the magnitude of the indirect effect; however, in Study 2 when taking into account organization-based aggressive norms only the facet of social discounting bias increased this relationship. In Study 2 higher levels of organization-based aggressive norms also increased the magnitude of the indirect effect for supervisor-directed deviance.Implications
Theoretical and practical implications of these findings suggest a movement toward an emotion-centered process-based theory of workplace deviance.Originality/Value
A central question in organizational behavior research revolves around what drives employees to engage in various workplace behaviors. Replicating research that suggests abusive supervision is an important factor in this question, this research helps illuminate the processes underlying this perception-to-behavior link, as well as the boundary conditions of these processes.16.
Eden King Jeremy Dawson Jaclyn Jensen Kristen Jones 《Journal of business and psychology》2017,32(1):1-19
Purpose
This paper advances a socioecological perspective toward understanding the relationship between demography and job attitudes by considering the joint effects of individual ethnicity and ethnic group relative representation—the degree to which an individual’s own demographic group is represented similarly in their organization and the community in which the organization is located.Design/Methodology/Approach
Hierarchical polynomial regression analyses of census and survey data from 57,000 employees of 142 hospitals in the United Kingdom suggest that ethnic group relative representation is related to ethnic minority employees’ job satisfaction and turnover intentions.Findings
An asymmetric pattern emerged wherein the effect of under-representation on turnover intentions was stronger than the effect of over-representation. Moreover, the effects of relative representation varied with respectful treatment by coworkers; relative representation had little effect on attitudes of employees who reported low levels of coworker respect but generally enhanced attitudes when respect was high.Originality/Value
This work points to the meaningful role that socioecological factors can play in what are typically considered to be intraorganizational phenomena, thereby highlighting the need for organizational research to assess relevant aspects of the communities in which organizations are embedded.17.
Janelle H. Cheung Deanna K. Burns Robert R. Sinclair Michael Sliter 《Journal of business and psychology》2017,32(4):347-361
Purpose
Amazon Mechanical Turk is an increasingly popular data source in the organizational psychology research community. This paper presents an evaluation of MTurk and provides a set of practical recommendations for researchers using MTurk.Design/Methodology/Approach
We present an evaluation of methodological concerns related to the use of MTurk and potential threats to validity inferences. Based on our evaluation, we also provide a set of recommendations to strengthen validity inferences using MTurk samples.Findings
Although MTurk samples can overcome some important validity concerns, there are other limitations researchers must consider in light of their research objectives. Researchers should carefully evaluate the appropriateness and quality of MTurk samples based on the different issues we discuss in our evaluation.Implications
There is not a one-size-fits-all answer to whether MTurk is appropriate for a research study. The answer depends on the research questions and the data collection and analytic procedures adopted. The quality of the data is not defined by the data source per se, but rather the decisions researchers make during the stages of study design, data collection, and data analysis.Originality/Value
The current paper extends the literature by evaluating MTurk in a more comprehensive manner than in prior reviews. Past review papers focused primarily on internal and external validity, with less attention paid to statistical conclusion and construct validity—which are equally important in making accurate inferences about research findings. This paper also provides a set of practical recommendations in addressing validity concerns when using MTurk.18.
Michel Tremblay 《Journal of business and psychology》2017,32(4):363-378
Purpose
This study examines the cross-level influence of positive and offensive leader humor climates on employee inclusion and citizenship behaviors, and the moderating effect of trust in such relationships.Design/Methodology/Approach
We collected data from a sample of 225 respondents nested within 23 teams from a Canadian financial organization. A multilevel confirmatory analysis was used to provide evidence that variables of this study are distinct and a HLM analysis to test the hypotheses.Findings
We find that employees’ perception of inclusion is influenced much more by an offensive humor climate than by a positive one. The results also suggest that the perception of inclusion plays a significant intermediary role in the influence of humor climates on citizenship behavior. Finally, trust in leaders acts as an important contingent condition in the effectiveness of a humor climate.Implications
Use of humor does not always pay. Offensive humor by supervisor is a risky strategy that may undermine the beneficial effects of positive humor climate, increase employee exclusion and weaker individual performance.Originality/Value
Our study shows the utility of using micro- and macro-approaches, and more specifically, the relevance of adopting an integrative multilevel view of the effect of a humor environment in predicting individual inclusion and citizenship behaviors.19.
Lorne M. Sulsky Joel Marcus Heather A. MacDonald 《Journal of business and psychology》2016,31(3):383-398
Purpose
The purpose of this study was to investigate whether situational factors predict ethicality judgments of theft behavior, and whether the effect of situational factors is moderated by moral relativism.Design/Methodology/Approach
Data were obtained across two laboratory experiments using undergraduate business students attending a Canadian university (n = 372). Student participants viewed a videotaped vignette of an employee informed that he had been caught stealing sales commission. In the vignettes, we manipulated two situational factors: whether or not (a) the theft has monetary consequences for the organization, and (b) similar theft is commonplace within the organization.Findings
In Experiment 1, both situational factors interacted with moral relativism in the prediction of ratings of unethical conduct. In Experiment 2, using a within-participant research design, we achieved an interaction between the organizational consequences manipulation and moral relativism, although we obtained a considerably stronger effect size for the interaction compared to the first experiment.Implications
We discuss implications of our findings and suggest avenues for future research. In particular, we consider the possibility that managers may not share a common frame-of-reference when considering the ethicality of theft. This could affect whether and the extent to which theft behavior is reprimanded.Originality/Value
Our study contributes to research on employee theft, and also adds incrementally to our understanding of how both situational factors and moral relativism jointly influence perceptions of theft behavior.20.
Jorge A. Gonzalez Belle Rose Ragins Kyle Ehrhardt Romila Singh 《Journal of business and psychology》2018,33(1):89-104