The Role of Nonperformance Factors on Job-Related Relocation Opportunities: A Field Study and Laboratory Experiment

Two studies examined the role of employee gender, marital type (single-earner, dual-earner), and parental status in understanding differential access to job opportunities requiring relocation, as well as possible perceptual processes underlying these effects. A large-scale field study (Study 1) found that married women and employees in dual-earner marriages were provided fewer relocation offers than married men and those in single-earner marriages. A laboratory experiment (Study 2) extended Study 1 by examining the perceptual process by which these nonperformance factors affected relocation opportunities. Again, married women and employees in dual-earner marriages received lower recommendation ratings for jobs requiring relocation compared to married men and single-earners, respectively. Further, decision-makers' perceptions of an applicant's willingness to relocate, family resistance to moving, and ease of adjustment to a geographic move partially mediated the relationship between these nonperformance factors and relocation opportunities. Implications for research and applied practice are discussed.     

Spousal influence on employees’ career paths in dual ladder systems: a dyadic model

ABSTRACT

This cross-sectional field study examines the influence of employee and spousal characteristics on employees’ career-related motivations in dual ladder systems. We go beyond “constraints-based” explanations of spousal influence and focus on the degree to which the spouse has aspirations for the focal employee’s career – referred to as spousal career aspirations. Using a dyadic study design, we tested a model that specifies the influence of both partners’ career salience and materialism on an employee’s motivation for a particular career path: as manager or technical specialist. According to survey responses from a matched sample of 207 employees and their spouses, the spouse’s career salience and materialism (the latter only for women) were associated with higher levels of spousal career aspirations. In turn, those employees whose spouses aspired for them to have a career were less motivated to obtain a specialist position. Employees’ own career salience was positively associated with their motivation for a managerial position and, in combination with high levels of spousal career aspirations, pulled employees away from a career on the technical ladder. Our results shed light on the family-relatedness of career decisions and have notable implications for dual ladder organizations.     

Saying no to being uprooted: The impact of family and gender on willingness to relocate

Although career research contends that women managers and professionals are less willing than men to relocate, much of the previous research has been either limited by comparative sampling issues, or has not fully accounted for the role of family. To address these issues we gathered survey data from managers and professionals in 102 large companies by identifying pairs of individuals from each firm who worked in the same division, location, and functional area, who were similar in age (± 5 years), yet differed in gender ‐ resulting in a comparatively matched sample of 333 male and 333 female respondents. To account for the role of family, we tested a model that first controlled for the impact of previous determinants of willingness to relocate, and then examined the impact of four family attributes including spouse's contribution to family income, presence of preschool‐aged children at home, and the perceived strength of spouse's and children's community ties. We also examined the moderating role of gender in explaining the impact of these attributes. Results indicate that the inclusion of family attributes increased the amount of variance explained in our regression model. Moreover, beyond substantiating a significant main effect for gender ‐ that is, women managers are less willing to relocate ‐ we also found that gender interacts with family attributes to further dampen a woman's willingness to relocate.     

Dual-earner couples’ willingness to relocate abroad: the reciprocal influence of both partners’ career role salience and partner role salience

Successful international assignments are important for international organizations. Research has shown that employee willingness to relocate internationally strongly depends on spouse’s willingness to follow. However, the mechanisms driving these effects are not thoroughly investigated. This study gives more insight into the processes that explain both partners’ willingness to (co-)relocate internationally. We examine the influence of both partners’ career role and partner role salience on each other’s (co-)relocation willingness. On the basis of Identity theory, Interdependency theory, and Attachment theory, we hypothesize combined interaction effects of career and partner role salience. Data were collected from 226 couples (professional employees and their spouses) working in a multinational Anglo-Dutch company. Results show that, in particular, spouses’ willingness to follow their partners abroad is determined by both career importance and partner role salience. We conclude that, for theory and for organizational practice, it is indeed crucial to involve both the employees and their spouses in the decision-making for an international relocation.     

Your work is interfering with our life! The influence of a significant other on employee job search activity

This research draws on family systems theory to examine the influence of the significant other on employees’ job search behaviours. Data from 102 matched pairs of employees and their significant others showed that significant others’ perception of the employee's work‐to‐family conflict was positively related to the employee's job search activity after controlling for employee self‐reported work‐to‐family conflict. Contributions and implications are discussed.     

Crossover of Organizational Commitment

Spousal commitment toward an employee's organization is a little-studied construct that deserves attention because his or her spouse may influence the employee's assessments of organizational commitment and turnover intentions. Using 186 couples, this study investigated spousal influence on U.S. military members’ organizational commitment and their decisions to reenlist. Results of a structural equation model analysis indicate that indirect mechanisms of crossover (e.g., positive emotions displayed by the spouse during discussions of reenlistment) facilitated the positive relationships between the organizational commitment of military spouses and members. Findings and discussion contribute to the fields of organizational commitment and crossover, and we conclude our analysis by offering practical implications for nonmilitary occupations.     

Flexing Work Boundaries: The Spillover and Crossover of Workplace Support

Using boundary theory and conservation of resources theory, we examined how job incumbents’ perceptions of supervisor instrumental support and organizational segmentation support influence outcomes for both the incumbent and the spouse. First, we examined how supervisor instrumental support and organizational segmentation support shape incumbents’ perceived ability to flex work boundaries and thus affect their experience of family functioning and their organizational commitment. Second, we examine the effects of supervisor instrumental support and organizational segmentation support on spousal martial satisfaction and the spouse's commitment to the incumbent's employing organization as mediated through boundary flexibility and the spouse's perception of successful boundary management by the incumbent. Using a matched set of 503 subordinates and their spouses, this study found that both supervisor instrumental support and organizational segmentation support contribute to work boundary flexibility. Further, for the incumbent, family functioning and organizational commitment were enhanced through work boundary flexibility, whereas for the spouse, marital satisfaction and commitment to the incumbent's organization were enhanced through both incumbent work boundary flexibility and the spouse's perception of successful boundary management by the incumbent. We discuss the study's implications for theory, research, and practice while suggesting new research directions.     

Employee attitudes toward job changes: An application and extension of Rusbult and Farrell's investment model

The present study applied and extended Rusbult and Farrell's (1983) investment model to investigate employees' attitudes toward different job changes, that is, changing job content, changing department, relocation, and voluntary turnover. Employees of three hospitals filled out a questionnaire (N=953; response rate 55%). The data generally supported the model. Employees who perceived a more favourable job rewards‐costs ratio reported greater satisfaction and affective commitment, and were less positive toward changing their present working situation. The same was true for employees who reported less job alternatives, more investments, and a larger continuance commitment. In addition, employees' expectations of the benefits and costs associated with job changes, weighed by their valence, were related to job change attitudes. Although the predictors' impact varied with job change, the results suggested that attitudes toward different, internal and external, job changes may have similar determinants. The theoretical and practical implications of these findings are discussed.     

Job satisfaction and firm performance: Can employees’ job satisfaction change the trajectory of a firm’s performance?

Contemporary trends in business have focused on enhancing the employee work experience. Proponents argue that doing so will improve employees’ productivity and ultimately the firm's performance. However, critics argue that job satisfaction has only a modest relationship with an employee's job performance, and therefore, such an investment will likely have little impact on the firm's financial performance. To investigate the relationship between employees’ job satisfaction and firm performance, we collected a sample of 404 employees working in 31 firms. We tested this relationship using latent growth modeling which allows us to latently examine how employees’ job satisfaction at one time point can predict the trajectory of firm performance. Study results indicated that job satisfaction predicted a positive linear change in two financial indices of firm performance (i.e., return on assets and return on equity) over the course of four years when controlling for three indicators of firm size. These results suggest that the effects of job satisfaction on firm performance are not immediate but rather take time to manifest.     

Trust in organization as a moderator of the relationship between self‐efficacy and workplace outcomes: A social cognitive theory‐based examination

Drawing on a social cognitive theory perspective, we contend that an employee's trust in oneself, or self‐efficacy, will interact with the individual's trust in the system, or trust in organization, to predict job attitudes and behaviours. Specifically, we expected that self‐efficacy would have stronger effects on job attitudes (job satisfaction and turnover intentions) and behaviours (task performance and organizational citizenship behaviours) to the degree to which employees perceive high levels of trust in organization. Using data collected from 300 employees and their respective supervisors at a manufacturing organization in Turkey across three waves, we found that self‐efficacy had more positive effects on job satisfaction, task performance, and citizenship behaviours when trust in organization was high. Interestingly, self‐efficacy had a positive effect on turnover intentions when trust in organization was low, indicating that high trust in organization buffered the effects of self‐efficacy on intentions to leave. The results suggest that the motivational value of trust in oneself is stronger to the degree to which employees also have high trust in the system, whereas low trust in system neutralizes the motivational benefits of self‐efficacy.

Practitioner points

• Practicing managers should not only invest in increasing self‐efficacy of their employees, but also invest in building trust to improve employees’ attitudes, behaviours, and performance. This is because when employee trust in organization is high, employee self‐efficacy has greater potential to have a positive influence over job satisfaction, task performance, and organizational citizenship behaviours.
• Self‐efficacy may actually increase an employee's desire to leave the organization when organizational conditions are unfavourable, such as in the case of low trust in the organization. Practicing managers should be aware that employees who have high levels of confidence may be at higher risk of turnover when they are unhappy with the organization.

     

员工非伦理行为如何招致同事攻击:道义公正视角

通过整合理性判断与道义公正模型,聚焦非伦理行为实施者被同事攻击的现象,提出员工的非伦理行为导致同事道义不公正,进而引发同事的攻击行为。并且,这个过程分别受到伦理领导的正向影响和任务互依性的负向影响。通过分析265组来自浙江省一家大型制造企业一线员工的双点数据,结果表明同事道义不公正在员工非伦理行为与其被同事攻击之间起到了中介作用;伦理领导正向调节了非伦理行为对同事道义不公正的影响,即伦理领导增强了员工非伦理行为对同事道义不公正的正向作用,从而导致同事攻击行为的产生;任务互依性负向调节了同事道义不公正与攻击行为之间的正向关系,并且减弱了同事道义不公正在员工非伦理行为与攻击行为之间的中介作用。研究结果为控制和预防职场非伦理行为提供了理论依据和实践启示。     

Mood and Organizational Citizenship Behavior: The Effects of Positive Affect on Employee Organizational Citizenship Behavior Intentions

This study, involving 139 employees from a variety of industries, organizations, and positions in Singapore, measured the effects of mood on the intentions of employees to contribute actions that are organizationally desirable but are not part of their formal job requirements (organizational citizenship behavior). After effects of established patterns of historical organizational citizenship behavior, demographic characteristics, and employee positive and negative affectivity had been controlled, stepwise regression analysis revealed that the amount of positive affect currently experienced by an employee significantly influenced the employee's intention to perform specific acts of organizational citizenship.     

Disruptive decisions to leave home: Gender and family differences in expatriation choices

I developed a theoretical model predicting how gender and family status would influence employee willingness to expatriate, international job search behavior, and expatriation decisions and tested the model in a longitudinal investigation. Australian employees comprising 230 females and 401 males with partners and/or children and 208 female and male childless singles were surveyed three times over three years. Employees who had greater personal agency and less family barriers were more willing to expatriate, to search for international jobs, and to eventually leave their home countries. Having a family restricted females’ ability to transform their willingness to expatriate into an international job search to a greater extent than it did males’. In turn, international job search predicted actual expatriation for a job. Overall, the expatriation interests of women with partners and/or children were least realized (most inhibited) in international job search and subsequent expatriation behavior. The interests of childless single employees were most realized. The study challenges current thinking on women’s willingness to expatriate by demonstrating that women are willing to expatriate, but family factors lead to women being less able to transform their willingness into an international job search than men, subsequently flowing on to women expatriating less for work than men.     

high anxiety: counseling the job‐insecure client

In today's workplace, employees are faced with the potential of corporate downsizing, mergers and acquisitions, and job restructuring and relocation. These trends create a sense of job insecurity for the individual. Job insecurity affects the individual's life in a variety of ways, including emotional and psychological consequences, marital and family consequences, and organizational consequences. This article presents an overview of the effects of job insecurity and strategies that counselors can use in working with the job‐insecure client.     

The willingness to relocate to another country: the impact of cultural similarity, destination safety, and financial incentive

Because of increased concerns about terrorism around the globe, international organizations are very interested in understanding how safety and cultural issues impact their employees' willingness to relocate abroad. This has been especially true for international companies based in the United States, given the recent salience of US activities around the world. Additionally, questions remain regarding the efficacy of financial incentives to motivate individuals' willingness to relocate when the destination may be dangerous. Therefore, the factors impacting willingness to relocate from the US to another country were examined experimentally in this study. Based upon theory and research in social and organizational psychology, it was hypothesized that cultural similarity, destination safety, and financial incentives would have direct effects on individuals' willingness to accept relocation offers. It was also predicted that cultural similarity and destination safety would moderate the effects of incentives upon willingness to relocate. The study used a 2 × 2 × 3 between-subjects design manipulating destination similarity (similar, different), destination safety (safe, dangerous), and bonus for relocating (0% bonus, 20% bonus, 40% bonus). Results from 196 participants at a university in the northeastern part of the US revealed that financial incentives and safety perceptions directly impacted willingness to relocate. In line with moderator predictions, financial incentives had a stronger effect on willingness to relocate when the destination was culturally different from the United States than when it was similar. Against expectations, there was no interaction between financial incentives and safety. Destination safety perceptions were relatively strong determinants of willingness to relocate.     

Adopting Employees' Ideas: Moderators of the Idea Generation–Idea Implementation Link

This study examined the possibility that the relationship between the number of ideas an employee generated and the number of those ideas that were adopted by the organization was moderated by the general radicalness of the employee's ideas (i.e., the extent to which the ideas were breakthrough or groundbreaking), the employee's intention to stay, psychological safety, and coworker support. Ninety-three employees generated one or more ideas and raters evaluated the radicalness and implementation of these ideas. Results showed a positive relationship between the number of ideas generated by an employee and the number adopted when the employee's ideas were generally low in radicalness. However, when an employee's ideas were generally high in radicalness, there was a positive relationship between the numbers generated and implemented only when the employee intended to remain a member of the organization or felt psychologically safe at work. The implications of these results for future research and practice are discussed.     

The family-relatedness of work decisions: A framework and agenda for theory and research

Due to global trends such as the increased labor force participation of women, the growing presence of dual-earner couples and single parents in the labor force, and changing values regarding the importance of life balance, individuals' work decisions are being increasingly influenced by family considerations. However, the “family-relatedness” of work decisions, or the extent to which family situations are considered in these decisions, has not been systematically examined. We propose a framework to examine the family-relatedness of work decisions and a broad agenda for future theory and research to test and extend the framework.     

I Cannot Afford to Have a Life: Employee Adaptation to Feelings of Job Insecurity

This study examines the links between employee perceptions of job insecurity, the work–nonwork interface, and stress‐related outcomes. Drawing on an adaptation perspective, we expect employees feeling greater job insecurity to engage in adaptive work behaviors including less use of work–nonwork support programs and greater willingness to let work permeate into one's personal life, which in turn will associate with greater work–nonwork conflict and emotional exhaustion. Data were collected from employees within a large energy company at 2 points in time. Results support the model, offering important insights into employee behavioral responses to job insecurity and key mechanisms through which insecurity may foster diminished employee well‐being.     

Measuring Person–Environment Fit: A further validation of the perceived fit scale

Perceived job fit typically encompasses an employee's suitability for the requirements of the job or the culture and values of the organization. This view of job fit overlooks another suitability judgment made by employees in which contribution to the organization is compared with the rewards received in return. Cable and DeRue referred to this type of fit as needs–supplies fit in their 2002 study. To distinguish needs–supply fit from the two more commonly examined types of fit, person–organization fit and person–job fit, the researchers developed the Perceived Fit Scale (PFS). The purpose of the current study was to examine the psychometric properties of the PFS by evaluating its reliability, concurrent validity, and factor structure via confirmatory factor analysis. Three hundred and seventeen certified public accountants participated in the study. The factor analysis results showed that the final model in this study was similar to the factor structure of the PFS reported by the developers, thus providing further support for need–supply fit as a viable dimension of perceived job fit.     

Using the shifting standards model of stereotype-based judgments to examine the impact of race on compensation decisions

The Shifting Standards Model (SSM) of stereotypic judgments is presented as a model of implicit bias that produces a psychological mechanism contributing to continued racial wage disparities. The SSM is used to explain race-based differences in subjective evaluations of compensation decisions. We report three experimental studies in which research participants made compensation decisions for either a White or Black employee. Across three studies, participants judged a Black employee's raise as subjectively better than a comparably described White employee's raise. Participants who work in Human Resources fields (Study 3) and those with experience making compensation decisions (Study 2) were as likely as other participants to show evidence of the shifting standards effect. The findings are discussed in the context of individual implicit biases contributing to continued wage disparities and potential organizational practices to ameliorate these influences.