When ethics create misfit: Combined effects of despotic leadership and Islamic work ethic on job performance,job satisfaction,and psychological well-being

This study applies social exchange and person–environment fit theories to predict that despotic leaders tend to hinder employee job performance, job satisfaction, and psychological well-being, whereas employees' own Islamic work ethic (IWE) enhances these outcomes. Also, IWE moderates the relationship of despotic leadership with the three outcomes, such that it heightens the negative impacts, because employees with a strong IWE find despotic leadership particularly troubling. A multi-source, two-wave, time-lagged study design, with a sample (303 paired responses) of employees working in various organisations, largely supports these predictions. Despotic leadership and IWE relate significantly to job performance, job satisfaction and psychological well-being in the predicted directions, except that there is no significant relationship between IWE and job satisfaction. A test of moderation shows that the negative relationships of despotic leadership with job outcomes are stronger when IWE is high. These findings have pertinent implications for theory, as well as for organisational practice.     

Person–Job Fit and Work-Related Attitudes Among Chinese Employees: Need for Cognitive Closure as Moderator

The current research examined the moderating role of employees' need for cognitive closure in the relationship between their perceived person–job fit and their work-related attitudes. In Study 1, a survey was conducted among 176 Chinese employees from various organizations, and the results confirmed that both demand–ability fit and need–supply fit were positively related to employees' job satisfaction; moreover, these relations were stronger among people with higher need for closure than those scoring lower in need for closure. In Study 2, a survey was conducted among 242 employees from a Chinese city government, and the results replicated the findings of Study 1, but also found that need for closure moderated the relation between demand–ability fit and turnover intention. These results have important implications for research in organizational psychology and human resource management.     

Extra‐Role Behavior among Mexican Employees: The Impact of LMX,Group Acceptance,and Job Attitudes

The current field study took place within a Mexican work setting, consisting of 100 white‐collar employees representing a variety of professional job categories. The study investigated the direct effect of the supervisor–employee relationship (leader–member exchange) quality and group acceptance on employees' propensity to engage in activities beyond their formal work roles (extra‐role behavior). The mediating influences of the employees' job satisfaction level and organizational commitment were also taken into consideration when accounting for extra‐role behavior. Results suggest that relationships Mexican employees share with their supervisor have a direct impact on their extra‐role behavior. Social exchange, key to both extra‐role behavior and leader–member exchange, is proposed as the operating mechanism associating the two constructs. Results also indicate that organizational commitment plays a partial mediating role between leader–member exchange and extra‐role behavior.     

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.     

An Integrative Analysis of Person–Organization Fit Theories

This study provides an integrative analysis of three approaches to person–organization (P–O) fit theory and measurement: values congruence and personality congruence (supplementary fit measures), and work environment congruence (a needs–supplies fit measure). Commensurate measures of each aspect of fit were collected from 105 employees in six organizations in the western United States. Values congruence and work environment congruence were both related to job satisfaction and organizational commitment, but personality congruence was not. All three fit measures were related to employees' intent to remain with their employer, although this effect was generally mediated by satisfaction and commitment. When multiple fit measures were used in a single analysis, values congruence and work environment congruence had the strongest and most consistent effects on the outcome measures. These results suggest a revised, multidimensional model of P–O fit.     

Person-environment fit,job satisfaction and mental health

This study was concerned with the consequences of person-environment (P-E) congruence at work in terms of Holland's model of vocational preference. Whereas there has been some work on P-E fit and job satisfaction, and P-E fit and stress, few studies have looked at the relationship between P-E fit, job satisfaction and mental health. It was predicted that those people with a poor P-E fit would have higher levels of mental distress and lower levels of job satisfaction than those who experienced a good P-E fit. The results substantiated the major hypotheses of this study and are discussed in terms of the measurement and causes of job satisfaction. Criticisms and limitations of this type of approach are also considered.     

使命取向对职业满意度的影响——职业弹性的中介作用及工作资源的调节作用

本研究通过对410名企业员工的调查,探讨使命取向对职业满意度的影响机制,并采用结构方程模型技术与层次回归分析法考察职业弹性在这一关系中的中介作用及工作资源对该关系的调节作用。研究结果表明：（1）职业弹性部分中介了使命取向对职业满意度的正向关系;（2）工作资源调节了使命取向对职业弹性的影响;（3）进一步地,工作资源水平越高,职业弹性对于使命取向与职业满意度关系的中介作用越强,反之越弱。     

The Interplay Between Social Cynicism Beliefs and Person–Organization Fit on Work‐Related Attitudes Among Chinese Employees

In recent decades, person–organization (P–O) fit has been established as an important predictor of work‐related attitudes (e.g., Hoffman & Woehr, 2006 ; Kristof‐Brown, Zimmerman, & Johnson, 2005 ). However, research has revealed the existence of boundary conditions for effects of P–O fit (e.g., employees' personality, perceptions of other aspects of their jobs; Resick, Baltes, & Shantz, 2007 ). We argue that people's worldview may also moderate this process, adding predictive power above and beyond the established moderation effects of personality and other aspects of fit in the organization. To examine this possibility, we conducted a survey among Chinese employees from various organizations to examine the interaction between their social beliefs and P–O fit on their level of job satisfaction.     

Authentic leadership,psychological capital,job satisfaction and intention to leave in state-owned enterprises

This study investigated the relations among authentic leadership, psychological capital, job satisfaction and intention to leave within state-owned enterprises in Namibia. Participants were a convenience sample of 452 employees (females?=?49.6%, mean age?=?37.36, SD?=?8.57) state-owned enterprises in Namibia. They completed the Authentic Leadership Questionnaire, Psychological Capital Questionnaire, Job Satisfaction Questionnaire and Turnover Intention Scale. Structural equation modelling was utilised to investigate the relations among authentic leadership, psychological capital, job satisfaction and intention to leave. The findings indicated that authentic leadership was positively associated with psychological capital (i.e. experiences of hope, optimism, self-efficacy and resilience) and job satisfaction. Authentic leadership affected job satisfaction indirectly via psychological capital. Psychological capital had a medium to large indirect effect on employees' intentions to leave. The findings suggest that authentic leadership and psychological capital explain job satisfaction and retention of employees in state-owned enterprises.     

Effects of the Interaction Between Reaction Component of Personal Need for Structure and Role Perceptions on Employee Attitudes in Long‐Term Care for Elderly People1

This study examined the interaction of reaction component of personal need for structure (reaction to lack of structure, RLS) and role perceptions in predicting job satisfaction, job involvement, affective commitment, and occupational identity among employees working in long‐term care for elderly people. High‐RLS employees experienced more role conflict, had less job satisfaction, and experienced lower levels of occupational identity than did low‐RLS employees. We found individual differences in how problems in roles affected employees' job attitudes. High‐RLS employees experienced lower levels of job satisfaction, job involvement, and affective commitment, irrespective of role‐conflict levels. Low‐RLS employees experienced detrimental job attitudes only if role‐conflict levels were high. Our results suggest that high‐RLS people benefit less from low levels of experienced role conflicts.     

Social information processing and job characteristics.

This study simultaneously tested 2 theories that attempt to explain differences in job satisfaction: job characteristics theory (Hackman & Oldham, 1976) and social information processing theory (Salancik & Pfeffer, 1978). The theories were tested using data collected from the civilian employees of the public works division at a U.S. military base. The results indicated that individuals' social environments had significant effects upon their attitudes. Multiple social networks were used to operationalize individuals' social environments. The results also suggested that job characteristics had an independent main effect upon job satisfaction, in addition to the effects of the social environment. Based on prior research, employees' past experience and self‐monitoring were tested as moderators of the effects of the social environment, and growth need strength was tested as a moderator of the effects of job characteristics upon job satisfaction. Only self‐monitoring was found to have a significant moderating effect on the relationship between information from the social environment and job satisfaction, and growth need strength had no significant moderating effect.     

Trans-parency in the workplace: How the experiences of transsexual employees can be improved

Very little research has focused exclusively on the workplace experiences of transsexual employees. Studies that have been done are either qualitative case studies (e.g., Budge, Tebbe, & Howard; 2010; Schilt & Connell, 2007), or aggregate transsexual individuals with lesbian, gay, and bisexual employees (e.g., Irwin, 2002). The current study focuses on this underexamined population and examines general workplace experiences, and both individual and organizational characteristics that influence transsexual employees' job attitudes. Results reveal that organizational supportiveness, transsexual identity centrality, and the degree to which they disclose to individuals outside of work all predict transsexual employees' disclosure behaviors in the workplace. These disclosure behaviors are positively related to job satisfaction and organizational commitment, and negatively related to job anxiety. These relations are mediated by coworker reactions. This research expands knowledge about diverse employee populations and offers both theory and some of the first large-scale empirical data collected on the workplace experiences of transsexual employees.     

Transformational leadership and customer service: A moderated mediation model of negative affectivity and emotion regulation

Integrating theories from leadership, emotion management, affectivity, and customer service, this study examines how transformational leadership leads to favourable customer intentions via the mediation of service employees' emotion regulation, job satisfaction, and their service performance and via the moderation of employee negative affectivity. Results obtained from data of 204 matched sets of managers, service employees, and customers show that the effect of transformational leadership on amplification of pleasant emotions was conditioned on service employees' negative affectivity. Employee service performance partially mediated the effect of job satisfaction on customer outcomes. Finally, overall results reveal that transformational leadership and amplification of pleasant emotions were more strongly related to the customer outcomes, as mediated through the intervening variables in the model, when negative affectivity was high than when negative affectivity was low. Results have implications for how service workers with negative affectivity can manage their emotions to achieve effective service outcomes through interactions with a leader, how the effect of transformational leadership can be bounded, and how transformational leadership and emotion regulation are relevant to customer service.     

The Five-Factor model of personality and work behaviour in Greece

This study explores the validity of the five-factor model of personality (FFM) in occupational settings in Greece, examining its relationship to employees' overall job performance, job satisfaction, organizational citizenship behaviour, and generic work competencies. Two hundred and twenty-seven employees from various Greek SMEs participated in the study completing a personality and a job satisfaction measure. Their supervisors completed three questionnaires assessing their performance and their work competencies. Some of the most significant results of this study were the strong links identified between personality and job satisfaction and the moderating effect of job type on the criterion-related validity of some personality dimensions. These results are discussed in terms of the FFM literature taking into consideration the strong effect of Greek culture. The theoretical and practical implications for research and practice in Greece are also discussed.     

The Role of Job Challenge and Organizational Identification in Enhancing Creative Behavior among Employees in the Workplace

Organizations recognize the importance of creative employees and constantly explore ways to enhance their employees' creative behavior. Creativity research has directed substantial efforts to understanding how work environment fosters creativity. Yet, this research has paid little attention to the importance of specific characteristics of the work environment and organizational identification in augmenting creative behavior in employees at work. The present study examines the influence of job challenge on employees' creative behavior, arguing that organizational identification plays a mediating role in this relationship. The results show that organizational identification mediates the relationship between job challenge and employees' creative behavior.     

Trick or trait? The combined effects of employee impression management modesty and trait modesty on supervisor evaluations

Prior research on the benefits of modest self-presentation in organizational contexts has shown positive effects on several career-related outcomes, including employees' reputation, organizational support, and mentoring. However, little is known about the nature, mechanisms, and boundary conditions of this promising impression management tactic. Our study addresses this research gap by integrating two theoretical conceptions of modesty, i.e., impression management modesty (IM modesty) and trait modesty. We developed and tested an overarching theoretical model that postulates positive interactive effects of employees' IM modesty and trait modesty on supervisor ratings of employees' likeability, competence, and job performance. Data on 233 employee–supervisor dyads were analyzed using hierarchical regression and conditional process analyses. As expected, the effects of IM modesty were systematically moderated by employees' trait modesty: For employees with high trait modesty, IM modesty demonstrated significant positive effects on supervisor ratings of employee likeability and competence, which in turn were associated with higher job performance ratings. For employees with low trait modesty, however, using IM modesty was neither beneficial nor detrimental to supervisor evaluations. Implications for theory, practice, and avenues for future research are discussed.     

Open Workplace Climate and LGB Employees' Psychological Experiences: The Roles of Self‐Concealment and Self‐Acceptance

This study explores how an environmental factor (i.e., a perceived open climate) shapes lesbian, gay, and bisexual (LGB) employees' job satisfaction and job anxiety through the mediating role of self‐concealment. It also investigates the moderating role of self‐acceptance. Results from 315 LGB employees supported the conclusion that a perceived open climate for minority sexuality increased job satisfaction and decreased job anxiety. The open climate–job anxiety relationship was mediated by self‐concealment, and both stages of this mediation process were moderated by self‐acceptance. These findings offer useful insights for counselors and managers to help LGB individuals improve their workplace psychological experiences.     

Organizational commitment, job satisfaction, and effort in the service environment

Investigations of the causal relationship between organizational commitment and job satisfaction have yielded contradictory findings. Little empirical research has looked at this complex relationship in the context of work effort. The purpose of this study was to determine how these variables interact in the service environment. Using a sample of 425 employees in two service organizations, the author tested two structural equation models. The hypothesized model with organizational commitment as a moderator between job satisfaction and service effort fit better than a model with job satisfaction as moderator did. Conceptual implications are discussed, and suggestions for future research are made.     

Organizational Commitment,Job Satisfaction,and Effort in the Service Environment

Investigations of the causal relationship between organizational commitment and job satisfaction have yielded contradictory findings. Little empirical research has looked at this complex relationship in the context of work effort. The purpose of this study was to determine how these variables interact in the service environment. Using a sample of 425 employees in two service organizations, the author tested two structural equation models. The hypothesized model with organizational commitment as a moderator between job satisfaction and service effort fit better than a model with job satisfaction as moderator did. Conceptual implications are discussed, and suggestions for future research are made.     

Organizational identification as a trigger for personal well-being: Associations with happiness and stress through job outcomes

Recent literature highlights that well-being, happiness, as well as personal stress, has become important for guiding public policy in areas that might involve suboptimal behaviour. Positive life outcomes can extend from one field of life (family, work, sport, children, hobbies, etc.) to another, multiplying success, performance, and health. In the present study, we aimed to verify whether the positive relation between organizational identification and employees' experiences then extends also into a positive association with more general well-being that is unrelated to the work context. For this purpose, we considered two proxies of organizational well-being: job satisfaction (on the positive side) and turnover intention (on the negative side) as well as the distal associations with happiness. The study involved 305 workers who completed a questionnaire made up of five scales: organization identification, job satisfaction, turnover intention, happiness, and personal stress. We found that organizational identification is positively related to employees' job satisfaction and negatively related to their intention to leave. Afterwards, job satisfaction and turnover intention were related to personal stress and happiness, suggesting a positive effect of organizational identification above and beyond the work context.