Got Resources? A Multi-Sample Constructive Replication of Perceived Resource Availability’s Role in Work Passion–Job Outcomes Relationships

Purpose

The purpose of this study was to investigate the moderating effect of perceived resource availability on the relationship between work passion and employee well-being (i.e., job satisfaction and job tension) and performance (i.e., job performance and citizenship behaviors) using self-determination theory.

Design/Methodology/Approach

Data were obtained through surveys distributed via an online platform (Sample 1) and to employees of three professional organizations: a municipal agency (Sample 2), an engineering firm (Sample 3), and an advertising organization (Sample 4).

Findings

The interaction between employees’ work passion and their perceptions of available resources was associated with employees’ well-being and performance, such that greater work passion was associated with positive outcomes when resources were perceived as available. Conversely, heightened work passion was associated with job tension and fewer positive benefits when perceived available resources were low.

Implications

Work passion is often touted by employers as a valuable characteristic for employees, but, as these findings suggest, there are conditions that must be met in order for employees to experience positive well-being and performance outcomes. This information will likely prove invaluable for those employers seeking to best support their passionate employees.

Originality/Value

Research into the area of work passion is small but growing, and this study provides valuable insight into a key boundary condition for the effectiveness of passion: perceived resource availability. Additionally, this study identifies circumstances in which passionate employees actually experience a negative work outcome. Further, the multiple samples and constructive replication employed help provide confidence and a strong empirical foundation for the results.

     

Work Ethic and Work Outcomes in an Expanded Criterion Domain

Purpose

The purpose of this study was to investigate relationships between dimensions of work ethic and dimensions of organizational citizenship behavior (OCB) and counterproductive work behavior (CWB).

Design/Methodology/Approach

Data were collected from employed individuals in MBA and undergraduate management courses and their work supervisors (N = 233). Participants represented diverse occupations with respect to job levels and industries. Participants completed the work ethic inventory, and participants’ managers completed ratings of OCB and CWB.

Findings

The work ethic dimension of centrality of work was positively related to both dimensions of OCB (i.e., OCB-I and OCB-O), and the work ethic dimension of morality/ethics was negatively related to one of the dimensions of CWB (i.e., CWB-I).

Implications

Modern perspectives on job performance recognize the multidimensional nature of the domain (i.e., the expanded criterion domain). In addition, noncognitive predictors such as work ethic have value as individual differences that are associated with performance outcomes. The assessment of such constructs can help inform selection and placement activities where a focus on OCB and CWB is important to managers.

Originality/Value

This study provides additional evidence on the relationship between work ethic and performance outcomes. Previous research has provided limited information on the relationship between dimensions of work ethic and dimensions of OCB, and no information existed on the relationship between work ethic dimensions and CWB.

     

Linking Workplace Aggression to Employee Well-Being and Work: The Moderating Role of Family-Supportive Supervisor Behaviors (FSSB)

Purpose

The present study examined the moderating effects of family-supportive supervisor behaviors (FSSB) on the relationship between two types of workplace aggression (i.e., patient-initiated physical aggression and coworker-initiated psychological aggression) and employee well-being and work outcomes.

Methodology

Data were obtained from a field sample of 417 healthcare workers in two psychiatric hospitals. Hypotheses were tested using moderated multiple regression analyses.

Findings

Psychiatric care providers’ perceptions of FSSB moderated the relationship between patient-initiated physical aggression and physical symptoms, exhaustion and cynicism. In addition, FSSB moderated the relationship between coworker-initiated psychological aggression and physical symptoms and turnover intentions.

Implications

Based on our findings, family-supportive supervision is a plausible boundary condition for the relationship between workplace aggression and well-being and work outcomes. This study suggests that, in addition to directly addressing aggression prevention and reduction, family-supportive supervision is a trainable resource that healthcare organizations should facilitate to improve employee work and well-being in settings with high workplace aggression.

Originality

This is the first study to examine the role of FSSB in influencing the relationship between two forms of workplace aggression: patient-initiated physical and coworker-initiated psychological aggression and employee outcomes.

     

Parent Work Conditions and Adolescent Core Self-Evaluations: Examining the Effects of Work Resource Drain and Parent Gender

Purpose

Using resource drain and social cognitive theory frameworks, this study investigates the process through which parent time and energy resource drain relates to adolescent core self-evaluation. Parent–child interactive and routine activities and parental social support are tested as mediators.

Methodology

Data are reported by mothers, fathers, and adolescent children in 151 middle-class, dual-earner families from the 500 Family Study. Hypotheses are tested using path analysis and moderated mediation.

Findings

Parent work hours negatively relate to adolescent reports of received social support, partially due to decreased time spent engaged in parent–child interactive activities. Fathers’ work hours indirectly relate to adolescent core self-evaluations through parent–child interactive activities and social support from fathers; this indirect relationship was not found for mothers. Exploratory analyses examined differences by parent and child gender. Fathers’ work hours are more likely to detract from parent–child routine activities relative to mothers’ work hours. The relationship between father work hours and parent–child interactive activities is buffered for sons compared to daughters.

Implications

Results help to explain why parent work-related resource drain relates to adolescent core self-evaluations. Parent gender, type of resource drain, and type of activity are identified as potential boundary conditions. Interactive activities and social support are key mediators warranting attention.

Originality/Value

Social cognitive theory is used as a framework for linking parent work-related resource drain and child outcomes. Mechanisms are identified that explain adolescent core self-evaluations development. Use of multisource data helps to mitigate problems with single-source data used in previous studies.

     

A Multilevel Examination of the Relationship Between Leader–Member Exchange and Work–Family Outcomes

Purpose

Recent work–family literature has identified leadership as an area for practical research inquiry. The purpose of the present study was to conduct a multilevel analysis that applies leader–member exchange (LMX) and conservation of resources theories as frameworks for optimizing subordinates’ work–family experiences.

Design/Methodology/Approach

Effects of the interaction between individual-level and workgroup-level LMX on work–family outcomes were examined using web-based survey data from 765 information technology workers in 79 workgroups.

Findings

High LMX was linked to reduced work interference with family, perceptions of managerial support, perceived career consequences, and organizational time demands. However, the benefits of high LMX were attenuated in the presence of low workgroup LMX for all outcomes except managerial support.

Implications

Findings suggest that an individual’s work–family experiences are influenced by both self and others’ supervisory relationships and provide further support for the efficacy of multilevel examinations of LMX. Results support LMX theory as a framework for enhancing work–family outcomes. Through individual and group-level LMX, supervisors may foster perceptions that shape work–family micro-climates within the same organization.

Originality/Value

This study focuses on a practical avenue for intervention (i.e., leadership) using a theoretically grounded approach. It uncovers a possible mechanism—high individual and group LMX—through which work–family outcomes can be improved. Additionally, this study answers calls in the work–family literature for research with implications for intervention and employs multilevel modeling.

     

Millennials and the World of Work: Experiences in Paid Work During Adolescence

Purpose

This article considers some important questions faced by youth as they enter and adapt to paid work. We focus on two key questions: (1) how many hours should teenagers work during the school year and (2) what available jobs are desirable?

Design/Methodology/Approach

To help answer these questions, we review studies that have examined the effects of early work experiences on academic achievement, positive youth development, and health-risk behaviors. We also draw upon nationally representative data from the Monitoring the Future (MTF) study to illustrate some new findings on youth employment.

Findings

Moderate work hours, especially in jobs of higher-quality, are associated with a broad range of positive developmental outcomes.

Implications

These questions are not only important to teenagers and their parents, they also reflect key debates among scholars in sociology, developmental psychology, and economics regarding the potential short- and long-term consequences of early work experiences for social development and socioeconomic achievement.

Originality/Value

Although work intensity is an important dimension of adolescent work experience, it is clearly not the only one and we argue that it may not even be the most important one. By focusing on types and qualities of jobs, more can be gained in terms of understanding for whom and under what conditions teenage work does provide benefits for and detriments to youth development.

     

An Examination of the Relationship Between the Work–School Interface,Job Satisfaction,and Job Performance

Purpose

This study provides a comprehensive examination of how the work–school interface relates to work outcomes such as task performance and job satisfaction. Additionally, this study builds upon past research by examining a range of work- and school-related resources and demands that collectively influence the work–school interface.

Design/Methodology/Approach

Data were obtained from 170 working undergraduate students at multiple time points over the course of a semester, as well as from participants’ supervisors at the organizations in which the students work.

Findings

The strongest antecedent of job satisfaction, interpersonal facilitation, and job performance was work–school facilitation. Demands in one role create pressures in the other. Contrary to expectations, job demands positively related to work–school facilitation, while school demands positively related to school–work facilitation.

Implications

For practitioners, this study highlights the need to better understand the interplay between school and work roles for employees at a time when continuing education is emphasized. Employers benefit from the performance gains and positive attitudinal shifts that stem from experiences of facilitation between roles. From a theoretical perspective, this study reveals a unique pattern of results that adds to our understanding of the dynamics involved in the integrated work–school routines of working students.

Originality/Value

This is one of the first studies to investigate the relationships between four bi-directional forms of the work–school interface and subsequent multi-source assessments of organizational outcomes. As such, it offers an examination of how conflict and facilitation from both the work and school domains relate to work outcomes.

     

Friends and Family: The Role of Relationships in Community and Workplace Attachment

Purpose

Most work–life research focuses on the spillover of the nuclear family to the workplace, offering little insight into how other family relationships and friendships can spill over to affect employees’ organizational attachment. Past research has also overlooked the role of relationship quality and the mechanisms underlying these life-to-work spillover effects. Addressing these shortcomings, we integrate the systemic model of community attachment with job embeddedness theory to develop a model of community relational embeddedness and then use this model to examine how nonwork relationships connect people to their workplaces.

Design/Methodology/Approach

We used survey data from a national sample of 2025 accounting professionals and tested mediation hypotheses using structural equation modeling.

Findings

Employees’ relationships with friends and family predicted their attachment to their communities, which in turn predicted their workplace turnover intentions. Supporting our theoretical model, bonds with friends and family predicted moving intentions, and community fit and sacrifice mediated these effects. Community fit and sacrifice also predicted work turnover intentions indirectly through moving intentions. Tests also revealed that, surprisingly, friendships had a stronger impact on community attachment than family.

Implications

Employees are connected to their organizations through an array of close community relationships that extend beyond the nuclear family (i.e., spouse, children). Organizations can enhance employees’ workplace attachment by recognizing the role of friends and offering work–life programs that use a broad conceptualization of family (e.g., adult siblings, parents).

Originality/Value

Our study illustrates the importance of community relationships to workplace attachment, and the need to incorporate relational quality, nonnuclear family, and friendships in future research.

     

Exploring the Effects of Job Autonomy on Engagement and Creativity: The Moderating Role of Performance Pressure and Learning Goal Orientation

Purpose

The 21st century work environment calls for team members to be more engaged in their work and exhibit more creativity in completing their job tasks. The purpose of this study was to examine whether team performance pressure and individual goal orientation would moderate the relationships between individual autonomy in teams and individual engagement and creativity.

Design/Methodology/Approach

A sample consisting of 209 team members and 45 team managers from 45 work teams in 14 companies completed survey measures. To test our hypotheses, we used multilevel modeling with random intercepts and slopes because the individual-level data were nested within the team-level data.

Findings

Hierarchical linear modeling showed that team-level performance pressure attenuated the positive relations between job autonomy and three dimensions of engagement. There were also 3-way interactions between job autonomy, psychological performance pressure, and learning goal orientation in predicting three dimensions of engagement and creativity.

Implications

This study highlights the importance of exploring the moderating effect of team-level task characteristics and individual differences on the relationships between job autonomy and individual engagement and creativity. Organizations need to carefully consider both individual learning goals and performance pressure when empowering team members with job autonomy.

Originality/Value

This is one of the first studies to explore the association between individual job autonomy in teams and individual outcomes in a contingency model. We first introduced team performance pressure as a moderator of job autonomy and examined the 3-way interaction effects of performance pressure, individual job autonomy, and learning goal orientation.

     

Re-examination of Motivation in Learning Contexts: Meta-analytically Investigating the Role Type of Motivation Plays in the Prediction of Key Training Outcomes

Purpose

The extant research has not been consistent in the way motivation is conceptualized and measured in learning contexts, with prior research utilizing five different types of motivation derived from three theoretical frameworks—self-determination theory, expectancy theory, and the expectancy-value model. The purpose of the present study was to examine whether type of motivation impacts the motivation–training outcome relationships.

Design/Methodology

We conducted a meta-analysis investigating the impact of motivation type (i.e., intrinsic motivation, motivation to learn, motivation to transfer, expectancy motivation, and task value) on four training outcomes. The review of the literature yielded 136 independent samples and a total of 25,012 trainees. Relative weights analysis was also used.

Findings

Results suggest that all types of motivation had stronger relationships with trainee reactions than with declarative knowledge, initial skill acquisition, or transfer. Yet, there was variability in the strength of the motivation–training outcome relationships across motivation type.

Implications

We recommend that motivation to learn be used to predict trainee reactions, declarative knowledge, and initial skill acquisition; motivation to transfer should be measured when predicting distal post-training outcomes (i.e., transfer of training). Although this recommendation may seem intuitive, clearly prior research/practice has used other motivation types in the prediction of these training outcomes. Accordingly, we advise that measures of motivation to learn and motivation to transfer be used more uniformly.

Originality/Value

This is the first study to meta-analytically test whether the relationship between motivation and training outcomes varies based on the type of motivation utilized.

     

A Finer Grained Approach to Psychological Capital and Work Performance

Purpose

Psychological capital is a set of personal resources comprised by hope, efficacy, optimism, and resilience, which previous research has supported as being valuable for general work performance. However, in today’s organizations, a multidimensional approach is required to understanding work performance, thus, we aimed to determine whether psychological capital improves proficiency, adaptivity, and proactivity, and also whether hope, efficiency, resilience, and optimism have a differential contribution to the same outcomes. Analyzing the temporal meaning of each psychological capital dimension, this paper theorizes the relative weights of psychological capital dimensions on proficiency, adaptivity, and proactivity, proposing also that higher relative weight dimensions are helpful to cope with job demands and perform well.

Methodology

Two survey studies, the first based on cross-sectional data and the second on two waves of data, were conducted with employees from diverse organizations, who provided measures of their psychological capital, work performance, and job demands. Data was modeled with regression analysis together with relative weights analysis.

Findings

Relative weights for dimensions of psychological capital were supported as having remarkable unique contributions for proficient, adaptive, and proactive behavior, particularly when job demands were high.

Originality/Value

We concluded that organizations facing high job demands should implement actions to enhance psychological capital dimensions; however, those actions should focus on the specific criterion of performance of interest.

     

Popularity Procurement and Pay Off: Antecedents and Consequences of Popularity in the Workplace

Purpose

This study examines agreeableness and work knowledge as predictors of employees’ popularity above and beyond core self-evaluation (CSE), and the moderating role of these constructs on the CSE–popularity relationship. We also investigate popularity’s effects on supervisor-rated task performance and promotion potential, and the conditional indirect effects of CSE on these outcomes via popularity.

Design/Methodology/Approach

Multi-source data were collected from 213 employees, their coworkers, and direct supervisors in a Chinese mine trading company.

Findings

Agreeableness predicted popularity above and beyond CSE and moderated the CSE–popularity relationship, although the direct and moderating effects of work knowledge were nonsignificant. Popularity positively influenced performance ratings but not promotion potential. Results also supported conditional indirect effects of CSE on performance ratings via popularity.

Implications

The current findings underscore the importance of examining workplace popularity. Discovering agreeableness as an additional predictor of popularity and its moderation effects on the CSE–popularity link suggests that communal qualities are important for employees’ attainment of popularity. The discussion also focuses on expanding the scope of workplace popularity to include performance-related outcomes. Lastly, this study considers how employee characteristics connect to performance ratings through popularity.

Originality/Value

Workplace popularity is relatively unexplored but has tremendous organizational implications. This research advances the understanding of how to attain workplace popularity and the boundary conditions for the relationship between CSE and popularity. It also extends consequences associated with workplace popularity beyond interpersonal outcomes and assesses the role of popularity, a construct rooted in collective perception, in explaining links between employee characteristics and performance-related outcomes.

     

Leader Arrogance and Subordinate Outcomes: the Role of Feedback Processes

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.

     

Crossover of Weekly Work Engagement Among Dual-Working Couples

Purpose

Based on crossover theory and the actor-partner interdependence model, the purpose of this study was to investigate the crossover process of work engagement among Chinese dual-working couples.

Design/Methodology/Approach

Fifty-one dual-working couples first completed a general questionnaire to collect basic demographic information and then completed a weekly diary over five consecutive work weeks.

Findings

The results of multilevel analyses showed that (1) actor’s work engagement had a significant impact on his or her own work performance, (2) communication quality between the dual-working couples moderated the crossover of work engagement, but this effect was only found from husbands to wives and when women scored high on communication quality, (3) when men were treated as actors, the actor’s work engagement interacted with communication quality to relate to the partner’s work performance, through the mediating mechanism of the partner’s work engagement.

Implications

Dual-working couples should communicate with each other frequently through sharing positive experiences, and each member of the couple should support the partner through concrete actions. Organizations should adequately facilitate employees’ engagement, as engaged employees can not only positively influence their colleagues but also their partners at home.

Originality/Value

Previous research on work engagement has focused mainly on static and cross-sectional studies, and most studies on crossover have been conducted primarily in the context of western cultures, whereas systematic and empirical study of oriental cultures, especially Chinese cultures, is relatively scarce. The current study explored the crossover process of work engagement among Chinese dual-working couples using a diary study methodology.

     

The Associations between Ethical Organizational Culture,Burnout, and Engagement: A Multilevel Study

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.

     

The Relationship of Coworker Incivility to Job Performance and the Moderating Role of Self-Efficacy and Compassion at Work: The Job Demands-Resources (JD-R) Approach

Purpose

This study examined the relationship between coworker incivility and job performance via emotional exhaustion, and the moderating effect of employee self-efficacy and compassion at work on the relationship.

Design/Methodology/Approach

Drawing on the Job Demands-Resources (JD-R) model, we hypothesized an indirect relationship between coworker incivility and job performance through emotional exhaustion. Also, we predicted that the positive relationship between coworker incivility and emotional exhaustion would be weaker for employees with high self-efficacy and compassion experience at work. Surveys were gathered at two time points, 3 months apart, from 217 frontline employees of a five-star hotel in South Korea.

Findings

The results indicated that coworker incivility was negatively related to job performance and that the link was fully mediated by emotional exhaustion. Employees’ self-efficacy buffered the negative outcomes of coworker incivility, whereas experienced compassion at work did not moderate the relationship between coworker incivility and emotional exhaustion.

Implications

This study advances understanding of the negative consequences of coworker incivility and the ways to attenuate such negative effects. We suggested emotional exhaustion as a key psychological mechanism and revealed self-efficacy belief as a boundary condition related to coworker incivility.

Originality/Value

With a focus on emotional exhaustion, this study addresses the call for a better understanding of the psychological mechanism involved in workplace incivility. Also, we discovered the role that personal resources play in mitigating the negative effects of coworker incivility. Finally, we extend the literature by theorizing the boundary conditions of coworker incivility using the JD-R approach.

     

Good Soldier or Good Actor? Supervisor Accuracy in Distinguishing Between Selfless and Self-Serving OCB Motives

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.

     

Differential Effects of Task Performance,Organizational Citizenship Behavior,and Job Complexity on Voluntary Turnover

Purpose

The purpose of this study was to investigate the performance–turnover relationship by considering the effects of task performance and OCBs simultaneously while also examining the moderating effect job complexity has on the relationship between voluntary turnover and each type of performance.

Design/Methodology/Approach

Data were obtained as part of a larger study to validate an employment test, in which actual turnover data and supervisory ratings of job performance were collected for employees in two hospitals (n = 782).

Findings

Task performance exhibited a curvilinear relationship with turnover, while OCB exhibited a negative linear relationship with turnover. Job complexity moderated both of these relationships. For task performance, turnover in high-complexity jobs was greater for low performers but lower for high performers relative to that of employees in low-complexity jobs. For OCB, the negative relationship with turnover was more pronounced in high-complexity jobs.

Implications

Both low- and high-task performers are more likely to turnover, while employees exhibiting high OCBs are less likely to turnover. These results imply that retention strategies are critical for top performers, but especially in high-complexity jobs. Organizations may be able to discourage voluntary turnover by creating conditions that stimulate OCB, particularly in highly complex jobs.

Originality/Value

Most prior performance–turnover relationship research used unidimensional measures of performance, whereas this study included two dimensions of performance and examined this relationship while controlling for one-performance dimension when predicting the other. Furthermore, this study is one of the first studies to suggest that job complexity moderates the performance–turnover relationship.

     

Act Expediently,with Autonomy: Vicarious Learning,Empowered Behaviors,and Performance

Purpose

The purpose of this research is to investigate how organizations can best facilitate an empowered workforce that makes autonomous decisions and acts expediently, which the literature on high performing organizations posits will increase the likelihood of sustained performance and retaining competitive advantages. We introduce a novel mechanism for encouraging such behaviors and pursuant outcomes: vicarious learning from a supervisor who demonstrates autonomy and expediency.

Design/Methodology/Approach

We drew experimental data from a sample of participants who underwent a managerial simulation, and used these data to investigate relationships between the vicarious learning of empowered behaviors and individual task performance (n = 100).

Findings

Results indicate that when supervisors behave with autonomy and expediency this both increases the extent to which individuals behave similarly, and is associated with enhanced individual performance. Further, we find that expedient behavior fully mediates the relationship between empowered supervisor behavior and performance.

Implications

Findings show that supervisors need not necessarily engage directly in empowering others. Rather, by modeling behaviors, supervisors can craft a context where employees may act with autonomy and efficiency. This provides an opportunity for empowerment that is both actionable and cost-effective.

Originality/Value

This is the first study to consider empowerment as a managerial phenomenon that can be vicariously learned, integrating theories of social learning and empowerment, and extending existing empowerment constructs (including psychological and structural) to develop an indirect, yet potent means of encouraging empowered behavior.

     

Examining the Outcomes of Having a Calling: Does Context Matter?

Purpose

The purpose of this study was to examine the cognitive, affective, and behavioral outcomes of calling. Further, the study examined the conditions under which individuals with a calling thrive, specifically focusing on the moderating role of work discretion and participative decision making.

Design/Methodology/Approach

Data were collected using surveys from 298 teachers and aides working in 68 child care centers.

Implications

The study results demonstrate that having a strong work calling is beneficial for both individuals and organizations. Results show that individuals who have a strong work calling are more committed to their organizations, have less emotional exhaustion and exhibit higher levels of contextual performance. Thus, in order to reap positive outcomes from their work individuals should engage in work that enables them to pursue their calling. Also, organizations will have increased work outcomes by hiring individuals who have a strong work calling. Further, organizations will benefit greatly by creating conditions that enable individuals to pursue their calling. Findings indicate that individuals with a high calling thrive in organizations that have more participative decision-making practices and which offer high work discretion.

Originality/Value

The study significantly contributes to the scant literature on calling by examining the affective, cognitive, and behavioral outcomes of calling. The study also responds to calls for research on the conditions under which calling leads to positive individual and work outcomes and identifies the conditions under which workers with a strong calling thrive.