DO PEOPLE MAKE THE PLACE? AN EXAMINATION OF THE ATTRACTION-SELECTION-ATTRITION HYPOTHESIS

This study tests the hypotheses that (1) congruence between internal need states and external environments drives the organizational-choice process and (2) those attracted to particular organizations are more homogeneous than the applicant pool in general. Subjects were evaluated on 14 needs using the Jackson Personality Research Form. They then viewed two video-taped segments of simulated campus interviews to gain information about two distinct types of organizational reward systems. The interview segments entered the discussion in progress to avoid any reference to a particular job that might introduce an occupational confound. Subjects received job offers from both organizations and were asked to indicate which of the two organizations they found more attractive by accepting one of the offers. Analysis of variance results indicated only weak support for the congruency hypothesis. Differences were observed in nAch between the groups of subjects attracted to each organization. No differences were found for any of the other need strength measures. This suggests that the subjects attracted to the different organizations were substantially similar. Hierarchial factor analysis of the PRF has suggested a six-factor structure that appears consistent with the second-order factors from other respectable personality measures. This suggests that the second-order solution may be a parsimonious mapping of the personality domain and may therefore be more relevant in testing these hypotheses. The analysis was repeated using these dimensions. The results suggest that work force homogeneity may be more complex than originally considered. Implications for the homogeneity hypothesis are discussed, and suggestions for further study of this concept are offered.     

A Work-Life Identity Model of Well-Being: Towards a Research Agenda Linking Quality-of-Work-Life (QWL) Programs with Quality of Life (QOL)

QWL is conceptualized in terms of the interface between employee role identities and work resources. QWL programs serve to enhance QOL by (1) providing appropriate work resources to meet the expectations of employee role identities, (2) reducing role conflict in work and non-work life, (3) enhancing multiple role identities, (4) reducing role demands, (5) reducing stress related to work and non-work role identities, and (6) increasing the value of the role identity. We describe a variety of QWL programs related to work life (decentralized organization structures, teamwork, parallel structures, ethical corporate mission and culture, the organization work schedule, etc.) and non-work life (work at home, flextime, compressed work week, part-time work arrangements, job sharing, etc.) and show how they serve to enhance QOL using the language of work-life identity. Doing so helps develop a research agenda based on the work-life identify model.     

Flexible Work Arrangements Availability and their Relationship with Work‐to‐Family Conflict,Job Satisfaction,and Turnover Intentions: A Comparison of Three Country Clusters

The present study explored the availability of flexible work arrangements (FWA) and their relationship with manager outcomes of job satisfaction, turnover intentions, and work‐to‐family conflict (WFC) across country clusters. We used individualism and collectivism to explain differences in FWA availability across Latin American, Anglo, and Asian clusters. Managers from the Anglo cluster were more likely to report working in organisations that offer FWA compared to managers from other clusters. For Anglo managers, flextime was the only FWA that had significant favorable relationships with the outcome variables. For Latin Americans, part‐time work negatively related with turnover intentions and strain‐based WFC. For Asians, flextime was unrelated to time‐based WFC, and telecommuting was positively associated with strain‐based WFC. The clusters did not moderate the compressed work week and outcome relationships. Implications for practitioners adopting FWA practices across cultures are discussed.     

Work–family interface from a life and career stage perspective: The role of demands and resources

Work–family conflict and enrichment are experiences that occur daily and have substantial consequences for employees, their families, and the organizations that employ them. The aim of the current review is to make a link between life and career stage, work and family conditions, and the work–family interface. The basic proposition is that life stages partly determine career development, and consequently the specific working conditions (job demands and job resources) and family conditions (family demands and family resources) that individuals are exposed to. As a result, the specific demands and resources in the work and family domains determine to what extent individuals experience that work and family are conflicting or enriching life domains. In this review we suggest that individuals in early adulthood will experience high inter‐role conflict and low facilitation due to high demands and low resources in both life domains, while individuals in late adulthood will experience the opposite pattern; that is, low conflict and high facilitation due to low demands and high resources in both domains. Individuals in middle adulthood will experience high work–family conflict but also high family–work facilitation due to the presence of high job demands and resources in both life domains. Integrating life and career stage perspectives and the experience of work–family interface is of notable practical utility because it provides a mechanism to make more informed decisions about the relative need for and corresponding benefits of work–family programs.     

Consequences of Power in a Simulated Job: Understanding the Turnover Decision1

A great deal of research examines sources of power in organizations, but relatively little research examines its consequences. This paper investigates the effects of employees’ perceived power on the likelihood that they will leave the organization. A competitive test between a power based approach to modeling turnover and a more traditional job satisfaction based model supports the utility of the power based model. In each of two studies, high power subjects were significantly less likely to leave a simulated job than were low power subjects, and high opportunity subjects were significantly more likely to leave than were low opportunity subjects. Each of these effects was significant even after controlling for the effect of job satisfaction. Implications and possible extensions of these results are discussed.     

工作连通行为的双刃剑效应：多重任务倾向的调节作用

随着移动通信工具飞速发展,“全天候保持工作连通”的新时代已到来。在此背景下,工作连通行为对员工工作与生活的影响受到广泛关注。基于工作要求-资源模型,通过258份三时点的领导-员工配对数据探究工作连通行为的双刃剑效应。路径分析结果表明,工作连通行为一方面会通过工作目标进展进而影响员工工作绩效(积极路径),另一方面又会通过工作负荷进而导致工作-家庭冲突(消极路径)。多重任务趋向在上述两条路径过程中发挥调节作用,对于高多重任务趋向的员工, 积极路径的效果被强化,而消极路径的效果被削弱。     

Organizational factors related to attracting job seekers higher in hardiness

Building an organization of workers who thrive in demanding environments begins with recruitment of workers with personality traits predictive of resilience. We integrate fit theories to determine how job advertisement information may attract job seekers higher in psychological hardiness (sense of control, feelings of commitment to many things in life, perceptions of challenge). Across two studies, we manipulated hypothetical job advertisements that were presented to current workers seeking new employment. Job seekers higher in hardiness were more attracted to working with hardy coworkers, less attracted to coping resources, and more attracted to high emotional labor demands compared to job seekers lower in hardiness. A discussion for how organizations may craft job advertisement content to improve their recruitment efforts is provided.     

工作家庭冲突的初步研究

工作家庭冲突是一种特殊类型的角色交互冲突 ,它对于了解人的胜任特征模型和提高人力管理的效率有重要的意义。本研究通过在银行、科研单位和高新技术企业进行的有关工作家庭冲突的调查结果表明 ,较之家庭—工作冲突 ,工作—家庭冲突能较好预测员工的工作压力 ,它通过工作压力间接地对工作满意感起作用 ,女性员工的工作态度更容易受到工作—家庭冲突的影响。     

When and why creativity‐related conflict with coworkers can hamper creative employees' individual job performance

We examined when and why focal employees' creativity-related conflict with coworkers is related to their individual job performance. As hypothesized, a survey among 113 employees in 14 manufacturing work groups showed that creativity-related conflict with coworkers escalates into dysfunctional relationship conflict when focal employees have low rather than high trust in those coworkers. In its turn, relationship conflict with coworkers was found to be negatively associated with focal employees' individual job performance when they lack support from their supervisor. Finally, the indirect effect of creativity-related conflict on job performance through relationship conflict was found to be significant when both the first stage moderator of coworker trust and the second stage moderator of supervisory support were low rather than high.     

When flexibility helps: Another look at the availability of flexible work arrangements and work–family conflict

Despite the positive press given to flexible work arrangements (FWA), empirical research investigating the link between the availability of these policies and work–family conflict is largely equivocal. The purpose of the present study was to begin to reconcile these mixed results through more precise measurement and the examination of moderators. Using a sample of employed women, we found that FWA relate more highly to work interference with family (WIF) than to family interference with work (FIW) and that temporal flexibility (flextime) has a stronger relationship with WIF than does spatial flexibility (flexplace). Additionally, we found family responsibility significantly moderated these relationships, such that the relationship was stronger for those with greater family responsibility. Practical and theoretical implications are discussed.     

Stressors and Stressor Appraisals: the Moderating Effect of Task Efficacy

Employees’ cognitive appraisals play important roles in determining how they perceive and react to challenge and hindrance stressors. This study examined the stress process by studying employees’ cognitive appraisals using time-lagged data collected with a time interval of 4 months. There were three major findings. First, challenge appraisals mediated the relationship of job complexity with work motivation and task persistence. Hindrance appraisals mediated the relationship of role conflict with work motivation and task persistence. Second, task efficacy significantly moderated the relationship between job complexity and challenge appraisal, as well as the relationship between role conflict and hindrance appraisal. Employees high in task efficacy were more likely to report challenge appraisals of job complexity than employees low in task efficacy. Employees low in task efficacy were more likely to report hindrance appraisals of role conflict than employees high in task efficacy. Finally, data supported the moderated mediation model in which task efficacy moderated the indirect effect of job complexity on motivation via challenge appraisal. Our study provided important input to the development of stress management interventions.     

When flexibility helps: Another look at the availability of flexible work arrangements and work-family conflict

Despite the positive press given to flexible work arrangements (FWA), empirical research investigating the link between the availability of these policies and work-family conflict is largely equivocal. The purpose of the present study was to begin to reconcile these mixed results through more precise measurement and the examination of moderators. Using a sample of employed women, we found that FWA relate more highly to work interference with family (WIF) than to family interference with work (FIW) and that temporal flexibility (flextime) has a stronger relationship with WIF than does spatial flexibility (flexplace). Additionally, we found family responsibility significantly moderated these relationships, such that the relationship was stronger for those with greater family responsibility. Practical and theoretical implications are discussed.     

The impact of role stress on workers' behaviour through job satisfaction and organizational commitment

Dysfunctions in role performance have been associated with a large number of consequences, almost always negative, which affect the well-being of workers and the functioning of organizations. An individual's experience of receiving incompatible or conflicting requests (role conflict) and/or the lack of enough information to carry out his/her job (role ambiguity) are causes of role stress. According to previous theory, role ambiguity and conflict decrease workers' performance and are positively related to the probability of workers leaving the organization. Job satisfaction refers to a positive evaluation of a job, while organizational commitment refers to an employee's attachment to the organization. The affective dimensions of organizational commitment and job satisfaction are considered to be important predictors of turnover intention, absenteeism, and job performance. In the literature, role conflict and ambiguity have been proposed as determining factors of workers' job satisfaction and their commitment towards the organization. The role of job satisfaction and organizational commitment were analysed as variables that should mediate between role ambiguity and conflict and employees' behaviour. The hypotheses were confirmed by means of path analysis carried out with data obtained from a sample of Spanish blue-collar workers employed by a bus company and a water supply company. Role stressors were negatively related to affective commitment mediated through job satisfaction. Affective commitment to the organization exerted a positive influence on performance and reduces the withdrawal behaviour analysed— intention to leave and absenteeism—although the strongest predictor of intention to leave was, in this study, job satisfaction.     

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.     

Work–Family Conflict and Flexible Work Arrangements: Deconstructing Flexibility

Workplace flexibility has been a topic of considerable interest to researchers, practitioners, and public policy advocates as a tool to help individuals manage work and family roles. In this study, meta‐analysis is used to clarify what is known about the relationship between flexible work arrangements and work–family conflict by deconstructing the flexibility construct. We found that the direction of work–family conflict (work interference with family vs. family interference with work) and the specific form of flexibility (flextime vs. flexplace; use vs. availability) make a difference in the effects found. Overall, the significant effects were small in magnitude.     

A Tailored Policy‐capturing Study on PO Fit Perceptions: The ascendancy of attractive over aversive fit

Job‐seekers are attracted to organizations if they perceive fit between their personal values and those of an organization. It is often assumed that people's person–organization (PO) fit perceptions reflect an overall comparison between the person and the organization: fits on values that are personally attractive, aversive, or relatively neutral are weighed equally. In this study, we questioned this assumption. Based on regulatory focus theory and construal level theory, we proposed that fit on values that are personally attractive would especially contribute to the perception of PO fit. Four policy‐capturing studies indeed showed that job‐seekers do not weigh all value fits equally. Rather, they weigh fit on personally attractive values more heavily than fit on personally aversive and neutral values. Thus, job‐seekers perceive high PO fit particularly when information about a prospective organization supports values that are personally attractive to them. Theoretical implications and directions for future research are discussed.     

A causal model of burnout among self-managed work team members

The findings on burnout that are almost universally from research in service settings are applied to an industrial setting with self-managed work teams. Researchers formulated several hypotheses on the basis of this literature. These hypotheses were then used to develop a structural (causal) model that was tested and refined using LISREL 8. Data were collected from 320 employees concerning perceptions of several job and organization conditions, as well as the three components of burnout. Results indicated that role conflict contributed to emotional exhaustion, and participation in work teams diminished it. Job ambiguity, low co-worker support, and low job ability contributed to feelings of low personal accomplishment. These results were consistent with previous findings. When insufficient time to complete a job was removed from the workload measures, workload actually diminished burnout, a finding opposite from previous research. Other organization factors had no significant impact on burnout in this setting.     

Clergy Role Stress: Interactive Effects of Role Ambiguity and Role Conflict on Intrinsic Job Satisfaction

The present study examined relationships between role conflict, role ambiguity, and three facets of clergy job satisfaction: Relationships and Support, Denominational Involvement, and Intrinsic Aspects. Web survey data from 179 United Methodist clergy indicated that role ambiguity and role conflict had negative relationships with each of the three facets of job satisfaction, as well as with overall job satisfaction. Interactions between role conflict and ambiguity were not significant for overall job satisfaction or for two of the three facets, suggesting that the effects of role conflict and role ambiguity on these aspects of job satisfaction were linear and cumulative. However, the effects of role ambiguity and role conflict considered together were nonlinear and interactive for the Intrinsic Aspects facet of job satisfaction, indicating that when role ambiguity was low, the relationship between role conflict and intrinsic job satisfaction was not significant, whereas when role ambiguity was high, there was a significant negative relationship between role conflict and intrinsic job satisfaction.     

On-call work and physicians’ turnover intention: the moderating effect of job strain

Physician shortage and turnover are major problems worldwide. On-call duties may be among the risk factors of high turnover rates among physicians. We investigated whether having on-call duties is associated with physicians’ turnover intention and whether job strain variables moderate this association. The present study was a cross-sectional questionnaire study among 3324 (61.6% women) Finnish physicians. The analyses were conducted using analyses of covariance adjusted for age, gender, response format, specialization status and employment sector. The results showed that job strain moderated the association between being on-call and turnover intention. The highest levels of turnover intention were among those who had on-call duties and high level of job strain characterized by high demands and low control opportunities. The lowest levels of turnover intention were among those who were not on-call and who had low strain involving low demands and high control. Also, job demands moderated the association between being on-call and turnover intention; turnover intention levels were higher among those with on-call duties and high demands than those being on-call and low demands. To conclude, working on-call was related to physicians’ turnover intention particularly in those with high job strain. Health care organizations should focus more attention on working arrangements and scheduling of on-call work, provide a suitable working pace and implement means to increase physicians’ participation and control over their job.