Blacks,Whites, and the New Prejudice: Does Aversive Racism Impact Employee Assessment?

This research examined how Black and White raters view Black and White employees in terms of salary, training, race, and perceptual characteristics. These characteristics were measured in a primarily Black university with a sample of 283 Black students and in a primarily White university with a sample of 258 White students. Aversive racism was used to explain the lower ratings of Black women in the White sample. Blacks' stronger rating of other Blacks was explained by relational demography, which argues that strengdi in numbers is evidenced by more positive feelings of minorities toward those of their own groups. Results are discussed with regard to changes that must occur in order for organizations to be more inclusive of Blacks and women.     

Employee Eldercare Responsibilities: Should Organizations Care?

The question "Should organizations be concerned with the eldercare responsibilities of their employees?" was addressed from several perspectives: (1) prevalence of need, (2) the relationships among eldercare responsibilities, satisfaction with eldercare arrangements, and workplace attitudes and outcomes, and (3) support for organizational eldercare programs. Our sample was predominately female and we defined eldercare responsibilities broadly; however, only 5 of 885 employees reported eldercare responsibilities. The majority relied on family arrangements and reported dissatisfaction with these arrangements. Dissatisfaction was related to interruptions at work, leaving early, and intent to quit. Eldercare-givers did not differ from other groups on job satisfaction and organizational commitment, but were absent from work significantly more often. There was strong employee support for employer-sponsored eldercare programs.     

Investigating the Employee’s Perspective of Customer Delight

With ever-increasing expectations from customers, sales managers need to assess if trying to delight customers is a worthy pursuit. While the concept of delight has been studied from both customer and management perspectives, the employee’s perspective has not been evaluated with the same intensity. To explore this underresearched area, the authors performed critical incident studies of frontline employees (FLEs) to understand their perceptions of what it means to delight customers, and how in turn these perceptions affect psychological and behavioral states of employees. The results of this analysis revealed that employees who delighted customers experienced improved customer orientation and increased job skills. In addition, many FLEs experienced an emotional contagion of positive emotions from a customer during a delightful experience. The authors also investigated the difference between employees’ perceptions of delight and satisfaction, thereby providing a comparison of how the two levels impact employee performance.     

Better than ever? Employee reactions to ethical failures in organizations,and the ethical recovery paradox

This research examines organizational attempts to recover internally from ethical failures witnessed by employees. Drawing on research on service failure recovery, relationship repair, and behavioral ethics, we investigate how witnessing unethical acts in an organization impacts employees and their relationship with their organization. In two studies—one in the lab and one in the field—we examine the extent to which it is possible for organizations to recover fully from these ethical lapses. Results reveal an ethical recovery paradox, in which exemplary organizational efforts to recover internally from ethical failure may enhance employee perceptions of the organization to a more positive level than if no ethical failure had occurred.     

The Invisible Eye? Electronic Performance Monitoring and Employee Job Performance

To enhance employee performance, many organizations are increasingly using electronic performance monitoring (EPM). The relationship between the frequency of EPM use and employee performance is examined in 2 field studies. In Study 1, which uses a unique longitudinal data set, results reveal that shorter time lags between 2 consecutive employee performance assessments are related to better task performance as indicated by call quality metrics. A second field study using matched supervisor–employee and EPM system data is conducted in 2 call centers to extend these results and to focus more directly on the supervisors’ use of EPM and its relationship with additional performance criteria: counterproductive work behaviors (CWBs) and organizational citizenship behaviors (OCBs). Results indicate that more frequent supervisory use of EPM is associated with better task performance and OCB. However, supervisory use of EPM was not significantly related to CWB.     

Recruiting Through Employee Referrals: An Examination of Employees’ Motives

As previous research focused on the outcomes of employee referrals, not much is known about its determinants. This study examined employees’ intrinsic, prosocial, and extrinsic motives for encouraging versus discouraging others to apply with their employer. In a sample of 232 employees from two organizations, job satisfaction, the desire to help job seekers find good fitting jobs, the desire to help the organization find good fitting employees, and rewards predicted positive referrals. Negative referrals were motivated by job dissatisfaction and the desire to help job seekers avoid bad fitting jobs. Moreover, in the organization rewarding employees for making referrals, more positive and less negative referrals were made than in the organization without referral program.     

Workaholism,Burnout, and Work Engagement: Three of a Kind or Three Different Kinds of Employee Well‐being?

The present study investigated in a sample of 587 telecom managers whether workaholism, burnout, and work engagement—the supposed antipode of burnout—can be distinguished empirically. These three concepts were measured with existing, validated multi‐dimensional questionnaires. Structural equation modeling revealed that a slightly modified version of the hypothesised model that assumed three distinct yet correlated constructs—burnout, engagement, and workaholism—fitted the data best. Multiple regression analyses revealed that these three concepts retained unique hypothesised patterns of relationships with variables from five clusters representing (1) long working hours, (2) job characteristics, (3) work outcomes, (4) quality of social relationships, and (5) perceived health, respectively. In sum, our analyses provided converging evidence that workaholism, burnout, and engagement are three different kinds of employee well‐being rather than three of a kind. La présente étude examine auprès d’un échantillon de 587 cadres des télécommunications la question de savoir si l’addiction au travail, le burnout et l’engagement au travail—supposé l’inverse du burnout—peuvent être distingués empiriquement. Ces trois concepts sont mesurés à partir de questionnaires multi‐dimensionnels existants et validés. La modélisation d’équation structurale indique qu’une version légèrement modifiée du modèle testé selon lequel le burnout, l’engagement au travail et l’addiction au travail sont trois formes distinctes bien que corrélées du bien‐être, rend mieux compte des résultats. Des analyses de régression multiples montrent que ces trois concepts renvoient à des modèles de relations supposés uniques entre les variables des cinq groupes suivants: 1) le nombre d’heures travaillées, 2) les caractéristiques du travail, 3) les résultats du travail, 4) la qualité des relations sociales et 5) la santé perçue. En conclusion, les analyses montrent de façon convergente que l’addiction au travail, le burnout et l’engagement au travail sont trois formes différentes de bien‐être des employés plutôt que trois facettes du bien‐être.     

Correction to: Linking Availability Expectations,Bidirectional Boundary Management Behavior and Preferences,and Employee Well‑Being: an Integrative Study Approach

Journal of Business and Psychology -     

Employee assistance programmes: The emperor's new clothes of stress management?

The employee assistance programme (EAP) is a benefit increasingly provided by UK employers that claims to reduce the effects of 'stress' on individuals and organisations, provide a 'management tool' to improve workplace performance and productivity, and respond to critical incidents. Although the marketing literature describes services as workplace-based counselling, there is evidence to suggest what they actually offer is consultation, assessment, referral and short-term treatment to clients experiencing a wide range of serious psychological and mental health difficulties. This article describes EAPs, their history, development and operation, and reviews the evidence to support their claims for effectiveness. Because employee distress is often the result of an interaction between organisational and individual factors, the role and claims of EAPs as organisational interventions are also critically examined.     

Personality Assessment for Employee Development: Ivory Tower or Real World?

The acceptance and popularity of personality assessments in organizational contexts has grown enormously over the last 40 years. Although these are used across many applications, such as executive coaching, team building, and hiring and promotion decisions, the focus of most published research on the use of personality assessments at work is biased toward assessment for employee selection. Reviews have therefore tended to use criteria that are appropriate for selection, neglecting the additional and different criteria that are important in relation to employee development. An illustration of the often-discussed scientist–practitioner divide is that the Myers–Briggs Type Indicator is the most widely known and used personality assessment in organizations, despite harsh criticism by the academic community. This article reviews this debate, and draws implications for the appropriate choice of personality assessments for use in individual and team development, and a new direction for scientific research.     

Supervisors’ Ethical Leadership and Employee Job Satisfaction: A Social Cognitive Perspective

Although several studies explored the relationship between supervisors’ ethical leadership and employee job satisfaction, little information is available on this relationship in the Chinese context. We propose that moral cognition is an essential process in the relationship between supervisor’s ethical leadership and employee subjective well-being. The present study, through the lens of the social cognitive theory, examined the relationship between supervisors’ ethical leadership and employee job satisfaction, as well as the employee moral-cognitive processes between them. Based on 371 employees in a Chinese enterprise, the present study employed structural equation modeling to examine the hypothesized research model. The results confirmed that supervisors’ ethical leadership was positively related to employee moral awareness, moral identity and job satisfaction, respectively. Moreover, employee moral awareness and moral identity partially mediated the relationship between supervisors’ ethical leadership and employee job satisfaction. The theoretical and managerial implications were further discussed.     

Determinants of Employee Participation in Organizations’ Family-friendly Programs: A Multi-level Approach

Many organizations have become more “family-friendly” by initiating programs to help employees meet their family needs. In return, family-friendly organizations are said to benefit from the positive attitudes and behavior of appreciative employees. However, long-term positive outcomes may not emerge if employees are reluctant to participate in work–family programs because they are concerned that their organization or manager does not support their participation. We propose two parallel conceptual models of the complex, multi-level mechanisms behind employees’ decisions to participate in their organization’s family-friendly programs.     

Measuring Employee Engagement During a Financial Downturn: Business Imperative or Nuisance?

In this article, we emphasize that measuring workforce attitudes is a business imperative—including during an economic downturn or crisis. After reviewing the concept of employee engagement we draw upon recent real-world examples and data across a variety of organizations and argue for the business value of an engaged workforce. We offer practical applications for HR managers, including providing guidance on the types of questions that should be asked in an employee survey and focusing on those that result in the most actionable feedback. We conclude the paper by laying out an agenda for future research aimed at helping bridge the academic-practitioner divide.     

Employee Stock Options: Are They Indeed Superior to Other Incentive Compensation Schemes?

Although employee stock options are gaining in popularity as a compensation plan aimed at improving work performance, there is neither theoretical nor empirical evidence that they are indeed superior to other incentive schemes, such as profit sharing and gain sharing. This paper examines, from a theoretical perspective, the possible effects of four incentive plans on employee motivation and performance: merit pay, profit sharing, gain sharing, and employee stock options. The analysis relies on two behavioral theories, Expectancy and Equity, and a conceptual financial framework. The different approaches yield incongruent predictions as to which of the four schemes can be expected to most enhance employee motivation. While the managerial theories favor stock options over profit or gain sharing, financial theory makes the case that all plans are identical in a competitive labor market, whereas if stock options are restricted and the labor market exhibits some degree of imperfection, gain and profit sharing plans may prove superior.     

When Is Silence Golden? A Meta-analysis on Antecedents and Outcomes of Employee Silence

Journal of Business and Psychology - Recent research on employee silence has grown rapidly, but findings remain quantitatively unsynthesized. This paper presents a comprehensive meta-analysis of...     

Will They Stay or Will They Go? Exploring a Customer-Oriented Approach To Employee Retention

Keeping or losing the best workers can be critical to whether an organization can maintain a competitive advantage and whether operations in the organization run smoothly and efficiently. Simply stated, if the best workers are not retained, an organization can be negatively affected from the operational to the strategic level. This article focuses on employee retention from the perspective of a customer-based model. This approach considers employees as internal customers of management and the model provides organizations ways to influence whether employees decide to stay or go. Additionally, the model distinguishes retention practices based upon the value of employees to the organization. Measurement and application issues are identified along with directions for future research.     

Two‐Step Testing in Employee Selection: Is score inflation a problem?

Unproctored Internet testing in employee selection has become increasingly popular over the past few years. However, there is a concern that cheating during unproctored administrations may influence the test results in terms of score inflation. The current research attempts to determine the extent of cheating on an unproctored Internet test of perceptual speed by analyzing data from a parallel version of the test administered in a proctored setting. Among a sample of 856 job applicants from nine European countries, there was no evidence that cheating occurred. In fact, evidence of an effect operating in the opposite direction was obtained. These results indicate that the use of unproctored Internet testing is appropriate for this type of test.     

A Lighthouse In The Desert? Evaluating The Effects Of Creativity Training On Employee Innovation

The contribution of three different creativity training programmes to employees' workplace idea generation and implementation was evaluated. The research was conducted within a government organization, where 191 employees (a mixture of participants and non‐participants in creativity training) were surveyed. Analyses showed that creativity training participants in one type of course only were more likely to generate ideas back at work and that this relationship was mediated by their creative ability and motivation to innovate. However, in terms of later implementation of those ideas, the environmental factors of management support and divisional climate were much more strongly related than the creativity training.     

Construct Overlap Between Employee Engagement and Job Satisfaction: A Function of Semantic Equivalence?

The evidence for employee engagement as a distinct construct, separate from related work attitudes such as job satisfaction, has been contradictory. Despite a growing inventory of research, current statistical techniques fall short in providing additional answers beyond those previously documented through discriminant and incremental validity, among others. Understanding the semantic similarity between scales however could uncover the potential bounds of current evidence and highlight areas of further exploration. This study examined the semantic similarity between three measures of employee engagement frequently found in the research literature and a commonly used measure of job satisfaction. Examining a relatively new indicator of validity, manifest validity, semantic relatedness between items from employee engagement and job satisfaction instruments was assessed using latent semantic analysis. Semantic similarity between employee engagement and job satisfaction items predicted moderate to high amounts of variance (R ² = 25–69 %) in corresponding correlations of survey responses. Findings suggest that high correlations between certain employee engagement measures and job satisfaction scores may be a function of semantic equivalence rather than individual perceptions of separate theoretical constructs.