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1.
Janneke K. Oostrom Klaus G. Melchers Pia V. Ingold Martin Kleinmann 《Journal of business and psychology》2016,31(2):279-291
Purpose
The present study examined two theoretical explanations for why situational interviews predict work-related performance, namely (a) that they are measures of interviewees’ behavioral intentions or (b) that they are measures of interviewees’ ability to correctly decipher situational demands.Design/Methodology/Approach
We tested these explanations with 101 students, who participated in a 2-day selection simulation.Findings
In line with the first explanation, there was considerable similarity between what participants said they would do and their actual behavior in corresponding work-related situations. However, the underlying postulated mechanism was not supported by the data. In line with the second explanation, participants’ ability to correctly decipher situational demands was related to performance in both the interview and work-related situations. Furthermore, the relationship between the interview and performance in the work-related situations was partially explained by this ability to decipher situational demands.Implications
Assessing interviewees’ ability to identify criteria might be of additional value for making selection decisions, particularly for jobs where it is essential to assess situational demands.Originality/Value
The present study made an effort to open the ‘black box’ of situational interview validity by examining two explanations for their validity. The results provided only moderate support for the first explanation. However, the second explanation was fully supported by these results.2.
Isabelle Odermatt Cornelius J. König Martin Kleinmann Maria Bachmann Heiko Röder Patricia Schmitz 《Journal of business and psychology》2018,33(2):263-282
Purpose
The purpose of this study is to provide a deeper understanding of uncivil meeting behaviors (UMBs) by exploring their frequency, potential predictors, and perceived impact on meeting outcomes. Five forms of UMBs were identified and examined. Key situational variables (meeting characteristics) and individual differences (Big Five factors and the Dark Triad of personality) were explored as potential predictors of UMBs.Methodology
We collected data from two independent samples of meeting participants (N s = 345, 170) via two online surveys. We used confirmatory factor analysis, correlations, hierarchical multiple regressions, and relative weight analyses to analyze the data.Findings
The findings demonstrated that attendees’ perceptions of UMBs were linked to lower ratings of meeting satisfaction and effectiveness. In particular, the ratings were most affected by the observation of attendees who did not participate actively and who showed inappropriate interpersonal behavior. Results further suggest situational variables (meeting purpose and meeting norms) and individual differences (narcissism, psychopathy, and agreeableness) as potential predictors of UMBs.Implications
By showing the consequences of UMBs on meeting outcomes and by providing insights into potential causes of engagement in UMBs, this study offers valuable input for running and leading work meetings.Originality/Value
No previous study has empirically examined how different forms of UMBs affect meeting outcomes. Additionally, the paper introduces situational and personality variables that may act as potential predictors of UMBs.3.
Introduction
In recent time there has been ample discussion concerning censorship of research conducted in two labs involved in avian influenza virus research. Much of the debate has centered on the question whether the methods and results should reach to open disclosure given the “dual use” nature of this research which can be used for nefarious purposes.Methods
This paper reviews the discussion to date but centers on epistemological issues associated with initial justification of this research and what this entails for continuation of this research despite US governmental biosecurity concerns. The question here is whether there was reasonable moral warrant for genetic alteration of the H5N1 influenza virus.Conclusion
The paper concludes with philosophical (ethical) justification for continuation of this research.4.
Christopher P. Cerasoli George M. Alliger Jamie S. Donsbach John E. Mathieu Scott I. Tannenbaum Karin A. Orvis 《Journal of business and psychology》2018,33(2):203-230
Purpose
Over the past two decades, research has shown a growing consensus that 70% to 90% of organizational learning occurs not through formal training but informally, on-the-job, and in an ongoing manner. Despite this emerging consensus, primary data on the nature and correlates of informal learning remains sparse. The purpose of this study was to provide an integrative definition of informal learning behaviors (ILBs) and to synthesize existing primary data through meta-analysis to explore ILB correlates.Design/Methodology/Approach
Given that there has been little systematic treatment of ILBs, we defined their construct domain and tested relationships suggested by our research questions with antecedents (personal factors, situational factors) and outcomes (attitudes, knowledge/skill acquisition, performance) using random effects meta-analyses (k = 49, N = 55,514).Findings
Our results showed both personal and situational antecedent factors to be predictive of ILBs, as well as ILB–outcome relationships.Implications
Findings indicate that engagement in ILBs for working adults is linked to valued criteria such as attitudes (ρ = .29), knowledge/skill acquisition (ρ = .41), and performance (ρ = .42). We provide suggestions for future research and actionable advice for organizations to support the development of ILBs.Originality/Value
Although hundreds of studies and over a dozen meta-analyses have explored the nature and effectiveness of formal learning in the workplace, our work is the first attempt to conceptualize a unified definition of ILBs and to aggregate primary data on ILB correlates using meta-analysis.5.
Juan M. Madera 《Journal of business and psychology》2018,33(3):423-442
Purpose
In order for diversity management programs to serve as competitive resources, organizations must attract employees who will fit in and support an organization’s diversity management programs. Two experiments examined situational perspective taking, in which one imagines being the target of workplace discrimination, as an intervention to increase positive attitudes toward organizations that invest in diversity management programs. Participant gender and ethnic identity were examined as moderators.Design/Methodology/Approach
In two experiments, managers (study 1) and active job seekers (study 2) were instructed to imagine and write down how they would feel if they were the targets of workplace discrimination and read recruitment materials of an organization and its investment in diversity management programs.Findings
Both studies showed that engaging in a situational perspective taking about being the target of workplace discrimination led to more P-O fit and organizational attraction toward an organization that has diversity management programs. The effect of situational perspective taking had a greater impact on White men than on women and ethnic minority participants.Implications
These results suggest that the design of organizational recruitment activities should highlight their support of diversity management programs and emphasize that all member benefit from diversity management programs. Originality/value—despite theoretical work that suggests that organizational attitudes are an important factor for the effectiveness of diversity management programs, this is the first known research that shows that perspective taking can help people see the value in diversity management.6.
Elisabeth Hahn Juliana Gottschling Cornelius J. König Frank M. Spinath 《Journal of business and psychology》2016,31(2):217-231
Purpose
The purpose of this study was to investigate the degree to which genetic and environmental influences explain differences in job satisfaction and its relationship to personality in order to explain the heritability of job satisfaction.Design
Behavior genetic analyses are based on a dataset containing 622 individuals, including 185 MZ (M = 39.5 years) and 126 DZ twin pairs (M = 40.1 years).Findings
The results showed that all genetic influences (28 %) on job satisfaction could be explained by its relation to personality, especially Neuroticism, Extraversion, and Conscientiousness, representing a high genetic overlap between job satisfaction and personality. Non-shared environmental influences explained the remaining three fourths of the variance.Implications
By showing that genetic influences of job satisfaction overlap completely with personality, including common non-additive genetic influences, the results support an interactionist view of job satisfaction in that both situational and dispositional determinants of job satisfaction are relevant.Originality
In contrast to previous studies, we used a more appropriate behavior genetic approach meaning that our approach allows to directly estimate parameters of specific and common (additive and non-additive) genetic and environmental influences. Building on this, interpretations of behavior genetic findings were explained in detail to avoid common misunderstandings.7.
8.
Nanette L. Yragui Caitlin A. Demsky Leslie B. Hammer Sarah Van Dyck Moni B. Neradilek 《Journal of business and psychology》2017,32(2):179-196
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.9.
Purpose
The purpose of this study was to take an inductive approach in examining the extent to which organizational contexts represent significant sources of variance in supervisor performance ratings, and to explore various factors that may explain contextual rating variability.Design/Methodology/Approach
Using archival field performance rating data from a large state law enforcement organization, we used a multilevel modeling approach to partition the variance in ratings due to ratees, raters, as well as rating contexts.Findings
Results suggest that much of what may often be interpreted as idiosyncratic rater variance, may actually reflect systematic rating variability across contexts. In addition, performance-related and non-performance factors including contextual rating tendencies accounted for significant rating variability.Implications
Supervisor ratings represent the most common approach for measuring job performance, and understanding the nature and sources of rating variability is important for research and practice. Given the many uses of performance rating data, our findings suggest that continuing to identify contextual sources of variability is particularly important for addressing criterion problems, and improving ratings as a form of performance measurement.Originality/Value
Numerous performance appraisal models suggest the importance of context; however, previous research had not partitioned the variance in supervisor ratings due to omnibus context effects in organizational settings. The use of a multilevel modeling approach allowed the examination of contextual influences, while controlling for ratee and rater characteristics.10.
Seth Kaplan Lia Engelsted Xue Lei Karla Lockwood 《Journal of business and psychology》2018,33(3):365-382
Purpose
We developed and tested an integrative model centering on the significance of trust as a basis for managers’ decisions about allowing versus prohibiting their employees to telework. We examined the importance of trust in relation to several other factors managers may consider in making telework decisions including coordination and communication, equity, and a desire to accommodate employees.Design/Methodology/Approach
Study 1 was a policy capturing investigation of 71 respondents intended to document the relative importance and interactions among trust and these other theoretically based factors. Study 2 was a test of the full theoretical model based on the responses of 85 managers who reported on these considerations for the 191 employees about whom they make telework decisions.Findings
Results from the two studies were largely consistent. Managers’ assessments of employees’ conscientiousness and trustworthiness were paramount in predicting telework allowance, with the other theoretically based considerations generally failing to attenuate the importance of those personal assessments.Implications
Organizations wishing to increase the use of telework (e.g., by implementing manager telework training) must directly address managers’ mistrust as a factor underlying this resistance. Job-related and technological changes may not dampen the effects of mistrust.Originality
To our knowledge, this is the most comprehensive and theoretically grounded assessment of the various considerations factoring into managers’ telework decisions.11.
Clemens B. Fell Cornelius J. König Jana Kammerhoff 《Journal of business and psychology》2016,31(1):65-85
Purpose
This study questions whether applicants with different cultural backgrounds are equally prone to fake in job interviews, and thus systematically examines cross-cultural differences regarding the attitude toward applicants’ faking (an important antecedent of faking and a gateway for cultural influences) on a large scale.Design/Methodology/Approach
Using an online survey, employees’ (N = 3252) attitudes toward faking were collected in 31 countries. Cultural data were obtained from the Global Leadership and Organizational Behavior Effectiveness project (GLOBE).Findings
Attitude toward faking can be differentiated into two correlated forms (severe/mild faking). On the country level, attitudes toward faking correlate in the expected manner with four of GLOBE’s nine cultural dimensions: uncertainty avoidance, power distance, in-group collectivism, and gender egalitarianism. Furthermore, humane orientation correlates positively with attitude toward severe faking.Implications
For international personnel selection research and practice, an awareness of whether and why there are cross-cultural differences in applicants’ faking behavior is of utmost importance. Our study urges practitioners to be conscious that applicants from different cultures may enter selection situations with different mindsets, and offers several practical implications for international personnel selection.Originality/Value
Cross-cultural research has been expected to answer questions of whether applicants with different cultural backgrounds fake to the same extent during personnel selection. This study examines and explains cross-cultural differences in applicants’ faking in job interviews with a comprehensive sample and within a coherent theoretical framework.12.
Purpose
Researchers have identified team learning as an important predictor of team performance. In healthcare organizations, it is especially critical for care quality and hospital performance that teams engage in learning behaviors to reduce errors and improve service effectiveness. The main objective of this study is to examine the role of change-oriented leadership in the learning process and outcomes of healthcare teams.Design/Methodology/Approach
The sample comprises a total of 698 healthcare professionals working in 107 teams at different public hospitals throughout Spain. Members of teams were invited to participate voluntarily by completing an anonymous individual questionnaire.Findings
The results show a mediating effect of team learning on the relationship between change-oriented leadership and team performance and psychological safety and team performance.Originality/Value
Our study contributes to the literature by investigating the role of change-oriented leadership in facilitating team learning behaviors. Moreover, this study advances our understanding of the mediators of the relationship between team leadership and outcomes by testing to assess whether specific change-oriented leader behaviors nurture psychological safety, team learning and, therefore, performance.13.
Wenqin Zhang Steve M. Jex Yisheng Peng Dongdong Wang 《Journal of business and psychology》2017,32(3):235-251
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.14.
Purpose
This study investigated the consequences of manager feedback orientation in the manager-as-coach process. Integrating theories of feedback and coaching, we examined the extent to which manager feedback orientation was related to indicators of effective coaching and subordinate feedback orientation.Design/methodology/approach
One hundred three manager–subordinate dyads participated in this study.Findings
Managers who value feedback for themselves (high feedback orientation) were viewed as better coaches as assessed through employee perceptions of coaching behaviors, the coaching relationship, and the feedback environment. Manager feedback orientation was also related to subordinate feedback orientation, and this relationship was mediated by the coaching effectiveness indicators.Implications
This study demonstrated that the coaching manager with higher feedback orientation is viewed as more effective than the coaching manager with lower feedback orientation. This study assesses previously untested theories of coaching and demonstrates the value of manager feedback orientation in the coaching process.Originality/value
This is the first study to integrate the feedback and coaching literatures to test derived hypotheses regarding feedback orientation in the manager-as-coach framework.15.
Eden King Jeremy Dawson Jaclyn Jensen Kristen Jones 《Journal of business and psychology》2017,32(1):1-19
Purpose
This paper advances a socioecological perspective toward understanding the relationship between demography and job attitudes by considering the joint effects of individual ethnicity and ethnic group relative representation—the degree to which an individual’s own demographic group is represented similarly in their organization and the community in which the organization is located.Design/Methodology/Approach
Hierarchical polynomial regression analyses of census and survey data from 57,000 employees of 142 hospitals in the United Kingdom suggest that ethnic group relative representation is related to ethnic minority employees’ job satisfaction and turnover intentions.Findings
An asymmetric pattern emerged wherein the effect of under-representation on turnover intentions was stronger than the effect of over-representation. Moreover, the effects of relative representation varied with respectful treatment by coworkers; relative representation had little effect on attitudes of employees who reported low levels of coworker respect but generally enhanced attitudes when respect was high.Originality/Value
This work points to the meaningful role that socioecological factors can play in what are typically considered to be intraorganizational phenomena, thereby highlighting the need for organizational research to assess relevant aspects of the communities in which organizations are embedded.16.
Purpose
This study draws from social comparison theory to explore why and under which circumstances individuals receiving idiosyncratic deals (i-deals) are likely to help their co-workers.Design
Data were collected with an alumni association of engineers. Participants completed two questionnaires (N = 182 at Time 2).Findings
We find that the relationship between i-deals and helping behavior is not direct, but is mediated by organizational-based self-esteem. This relationship is stronger when i-deal recipients believe that their co-workers do not have the opportunity to get i-deals for themselves.Implications
I-deal recipients are expected to help their colleagues because helping colleagues is consistent with the positive self developed thanks to i-deals. When co-workers have the opportunity to get i-deals for themselves, social comparison between the i-deal recipient and colleagues is likely to be more salient, which strengthen the indirect relationship between i-deal and helping behavior.Originality
This study tests i-deals from the vantage point of social comparison theory rather than from the perspective of social exchange. We thereby provide a richer account of the complexities involved in helping behavior. By exploring contextual variables that are likely to trigger social comparisons, we also expect to better understand the circumstances under which i-deals are likely to be associated with helping behavior.17.
Benjamin A. Everly Miguel M. Unzueta Margaret J. Shih 《Journal of business and psychology》2016,31(2):293-306
Purpose
The purpose of this study was to investigate whether men and women differentially prefer hiring gay and lesbian job applicants relative to equally qualified heterosexual job applicants.Design/Methodology/Approach
Data were collected from two samples of non-student participants. Each participant evaluated the perceived hirability of an ostensibly real job applicant by reviewing the applicant’s resume. In reality, all participants were randomly assigned to evaluate the same fictitious resume that differed only in the gender and sexual orientation of the applicant.Findings
We find that men perceived gay and lesbian job applicants as less hirable, while women perceived gay and lesbian job applicants as more hirable than heterosexual job applicants. Additionally, we show perceptions of hirability are mediated by perceptions of gay and lesbian job applicants’ competence.Implications
These results show that bias against gays and lesbians is much more nuanced than previous work suggests. One implication is that placing more women in selection roles within organizations could be a catalyst for the inclusion of gay and lesbian employees. Additionally, these results could influence when and how gays and lesbians disclose their gay identities at work.Originality/Value
These studies are the first to identify a positive bias in favor of gay and lesbian job applicants. As attitudes toward gays and lesbians become more positive, results like these are important to document as they signal a shift in intergroup relations. These results will also help managers and organizations design selection processes to minimize bias toward applicants.18.
Purpose
Questionable research or reporting practices (QRPs) contribute to a growing concern regarding the credibility of research in the organizational sciences and related fields. Such practices include design, analytic, or reporting practices that may introduce biased evidence, which can have harmful implications for evidence-based practice, theory development, and perceptions of the rigor of science.Design/Methodology/Approach
To assess the extent to which QRPs are actually a concern, we conducted a systematic review to consider the evidence on QRPs. Using a triangulation approach (e.g., by reviewing data from observations, sensitivity analyses, and surveys), we identified the good, the bad, and the ugly.Findings
Of the 64 studies that fit our criteria, 6 appeared to find little to no evidence of engagement in QRPs and the other 58 found more severe evidence (91 %).Implications
Drawing upon the findings, we provide recommendations for future research related to publication practices and academic training.Originality/value
We report findings from studies that suggest that QRPs are not a problem, that QRPs are used at a suboptimal rate, and that QRPs present a threat to the viability of organizational science research.19.
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.20.
Kristina N. Bauer Karin A. Orvis Katherine Ely Eric A. Surface 《Journal of business and psychology》2016,31(1):33-50