The mediating influence of role stressors in the relationship between mentoring and job attitudes

This study investigated the influence of two role stressors—role ambiguity and role conflict—on previously established relationships between mentoring activities—vocational support, psychosocial support, and role modeling—and prominent job attitudes. Full and partial mediation models were tested with a sample of 355 protégés. Results showed that both role conflict and role ambiguity completely mediated the relationships between psychosocial support and role modeling with job attitudes. There was also support for role conflict as a partial mediator of the relationship between vocational support and job attitudes. Additional analyses revealed that psychosocial support served as a suppressor-variable in this study. Implications for future research and mentoring practice are discussed.     

The Effect of Work/Family Conflict on Intention to Quit: The Mediating Roles of Job and Life Satisfaction

Research has shown consistently that job satisfaction predicts turnover, but much less attention has been given to the how relationships between work and nonwork or how overall subjective evaluations of life (i.e., life satisfaction) affects turnover. We tested a model that included job satisfaction, life satisfaction, and conflict between work and nonwork domains of life as predictors of intent to quit. Results from a sample of Air Force personnel revealed that life satisfaction was a significant predictor of intent to quit after controlling for job satisfaction, and that both job and life satisfaction mediated the effects of role conflict between work and nonwork on intent to quit. We consider implications of these findings for both theory and practice. Portions of this paper were presented at the 9th Bi-Annual Conference of the International Society for the Study of Work and Organizational Values (ISSWOV). The views expressed in this paper are those of the authors and do not reflect the official policy or position of the United States Air Force, Department of Defense, or the US Government.     

Family-supportive organization perceptions, multiple dimensions of work-family conflict, and employee satisfaction: A test of model across five samples

Using samples of managers drawn from five Western countries, we tested a theoretical model linking employees’ perceptions of their work environment’s family-supportiveness to six different dimensions of work-family conflict (WFC), and to their job satisfaction, family satisfaction, and life satisfaction. Our results are consistent with a causal process whereby employees working in an environment viewed as more family-supportive experience lower levels of WFC. Reduced WFC then translates into greater job and family satisfaction, followed by greater overall life satisfaction. These findings were generalizable across the five samples.     

Une analyse du leadership laissez-faire dans les organisations : le rôle des orientations d’objectifs des employés

Supervisors’ laissez-faire leadership has been scarcely studied in the management literature. Moreover, the role of individual differences in employees’ reactions to laissez-faire leadership remains unknown. In the present study (n = 248), we examine the relationship between supervisors’ laissez-faire leadership and employees’ (affective) commitment to the supervisor and the organization, and their job satisfaction, and consider employees’ goal orientations (learning, performance, and avoidance) as moderating variables of these relationships. The results of multiple regression analyses indicate that laissez-faire leadership is negatively associated with employee commitment to the supervisor and the organization and job satisfaction. In addition, the relationship between laissez-faire leadership and commitment to the supervisor and to the organization was more negative when performance orientation was high. In contrast, the relationship between laissez-faire leadership and commitment to the supervisor and the organization and job satisfaction was less negative when avoidance orientation was high. Learning orientation exerted no moderating effect. These results reveal that the undermining effect of laissez-faire leadership varies across levels of employees’ performance and avoidance orientations. We discuss the implications of these results for future research.     

Clergy Role Stress and Satisfaction: Role Ambiguity Isn’t Always Bad

This study examined relationships between role conflict and role ambiguity and clergy satisfaction with their church appointment. Questionnaire data obtained from 293 United Methodist clergy suggested that role conflict and role ambiguity each have a negative relationship with appointment satisfaction. However, when considered together, they displayed a more complex relationship with appointment satisfaction. Contrary to conventional wisdom, results indicated that although these stressors operate together to influence appointment satisfaction, their combined effect is not simply cumulative. That is, when role conflict is low, clergy report the most satisfaction when role ambiguity is high. However, when role conflict and role ambiguity are both high, appointment satisfaction is low. These findings are interpreted in light of clergy influence strategies. And, recommendations for remedying clergy role stress are offered. Furthermore, it is suggested that interactive models of role stressors could lead to more in-depth understanding of organizational stress as well as advances in role stress theory.     

Job insecurity climate's influence on employees' job attitudes: Evidence from two European countries

An important amount of literature about job insecurity and its consequences has been developed during the past few decades (Sverke, Hellgren, & Näswall, 2002 Sverke, M., Hellgren, J. and Näswall, K. 2002. No security: A meta-analysis and review of job insecurity and its consequences. Journal of Occupational Health Psychology, 7(3): 242–264. [Crossref], [PubMed] , [Google Scholar]). Most of this research has focused on an individual-analysis perspective, without taking into account social context. Although job insecurity climate has not been empirically examined, several authors have implicitly assumed that job insecurity contexts exist in some organizations where layoffs have occurred. Therefore, they examined layoff survivors' reactions. From this perspective, the aim of this study was to validate the job insecurity climate concept and examine its influence on employees' job attitudes. In order to provide additional support, this objective was examined in two samples: 428 employees belonging to 20 Spanish organizations and 550 employees in 18 Belgian organizations. The results showed that job insecurity climate emerged within the organizations in both samples, and that it influenced employees' job satisfaction and organizational commitment above and beyond individual perceptions of job insecurity in the Spanish sample. The implications and limitations of this study are discussed.     

Committing to your work, spouse, and children: Implications for work-family conflict

When trying to balance work and family responsibilities, many workers experience conflict between these two roles. Although role commitment has been viewed both as contributing to and alleviating conflict, this relationship has not been fully tested. Using a sample of female nurses and police officers, we examined the direct and indirect relationship of role commitment with work-spouse and work-parent conflict. Increased work-spouse conflict was associated with decreased spouse commitment. Increased work-parent conflict was associated with increased parent commitment but with decreased spouse and job commitment. Job commitment moderated the relationships between irregular work schedules and work-spouse conflict and between job control and work-spouse conflict. Parent commitment moderated the relationship between irregular work schedules and work-parent conflict. These results suggest that, depending on the role, commitment may either alleviate or exacerbate conflict.     

The effects of early socialization experiences on content mastery and outcomes: A mediational approach

This field study examined how early socialization experiences affect new employee mastery of socialization content and socialization outcomes. New employees reported the realism of their preentry knowledge and the helpfulness of socialization agents. A follow-up survey assessed mastery of socialization content along with role clarity, job satisfaction, and affective organizational commitment. The results, based on 194 new employees of a large educational institution and using structural equation modeling, were highly supportive of the hypotheses. Realism of preentry knowledge and agent helpfulness, the two indicators of early socialization experiences, were associated with greater role clarity, job satisfaction, and organizational commitment. In addition, the mastery of specific socialization content dimensions, the often-assumed intervening processes, was explicitly shown to mediate those relationships. The specific patterns of mediation observed further advance our understanding of the relationships between new employee mastery of socialization content and the determinants and consequences of that mastery.     

Core work evaluation: The viability of a higher-order work attitude construct

A great deal of research examining work attitudes has shown that they are related to important employee behaviors. Most of this research has parsed attitudes into ever more refined assessments of specific features of the work environment. Although this research has yielded valuable insights, for practical, theoretical, and empirical reasons we argue that an examination of a more global evaluative summary of the work environment is needed. In the present study we develop, conceptualize, and provide empirical evidence for a global work attitude construct called Core Work Evaluation (CWE). The conceptual foundation for CWE is drawn from classic and modern theory on attitudes and attitude formation. To test our theoretical assertions we follow recent recommendations for the development of higher order constructs in a series of three empirical studies. The results found that CWE: (1) explains meaningful shared variance across the more specific indicators (job satisfaction, organizational commitment, and work engagement) that is not merely the result of common method variance, (2) is distinguishable from nonevaluative features of the work environment and stable individual differences, and (3) predicts important work-related outcomes above and beyond its constituent indicators. Overall the results provided evidence of the viability of the CWE construct.     

心理契约、工作满意度与组织承诺关系

深入研究心理契约、工作满意度与组织承诺关系,将对组织变革中的人力资源管理具有重要理论和实践价值。本文首先回顾心理契约、工作满意度和组织承诺的概念,其次对心理契约、工作满意度和组织承诺之间的关系做一简单总结,最后提出对人力资源管理实践的启示。     

Le rôle des stresseurs sur le comportement d’innovation : Quand le leadership habilitant du supérieur protège le potentiel d’innovation des travailleurs

This study focuses on the relationship between workplace stressors and innovative work behavior. The joint analysis of the mediation process supporting this relationship as well as the influence of certain external conditions such as the moderating role of the supervisor has made it possible to highlight the dynamic that underlie the relationship between stressors and innovation behavior. Using the challenge-hindrance model, this theory proposes that challenge (i.e., role overload) and hindrance (i.e., role ambiguity and role conflict) stressors exert positive and negative indirect effects, respectively, on innovative work behavior through psychological empowerment (PE). Furthermore, empowering leadership (EL) has the potential to optimize the benefits of challenge stressors and reduce the effects of hindrance stressors on PE and indirectly on innovation work behavior. In support of these predictions, a time-lagged study of 146 employees from various Canadian firms reveals that hindrance stressors, particularly role ambiguity, are negatively related to innovative work behavior through PE. Moreover, when EL was high, the positive effects of role overload were enhanced through PE while the negative effects of role ambiguity and role conflict were attenuated. The implications of these findings for research and practice are discussed.     

The role of political skill in the stressor–outcome relationship: Differential predictions for self- and other-reports of political skill

The beneficial role of political skill in stress reactions and performance evaluations has been demonstrated in a substantial amount of empirical research. Most of the research, however, has focused on self-perceptions of political skill. This study examines the differential moderating effects of self- vs. other-rated political skill in the conflict – emotional burnout and performance relationships, using two samples including non-academic staff employees of a large university (N = 839) and a variety of office and retail employees from an automotive organization (N = 142). We argue that self-reported political skill moderates the relationship between conflict and a self-reported strain-related outcome that is important to the individual (i.e., emotional burnout), but that supervisor-rated political skill does not moderate this relationship. Further, we argue that supervisor-rated political skill moderates the relationship between conflict and an outcome important to the supervisor and the organization (i.e., job performance), but that self-reported political skill does not moderate this relationship. Findings partially support our hypotheses as both self and supervisor-rated political skill neutralized the negative effects of conflict on burnout, but only supervisor-rated political skill neutralized the negative effects of conflict on performance. Limitations and directions for future research are discussed.     

The Differential Effects of Negative Affectivity on Measures of Well-being versus Job Satisfaction and Organizational Commitment

This paper reports an empirical study of the self-reported psychological strain, ill-health, job satisfaction and organizational commitment of 2450 public sector employees located in Western Australia. The framework used to predict these variables is a demands, supports-constraints framework. The key theoretical issue explored is the differential roles of negative affectivity in predicting the outcomes from this framework. Four different pathways are explored which are taken from Moyle ( Journal of Organizational Behaviour , 16 (1995), 647-668). Multiple regression methods are used to control for negative affectivity and other effects such as curvilinear relationships. The results show that negative affectivity has a variety of effects on both health and job attitude variables but the effects are much larger for the health variables. The conclusion recommends that, in studies that rely on all self-report data, the various possible effects of personality variables such as negative affectivity should be explored in preference to ignoring them.     

Perceptions of the organizational context and psychological contract breach: Assessing competing perspectives

This study examines how employees’ perceptions of specific features of the organizational context—organizational politics and procedural justice—are related to their evaluations of psychological contract breach and subsequent attitudes and behaviors. Across three studies, we examined the appropriateness of four models for describing relationships among the focal constructs. Results of these studies support (a) an environmental responsiveness model in which psychological contract breach mediates the effects of politics and justice on employee outcomes, and (b) a general fairness evaluation model where politics, justice, and psychological contract breach serve as indicators of a higher order factor that predicts employee attitudes and behavior. Implications and directions for future research are presented.     

Job Embeddedness in a Culturally Diverse Environment

The demographic composition of the workforce is changing, with an increase in the participation of minorities. Numerous studies center their attention on the inclusion of minorities, but variation in turnover of a culturally diverse workforce has not received much attention. Forecasts indicate that by 2020 Hispanic presence will increase 60% nationwide. Given these trends, it is critical that management scholars examine the impact of Hispanic cultural factors on important organizational outcomes such as voluntary turnover. This paper assesses whether there are significant differences between Hispanics and Caucasians with respect to job embeddedness and voluntary turnover. The findings suggest that job embeddedness is a robust predictor of employee retention across diverse populations. Portions of this research were submitted by Carlos M. Mallol in partial fulfillment of requirements for his doctoral degree. A preliminary version of this article was presented at the 2003 Academy of International Business Conference.     

Enhancing precision in the prediction of voluntary turnover and retirement

The present research examines the differential validity of the facets of organizational commitment and job embeddedness to predict who will reenlist or retire from a branch of the armed services. We tested hypotheses with survey data from 1839 enlisted personnel in the U.S. Air Force. For personnel facing the decision to reenlist or separate, continuance commitment and organizational job embeddedness predicted reenlistment. For those eligible to retire, affective and normative commitment as well as organizational job embeddedness predicted who would reenlist rather than retire. However, unlike previous studies, for both criteria (reenlistment and retirement), people who were more embedded in their communities were more likely to voluntarily leave. This finding identifies an important boundary condition for job embeddedness theory.     

Convergence between measures of work-to-family and family-to-work conflict: A meta-analytic examination

The overlap between measures of work-to-family (WFC) and family-to-work conflict (FWC) was meta-analytically investigated. Researchers have assumed WFC and FWC to be distinct, however, this assumption requires empirical verification. Across 25 independent samples (total N = 9079) the sample size weighted mean observed correlation was .38 and the reliability corrected correlation was .48. The pattern of external correlates for the two types of conflict was also examined. Both forms of conflict had similar (.41) reliability corrected correlations with measures of organizational withdrawal. WFC conflict correlated .41 (k =  15, N = 4714) with job stressors and .17 (k = 13, N = 3312) with non-work stressors whereas FWC conflict correlated .27 with job stressors and .23 with non-work stressors. Correlations between the two forms of work/family conflict and other variables such as organizational commitment, job and life satisfaction, and health were examined. Implications for the discriminant validity of the two types of conflict measures are discussed.     

Career opportunity and organizational attachment in a blue-collar unionized environment

Organizations and the larger socio-economic environment have always presented the context in which careers unfold and evolve over time. One notable change is that promotion opportunities have been drastically reduced as organizations flatten their hierarchies and restructure. Reduced commitment by both organizations and their members are increasingly characteristic of the emerging employment relationship. This study investigated an alternative to mobility opportunity in a blue-collar unionized sample and finds that perceived role enhancement opportunity (i.e., expanding task complexity and more autonomy in the near future) related positively to attitudinal outcomes historically associated with promotion opportunity (i.e., organizational commitment, work involvement, and career opportunity satisfaction) and, in fact, explained more criterion variance. This was especially true of incumbents with two or less years of position tenure.     

Toward a better understanding of the effects of hindrance and challenge stressors on work behavior

This study investigated the processes whereby hindrance and challenge stressors may affect work behavior. Three mechanisms were examined to explain the differential effects these stressors have demonstrated: job satisfaction, strains, and work self-efficacy. A model is proposed in which both types of stressors will result in increases in strains, but that job satisfaction is primarily involved in the relationship between hindrance stressors and citizenship behavior, and efficacy is involved in the relationship between challenge stressors and job performance. Although the results generally supported the dual-stressor framework showing meaningful relationships to the work outcomes through the proposed processes, the link between work self-efficacy and job performance was not significant. This model was analyzed using multi-source data collected from 143 employees from a variety of organizational settings. Implications for the conceptualization of stressors and the development of interventions are discussed.     

Perceptions of Organizational Politics: A Meta-analysis of Outcomes

Organizational researchers during the past few decades have increasingly focused on the role of subjective work issues and their impact on important worker-related outcomes. One of the most prominently studied factors, perceptions of organizational politics, has received much recent conceptual and empirical attention. In an effort to better understand the relationship between perceptions of organizational politics and key outcomes, we apply meta-analysis on 79 independent samples from 59 published and unpublished studies involving 25,059 individual participants. Results indicate strong negative relationships between POP and job satisfaction and between POP and organizational commitment, moderately positive relationships between POP and the outcomes of job stress and turnover intentions, and a non-significant relationship between POP and in-role job performance. Moderator tests show that age, work setting (i.e., public sector or private sector), and cultural differences (i.e., domestic sample or international sample), have contingent effects on certain POP relationships.