Psychological Climate,Organizational Commitment and Morale: Implications for Army Captains' Career Intent

The purpose of this research was to examine how work experiences contribute to junior officers' intentions to leave the Army. Specifically, we hypothesized that psychological climate perceptions have direct and indirect effects on intent to leave through affective commitment and morale and that affective and continuance commitment interact to predict intent to leave the Army. The sample for this study was 649 captains who responded to an Army-wide survey, the Fall 2002 Sample Survey of Military Personnel. Results demonstrate support for full mediation, indicating that psychological climate impacts intent to leave the Army by influencing captains' affective commitment and morale. The psychological climate dimension of leadership had the largest impact on affective commitment, morale, and intent to leave the Army. Affective commitment did not interact with continuance commitment to predict intent to leave. Implications for Army retention policies and leadership are discussed.     

A Model of Voluntary Turnover in Male Canadian Forces Recruits

This study of voluntary turnover was conducted on Canadian Forces (CF) recruits (N = 459) undergoing basic military training. In response to growing voluntary attrition concerns, a model of early voluntary turnover was tested. The model included pre-entry individual characteristics (pre-entry normative commitment, desire for military career, and mental toughness), postentry work attitudes and intentions (normative CF commitment, affective commitment, and turnover intentions), and actual turnover behavior. Ten of the 13 specified paths were supported, and the model yielded an overall good fit, providing empirical evidence for the influence of pre-entry characteristics on the development of commitment and subsequent turnover.     

Forgotten but not gone: An examination of fit between leader consideration and initiating structure needed and received

We examined the effects of fit between leader consideration and initiating structure needed and received on employees' work-related attitudes (i.e., trust in the supervisor, job satisfaction, and affective commitment to the organization). Consistent with predictions that derive from the person-environment fit research tradition, results from Study 1 suggested that deficient amounts of both leadership behaviors were associated with unfavorable attitudinal outcomes. However, while excess levels of consideration were associated with favorable attitudinal outcomes, excess levels of initiating structure were associated with unfavorable attitudes, and for both forms of leadership, higher levels of absolute fit were associated with more favorable outcomes. Results from Study 2 suggested that attitudes generated by the fit between leadership needed and received influence employees' organizational citizenship behavior as reported by their supervisors. The relationship between consideration needed and received and subordinates' organizational citizenship behavior relating to individuals (OCBI) and organizational citizenship behavior relating to the organization itself (OCBO) was partially mediated by employees' trust in the supervisor, while the relationship between initiating structure needed and received and OCBI was fully mediated by trust in the supervisor, and for OCBO was partially mediated. (PsycINFO Database Record (c) 2012 APA, all rights reserved).     

服务业员工个人-组织匹配对组织公民行为的影响：有调节的中介模型

根据社会交换理论和人与情境互动理论,研究探讨了个人-组织匹配对员工组织公民行为的影响机制。通过对12家餐饮连锁店225位员工进行的问卷调查,结果表明：个人-组织匹配正向预测组织公民行为,员工工作敬业度在两者关系中起中介作用;此外,分别作为情境因素和个体因素的主管支持、员工主动性人格对个人-组织匹配与组织公民行为之间的关系具有调节作用。主管支持的程度越高,个人-组织匹配与组织公民行为的正向关系更强;而对于高主动性人格的员工,个人-组织匹配与组织公民行为之间的正向关系反而更弱。     

A time-lagged investigation of the mediating role of person–organization fit in the relationship between leader–member exchange and employee affective organizational commitment

This study provides a new perspective on the relationship between LMX and affective organizational commitment, treating person-organization fit (P-O fit) as an explanatory mechanism and identifying co-worker support and customer recognition as moderators of the first stage of this indirect relationship. Results of a three-wave time-lagged study of survey responses obtained from 137 employees working in the retail service sector over a three-year period were consistent with the proposed model. Multiple regression and moderated mediation analyses revealed that LMX indirectly and positively predicted affective organizational commitment through its positive relationship with P–O fit, suggesting that LMX provides a means by which supervisors are able to instill organizational values in employees and/or signal the degree to which their values match those of the organization. Moreover, co-worker support and customer recognition each moderated the first stage of this indirect relationship, such that the relationship between LMX and P–O fit and, in turn, its indirect relationship with affective organizational commitment is stronger as support from co-workers or customer recognition is lacking. At high levels of co-worker support and customer recognition, LMX exhibits no significant relationship with P–O fit. Together, these results provide new explanations for how and under which conditions LMX might influence employee commitment, suggesting that LMX is particularly salient when employees are lacking other sources of relational support or recognition and that high-quality relations with co-workers and/or customers may serve to compensate for low LMX quality in shaping P–O fit and affective organizational commitment.     

Person-environment fit,job satisfaction and intentions to leave: The moderating effect of leader empowering behaviour

This study sought to determine the possible indirect effect of person-environment (PE) fit on intentions to leave via job satisfaction and the moderating effect of leader empowering behaviour on job satisfaction and intentions to leave the work organisation. Participants were 398 employees working for a retail company in Gauteng Province, South Africa (females = 68.6 %, blacks = 58 %; managerial = 5.8 %; age range = under 20 to 60 years +). They completed the Perceived Fit Scale, Job Satisfaction Scale, Turnover Intentions Scale, and the Leader Empowering Behaviour Questionnaire. Statistical mediation analysis (of PE on JS and IL), and moderation analysis (of LEB on JS and IL) were conducted. Results indicated that PE fit has an indirect effect on intentions to leave via job satisfaction. Leader empowering behaviour moderated the relationship between job satisfaction and intentions to leave. Low PE fit leads to job dissatisfaction and intentions to leave, therefore leaders should instil a sense of empowerment in employees to alleviate the impact of poor fit.     

The General Environment Fit Scale: A Factor Analysis and Test of Convergent Construct Validity

Person-environment fit (P-E fit) was initially espoused as an important construct in the field of community psychology; however, most of the theoretical and empirical development of the construct has been conducted by the industrial/organizational (I/O) psychologists and business management fields. In the current study, the GEFS-a P-E fit measure that was developed from organizational perspectives on fit-was administered to 246 attendees of an annual convention for residents and alumni of Oxford House, a network of over 1,400 mutual-help addiction recovery homes. The authors conducted confirmatory factor and convergent construct validity analyses with the GEFS. The results suggested that the theoretical factor structure of the measure adequately fit the data and provided limited support for the measure's validity. Sufficient supply of resident needs by the Oxford House and similarity between residents and their housemates predicted satisfaction with the recovery home, but only perceived similarity to housemates predicted how long residents intended to stay in the Oxford Houses.     

Engagement,procedural fairness,and perceived fit as predictors of applicant withdrawal intentions: A longitudinal field study

The current study draws upon image theory to identify predictors of applicant withdrawal intentions and behavior. Applicants from a U.S. manufacturing organization completed measures of engagement, procedural justice, perceived fit, offer expectancy, perceived alternatives, and withdrawal intentions. Results indicate that withdrawal intentions were lower when candidates were more engaged in the selection process, perceived a higher level of procedural justice in the application process, perceived a greater degree of fit, and had higher offer expectancies. Additionally, the person–job fit–withdrawal intentions relationship was moderated by perceived alternatives such that this relationship was strongest when candidates reported having more alternatives. Withdrawal behavior was significantly predicted by person–organization fit, engagement, and withdrawal intentions. These results suggest that withdrawal intentions may be reduced via the development of engaging and procedurally fair selection procedures that help candidates determine their fit with the job and the organization.     

Affective responses to abuse in the workplace: The role of hope and affective commitment

Affective responses constitute the mechanism by which abusive supervision received is associated with subordinates’ turnover intentions. Using affective events theory (AET) as a theoretical framework, we suggest that abusive supervision is a contextual event that is associated with subordinates’ affective reactions and corresponding evaluative judgment of their workplace, which ultimately leads to increased turnover intentions, a prominent withdrawal outcome. We examine two affective responses as mediators, hope (a goal-related affective state based on the expectation of positive outcomes) and affective commitment (affect-based evaluation of the organization). Two samples from a field study (n = 209) and an experiment (n = 427) were analyzed using structural equation modeling. Results supported our proposed chain of relationships, suggesting that subordinates are likely to experience decreased hope and affective commitment after having experienced abuse from a supervisor, which subsequently impact their withdrawal intention to leave the organization.     

Helping Following Natural Disasters: A Social‐Motivational Analysis1

The present investigation explores how judgments of responsibility influence affective and helping reactions toward natural‐disaster victims. Guided by Weiner's (1995, 2006 ) theory of social motivation, we hypothesized that judging victims responsible for a disaster would indirectly lead to low rates of helping. Two studies tested this hypothesis. In Study 1, a bogus earthquake was used to test experimentally the effects of responsibility judgments (low, high). In Study 2, we surveyed attitudes about the victims of Hurricane Katrina. Our results showed that Weiner's model was supported across studies. Responsibility judgments led to anger and sympathy, and sympathy led to helping intentions, which in turn led to helping behavior. Comparisons across studies and the relationship between helping intentions and behavior are discussed.     

Why do Managers Engage in Trustworthy Behavior? A Multilevel Cross‐Cultural Study in 18 Countries

Drawing on theories of generalized exchange and the norm of indirect reciprocity, we conceptualize subordinates’ organizational citizenship behavior directed toward the organization (OCBO) and directed toward peers (OCBI) as antecedents of managerial trustworthy behavior and examine how managers’ affective trust in subordinates mediates this relationship. We also investigate the extent to which this mediation is moderated by the level of collectivism in a society. Data were collected from 741 managers and 2,111 subordinates in 18 countries representing all major cultural regions of the world. We find support for our hypothesized moderated mediation in that managers’ affective trust in subordinates mediates the relationships between both subordinates’ OCBO and managerial trustworthy behavior, and subordinates’ OCBI and managerial trustworthy behavior across the different countries studied. Further, managers’ affective trust in subordinates only mediates the relationships between both types of citizenship behavior and managerial trustworthy behavior when collectivism is low to medium but not when it is high. Implications for research on cross‐cultural psychology, trust, and organizational citizenship behavior are discussed.     

组织中的社会交换：由直接到间接

社会交换理论被引用来研究组织中的两种交换：员工与所在组织之间的交换——“感受组织支持”（POS）和员工与直接上司之间的交换——“领导—成员交换”（LMX）。以往的研究侧重于“直接交换”,即：从POS和LMX到员工工作产出的直接回归。该文以员工的组织情感承诺和工作满意感为中介变量,考察POS和LMX对员工工作产出的间接影响。在919份有效问卷的基础上,通过结构方程模型的比较,结果发现：组织情感承诺和工作满意感的确可以在POS和LMX与员工工作产出之间承担全部或部分中介的角色。这说明,员工与组织之间、上司与下属之间的交换只有小部分是“直接交换”,大部分则属于“间接交换”。最后,作者讨论了这些新发现的理论意义和实践意义,并指出了该研究的不足之处。     

Australian community responses to the use of genetic testing for personalised health promotion

Personalised genetic health promotion may soon be available and affordable. To explore its likely public acceptance in Australia, a community sample (N = 800) provided quantitative and qualitative responses to a vignette scenario about a hypothetical expert who could test their genes and, based on this genetic profile, provide personalised health promotion advice. Three theoretical models were tested to explicate the process by which cognitive–affective factors of risk beliefs, benefit beliefs, and trust judgements influenced behavioural intentions. Results supported an expert trust model, where general beliefs about the risks and benefits of medical advances and general medical trust had indirect influences, while trust in a specific medical expert had a direct influence, on health promotion intentions. Subjective reasons for intentions included moral concerns, fear, trust, mistrust and a desire to maintain health at any cost. The advent of personalised genetic health promotion may heighten the need for specialised health psychologists.     

Physical activity: the relative associations with cognitive and affective risk beliefs

Abstract

Objective: The role of affectively oriented risk beliefs in explaining health behaviors has not been examined in the context of physical activity or in diverse study populations. We evaluated whether affective risk beliefs account for unique variance in physical activity intentions and behavior above and beyond that accounted for by cognitive risk beliefs.

Design: A cross-sectional survey of socio-demographically diverse US residents (N?=?835; 46.4% no college training; 46.7% minority racial/ethnic ancestry; 42.6% men).

Main outcome measures: Physical activity intentions and behavior.

Results: Hierarchical linear regressions showed that affective risk beliefs accounted for variance in physical activity intentions beyond that predicted by socio-demographics and cognitive risk beliefs (F-change ps<.001). Specifically, intentions were higher among people with higher anticipated regret (ps<.001) and with higher absolute feelings of risk (ps<.05) or worry (ps<.05). There was an indirect relationship between perceived absolute likelihood and intentions through anticipated regret and feelings of risk. Neither cognitive nor affective risk beliefs accounted for variance in physical activity behavior (F-change ps>.05), but unsurprisingly, behavior was positively associated with physical activity intentions (p<.001).

Conclusion: Future interventions could target affective risk beliefs—particularly anticipated regret—to increase intentions, and then add other intervention components to bridge the intention–behavior gap.     

Is Charismatic Leadership Effective When Workers Are Pressured To Be Good Citizens?

Prior research has explored how employees’ perceptions of their leaders impact their work attitudes and behaviors. Studies have shown that charismatic leaders motivate individuals to be more engaged and to exhibit more organizational citizenship behaviors. This study considers how a moderator, citizenship pressure, affects how charismatic leaders might inspire their followers to go above and beyond and be more engaged in their work. Using a sample of 243 workers, this study's findings show that charismatic leadership has a stronger positive effect on job engagement when employees perceive less citizenship pressure. Citizenship pressure did not moderate the relationship between charismatic leadership and organizational citizenship behavior. Implications of this study include an examination of the moderating influence of citizenship pressure, a relatively new construct. Practically, the implications may shed some light on leadership factors that encourage increased effort from employees and greater employee engagement. More specifically, findings suggest that persons are motivated to exhibit more OCBs to meet high expectations of charismatic leaders. However, when seeking engagement, feeling pressure to perform these OCBs has a reverse effect as more job engagement results with less citizenship pressure. Future research suggestions and limitations are discussed.     

The level of effort required for behaviour as a moderator of the attitude–behaviour relation

It was hypothesized that the manner in which attitudes influence behaviour is moderated by the level of effort required to perform a behaviour. The effort needed was manipulated in a field experiment by varying the difficulty of getting access to the attitude object. When the behaviour required substantial effort, the mediating role of intentions was strong, and attitudes had only indirect effects on behaviour, consistent with the theory of reasoned action. When the behaviour required little effort, however, attitudes had a significant direct effect on behaviour, and the mediating role of intentions was reduced. The theoretical and practical implications of these findings are discussed.     

Predicting Women's Intentions to Leave Abusive Relationships: An Application of the Theory of Planned Behavior1

A theoretically derived decision‐making model was applied to predict women's intentions to remain in or to terminate physically abusive relationships with male partners. Participants were 48 women residing in a shelter for battered women who responded to questionnaires assessing the components of the theory of planned behavior. Data provided support for the model. Specifically, women were found to have greater intentions to leave the relationships if they held positive attitudes toward leaving and believed they were in control of leaving the relationship. Normative beliefs were not predictive of intentions to leave. Empirically based suggestions for increasing the effectiveness of interventions are discussed.     

高绩效要求与亲组织不道德行为:基于社会认知理论的视角

通过确立较高的绩效目标以提升组织绩效被普遍认为是一项有效的管理措施。然而,学术界对它的负面影响却缺乏研究。本文提出了高绩效要求将启动员工道德推脱机制为其随后进行的亲组织不道德行为开脱,即道德推脱在高绩效要求与亲组织不道德行为之间起到了中介作用。为了检验这一观点,本研究提出两种不同效应的调节变量:感知的市场竞争正向调节变量之间的间接关系,而道德认同则负向调节这一间接关系。通过对某零售企业225名员工的两阶段调查,本研究提出的调节-中介模型获得了观察数据的支持。本研究的发现有利于进一步了解亲组织不道德行为发生的中介心理机制和边界条件,指导管理者采取恰当的管理措施,以期有效地管控亲组织不道德行为的出现。     

A Fishbein-Ajzen model of intention to work following childbirth

This research identifies factors which influence college women's intention to work during the first 3 years following childbirth. It uses a model, derived from M. Fishbein and I. Ajzen (1975, Belief, attitude, intention, and behavior, Reading, MA, Addison-Wesley) as modified by P. M. Bentler and G. Speckart (1979, Psychological Review, 86, 452–464), which proposes that intentions are a function of own work experience, vicarious experience with a working mother, subjective normative pressure, and attitudes. Data collected via a mailed questionnaire from 202 white women and analyzed using maximum likelihood estimation of structural equation parameters supported the fit of the model. Attitudes had the strongest influence on intentions.