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1.
Nicolas Gillet Evelyne Fouquereau Jacques Forest Paul Brunault Philippe Colombat 《Journal of business and psychology》2012,27(4):437-450
Purpose
The purpose of the present research was to examine the relationships between perceived organizational support, perceptions of supervisor’s interpersonal style, psychological need satisfaction and need thwarting, and hedonic and eudaemonic well-being.Design/Methodology/Approach
In Study 1 (n?=?468), we tested a model in which workers’ perceived organizational support and their perceptions of their supervisor autonomy support independently predicted satisfaction of the workers’ needs for autonomy, competence, and relatedness, which in turn predicted aspects of hedonic and eudaemonic well-being. In Study 2 (n?=?650), workers’ perceptions of supervisor controlling behaviors and need thwarting were added to the hypothesized model tested in Study 1. Scales of work satisfaction and positive affect were used to assess hedonic well-being, and a scale of psychological well-being was used to assess eudaemonic well-being.Findings
Perceived organizational support and supervisors’ interpersonal style related to basic need satisfaction (Studies 1 and 2) and need thwarting (Study 2). In turn, need satisfaction predicted higher levels of hedonic and eudaemonic well-being, while need thwarting was negatively associated with hedonic and eudaemonic well-being.Implications
The present results underscore the importance of understanding the mechanisms through which organizations and managers related to workers’ hedonic and eudaemonic well-being.Originality/Value
This is the first research to provide evidence for the mediating role of need satisfaction and need thwarting in the relationships between perceived organizational support, perceptions of supervisor’s interpersonal style, and hedonic and eudaemonic well-being. The present results were obtained in two samples of employees from various small to large companies. 相似文献2.
Purpose
This study examined the mediating role of perceived organizational support (POS) in the relationship between group-incentive participation and organizational commitment. The study also investigated the moderating role of innovation in the relationship between group-incentive participation and POS and the relationship between group-incentive participation and organizational commitment.Design/Methodology/Approach
The proposed hypotheses were tested by hierarchical linear modeling by means of survey data that were collected in South Korea in 2008.Findings
The results showed that the relationship between group-incentive participation and organizational commitment was fully mediated by POS. Cross-level analyses revealed that group-incentive participation had stronger relationships with POS and organizational commitment in more innovative companies than in less innovative companies.Implications
These findings contribute to the literature by identifying the characteristics of organizations in which group-incentive participation is more effective. In particular, innovative companies could benefit from adopting group-incentive practices because these practices are more strongly related to POS and organizational commitment in more innovative companies.Originality/Value
Whereas previous studies on group incentives have mainly focused on the effects of group incentives at the organizational level, this study bridged the gap between macro- and microapproaches through multilevel analyses. This study is unique in that it examined the vertical fit between group incentives and organizational characteristics while focusing on individual employees’ perceptions and attitudes. 相似文献3.
Benjamin E. Baran Linda Rhoades Shanock Lindsay R. Miller 《Journal of business and psychology》2012,27(2):123-147
Purpose
This review focuses and aids the development of organizational support theory, which explains relationships between employers and employees based on social exchange. Many studies have explored the theory??s central construct, perceived organizational support (POS), or the degree to which employees believe their work organization values their contributions and cares about their well-being. Since the last review of POS literature in 2000, the occupational landscape has shifted, increasing nontraditional work relationships and the importance of managing an international workforce while considering influences on employee well-being. This review discusses how the recent POS research reflects these trends.Design/Methodology/Approach
This review focused on how themes in the POS research since 2000 have enhanced organizational support theory as relevant to the twenty-first century world of work.Findings
Four important theoretical themes have developed since 2000 that enhance organizational support theory: considerations of employee well-being, nontraditional workers, international and cross-cultural issues, and developments tied to the use of multilevel modeling.Implications
Giving both researchers and practitioners a synthesized view of the current status of POS research, this review serves as a springboard for new developments. It also integrates the multitude of recent studies into organizational support theory, focusing theoretical progress.Originality/Value
This is the first review and theoretical integration of the POS literature since 2002. It is a valuable resource for all interested in the field, with theoretical insights, useful tables, explanatory figures, and references. 相似文献4.
Kristin L. Cullen Bryan D. Edwards Wm. Camron Casper Kevin R. Gue 《Journal of business and psychology》2014,29(2):269-280
Purpose
The literature on organizational change has increasingly recognized that characteristics of change recipients influence their reactions to workplace change. Yet little is known about the influence of employees’ adaptability and change-related uncertainty on their interpretation of organizational actions. We examined these antecedents and the mediating role of perceived organizational support as explanations for employees’ job satisfaction and performance.Design/Methodology/Approach
A survey was administered to material handling employees from two organizations. Employees completed measures of individual adaptability, uncertainty experienced regarding changes in the workplace, support received from the organization, and job satisfaction. Performance data were collected from the records of one organization.Findings
Results from both samples support the role of perceived organizational support as a mediator of the relationship between employees’ adaptability and perceptions of change-related uncertainty and employees’ satisfaction and performance.Implications
Change is a frequent occurrence in today’s workplace; thus, improving employee satisfaction and performance requires the consideration of change-related perceptions and individuals’ dispositions relevant to change. The present study offers insights regarding how organizations may help improve perceptions of organizational support by reducing perceived uncertainty as well as identifying employees who may need assistance to adapt to workplace changes.Originality/Value
Despite practitioners’ expressed interest, there is scant research examining employees’ adaptability and change-related uncertainty. We provide the first evidence explaining how and why these variables impact important workplace outcomes and extend existing theory by identifying appraisals of the organization (and not the self) as a mechanism explaining stressor–strain relationships. 相似文献5.
Dana L. Haggard 《Journal of business and psychology》2012,27(2):161-175
Purpose
Mentoring and psychological contracts are related and important organizationally based social exchange relationships. Research indicates that social support from internal mentors might buffer the negative effects of psychological contract breach (PCB), but less is known about the possible negative influence that mentors might have on psychological contracts. This study investigates protégés' perceptions of their mentors?? failure to fulfill mentoring obligations and protégés?? perceptions of PCB. Because either the formality of the mentoring relationship or the supervisory status of the mentor might serve as additional signals of the mentor??s status as an organizational agent, and, therefore, exacerbate the negative association between mentoring breach and PCB, both are investigated as potential moderating variables.Design/Methodology/Approach
A sample of 144 protégés from various occupations completed a questionnaire assessing mentoring breach, PCB, job satisfaction and organizational commitment.Findings
Results indicate the relations between mentoring breach and the outcome variables of interest were mediated by PCB, and that the relation between mentoring breach and PCB is stronger in supervisory mentoring relationships. A similar result was expected, but not confirmed, for formal mentoring relationships.Implications
The current study provides evidence that the actions (or inactions) of mentors contribute to PCB and related negative outcomes. Such knowledge might encourage organizations to provide training to potential mentors in managing the mentoring relationship to minimize the probability of mentoring breach.Originality Value
The current study is the first to examine the potential negative effect that mentoring relationships might have on protégé psychological contracts. 相似文献6.
Thomas J. Zagenczyk Kevin S. Cruz Angela M. Woodard J. Craig Walker W. Timothy Few Kohyar Kiazad Mohammed Raja 《Journal of business and psychology》2013,28(3):287-299
Purpose
We explore whether Machiavellianism—a personality trait which describes the extent to which individuals ignore values and ethical considerations when the ends justify the means—will influence their responses to their employing organizations’ failure to fulfil promised obligations (psychological contracts). Specifically, we draw on psychological contracts theory and the group value model to argue that Machiavellianism will moderate the relationships between psychological contract breach and (1) organizational identification; and (2) organizational disidentification.Design/Methodology/Approach
We tested our hypotheses in a study of 262 employees from various organizations at two points in time.Findings
We found that psychological contract breach was negatively related to organizational identification and positively related to organizational disidentification. Furthermore, employees with higher levels of Machiavellianism tended to disidentify with their organizations to a greater extent (at Time 2) in response to psychological contract breach (at Time 1) than did employees with low levels of Machiavellianism. Machiavellianism did not moderate the relationship between psychological contract breach and organizational identification.Implications
Our study contributes to extant research exploring the importance of Machiavellianism in the workplace. Specifically, we show that employees with high levels of Machiavellianism are more likely to disidentify in response to psychological contract breach but do not tend to identify to a lesser degree.Originality/Value
This study builds on the extant research exploring individual differences in the psychological contract dynamics by considering Machiavellianism as a moderator of the breach–outcome relationship. 相似文献7.
Purpose
Belief in conspiracy theories about societal events is widespread among citizens. The extent to which conspiracy beliefs about managers and supervisors matter in the micro-level setting of organizations has not yet been examined, however. We investigated if leadership styles predict conspiracy beliefs among employees in the context of organizations. Furthermore, we examined if such organizational conspiracy beliefs have implications for organizational commitment and turnover intentions.Design/Methodology/Approach
We conducted a survey among a random sample of the US working population (N = 193).Findings
Despotic, laissez-faire, and participative leadership styles predicted organizational conspiracy beliefs, and the relations of despotic and laissez-faire leadership with conspiracy beliefs were mediated by feelings of job insecurity. Furthermore, organizational conspiracy beliefs predicted, via decreased organizational commitment, increased turnover intentions.Implications
Organizational conspiracy beliefs matter for how employees perceive their leaders, how they feel about their organization, and whether or not they plan to quit their jobs. A practical implication, therefore, is that it would be a mistake for managers to dismiss organizational conspiracy beliefs as innocent rumors that are harmless to the organization.Originality/Value
Three novel conclusions emerge from this study. First, organizational conspiracy beliefs occur frequently among employees. Second, participative leadership predicts decreased organizational conspiracy beliefs; despotic and laissez-faire leadership predict increased organizational conspiracy beliefs due to the contribution of these destructive leadership styles to an insecure work environment. Third, organizational conspiracy beliefs harm organizations by influencing employee commitment and, indirectly, turnover intentions.8.
Sewon Kim Toby M. Egan Woosung Kim Jaekyum Kim 《Journal of business and psychology》2013,28(3):315-330
Purpose
The purpose of this study was to examine the relationships between perceived managerial coaching behavior and employee work-related outcomes.Design/Methodology/Approach
Data were collected from 482 employees in a Korean public organization. The collected data were analyzed by structural equation modeling with a two-step approach.Findings
The hypothesized conceptual model was adequately supported by the sample data. Further investigations suggested managerial coaching, which had a direct impact on employee satisfaction with work and role clarity and an indirect impact on satisfaction with work, career commitment, organization commitment, and job performance.Implications
Findings provide empirical support to the hypothesized conceptual model of managerial coaching outcomes in organizations. Study findings offer evidence regarding prospective, but unexamined, benefits of managerial coaching. Such knowledge can be also used by practitioners for selecting and developing effective managers and leaders and understanding and managing employee attitudes and behaviors in organizations.Originality/Value
This article is one of the first studies to provide evidence for the influence of managerial coaching behavior on employee role cognition, work attitudes, and performance. Since there is no commonly acknowledged theory or conceptual model for managerial coaching outcomes, this finding of the current hypothesized model can notably contribute to the research on managerial coaching. Furthermore, to date, no study of managerial coaching in Asian cultural contexts has been identified. 相似文献9.
David P. Costanza Jessica M. Badger Rebecca L. Fraser Jamie B. Severt Paul A. Gade 《Journal of business and psychology》2012,27(4):375-394
Purpose
Differences among generations on a wide variety of outcomes are of increasing interest to organizations, practitioners, and researchers alike. The goal of this study was to quantitatively assess the research on generational differences in work-related attitudes and to provide guidance for future research and practice.Design/Methodology/Approach
We conducted a meta-analysis of generational differences on three work-related criteria: job satisfaction, organizational commitment, and intent to turnover. Our review of published and unpublished research found 20 studies allowing for 18 generational pairwise comparisons across four generations (Traditionals, Baby Boomers, Generation Xers, and Millennials) on these outcomes using 19,961 total subjects.Findings
Corrected mean differences for job satisfaction ranged from .02 to .25, for organizational commitment they ranged from ?.22 to .46, and for intent to turnover the range was ?.62 to .05. The pattern of results indicates that the relationships between generational membership and work-related outcomes are moderate to small, essentially zero in many cases.Implications
The findings suggest that meaningful differences among generations probably do not exist on the work-related variables we examined and that the differences that appear to exist are likely attributable to factors other than generational membership. Given these results, targeted organizational interventions addressing generational differences may not be effective.Originality/Value
This is the first known quantitative review of research on generational differences in the workplace. 相似文献10.
Jocelyn Wiltshire Joshua S. Bourdage Kibeom Lee 《Journal of business and psychology》2014,29(2):235-251
Purpose
The present study sought to examine whether a personality dimension named Honesty-Humility influences the relationship between employees’ perceptions of organizational politics (POP) and workplace outcomes, both attitudinal and behavioral.Design/Methodology/Approach
Data were collected online and cross-nationally from 268 full-time employees from various organizations and occupational backgrounds.Findings
Results indicate that the adverse effect of POP in the workplace is exacerbated for employees who are lower (rather than higher) in Honesty-Humility. Specifically, when perceiving their workplace as political, low Honesty-Humility individuals were more likely to engage in counterproductive work behavior and impression management behavior and to experience greater job stress and decreased job satisfaction.Implications
Examining the role of individual differences in POP helps to advance our understanding of the mechanisms that employees use to interpret and react within a perceived politically charged workplace. This study provides further evidence of the deleterious effects of POP in the workplace, especially among low Honesty-Humility individuals. Practical implications of this research focus on reducing the likelihood of hiring low Honesty-Humility individuals as well as on reducing the opportunity for undesirable behaviors among currently employed individuals.Originality/Value
There is a paucity of research exploring the possibility that individuals may react differently from one another to POP within their workplace and, in turn, experience varying outcomes. The present study helps to fill this gap in the literature by providing novel insights as to the role of personality in predicting perceptions of, and reactions to, organizational politics. 相似文献11.
Purpose
This field study investigated the moderating influence of role definitions on the association between safety climate and employees’ organizational citizenship behavior (OCB).Design/Methodology
Data were obtained from 94 hospital nurse dyads. Focal nurses and their peers completed paper surveys. All predictor measures were self-reported; whereas the OCB ratings were provided by nurses’ peers.Findings
Nurses’ perceptions of job requirements regarding OCB (i.e., OCB-specific role definitions) moderated the relationship between psychological safety climate and peer-rated OCB. The correlation between psychological safety climate and OCB was significant when nurses’ role definitions were narrow but non-existent when role definitions were broad.Implications
This study links managerial commitment to safety to nurses’ pro-social behavior and identifies an important boundary condition.Originality-Value
The link between safety climate and safety compliance has been firmly established. We investigated a less well-researched association between safety and OCB and proposed a theoretical foundation for this positive association. 相似文献12.
Debra A. Major Valerie J. Morganson Heather M. Bolen 《Journal of business and psychology》2013,28(3):301-314
Purpose
Despite growing demand, the information technology (IT) field suffers from a labor shortage compounded by the underrepresentation of women in the IT field. This study examined predictors of occupational and organizational commitment outcomes among IT professionals and explored gender differences and similarities in the relative importance of predictors.Design/Methodology/Approach
1,229 IT professionals provided web-based survey data, which were analyzed using hierarchical linear modeling and relative weight analysis.Findings
Satisfaction with growth opportunities, job security, job stress, and work–family culture generally were related to commitment outcomes as expected, accounting for the greatest variance in organizational commitment. Relative weights for men and women differed in the prediction of occupational commitment, where growth satisfaction and work–family culture were weighted more strongly by women and job stress was more strongly weighted by men. For organizational commitment, the relative weights among predictors were similar for men and women, except that men weighted job security more strongly than women.Implications
Findings suggest that garnering commitment to the IT field requires a gender-specific approach, highlighting growth and work–family support for women and addressing job stress for men. Increasing organizational commitment for both men and women calls for an emphasis on opportunities for growth and development.Originality/Value
This is the first study to simultaneously examine predictors for organizational and occupational commitment among IT professionals and to assess the relative importance of predictors discussed in the extant literature. Results inform efforts to increase retention in the IT field and provide guidance for improving the representation of women in IT. 相似文献13.
Heather N. Odle-Dusseau Thomas W. Britt Philip Bobko 《Journal of business and psychology》2012,27(3):331-343
Purpose
The purpose of the current study was to describe and test two new correlates of work?Cfamily balance, based on discrepancies between actual and desired hours spent in the work domain (work hour discrepancy, WHD) and family domain (family hour discrepancy, FHD).Design/Methodology/Approach
Participants were 330 employees of a moderate-sized, southeastern university who responded to a survey sent via e-mail.Findings
Analyses indicated support for the utility of work and FHD scores for individual and organizational outcomes. Data also indicated FHD predicted work?Cfamily balance, well-being, and intention to leave above and beyond the individual components of actual and desired family hours, whereas WHD did not predict beyond individual components. Work?Cfamily balance mediated relationships between FHD and quality of life, stress, depression, and intention to leave.Implications
This study provides support for incorporation of discrepancy indices in future work?Cfamily research. FHD predicted outcomes over and above the individual components of actual and desired hours whereas WHD did not, suggesting that compatibility between what an individual desires and experiences in the family domain may have a stronger influence on well-being and organizational outcomes compared to compatibility in the work domain.Originality/Value
These results are important given past focus on concepts such as work schedule fit (e.g., Moen, It??s about time: couples and careers, 2003), in that we extend past findings by also incorporating fit between values and experiences in the family domain, and linking discrepancies with work?Cfamily balance, well-being, and organizational outcomes. 相似文献14.
Purpose
In organizations where work is complex, dynamic and interdependent, maintaining an environment where employees offer help to one another is essential for organizational effectiveness. This research is aimed at understanding the antecedent motives underlying task-related interpersonal helping.Design/Methodology/Approach
The research took an atypical approach by asking employees directly to explain in their own words why they would, or would not, help co-workers with work-related problems. Content analysis yielded five categories of motives for helping. The qualitative motive categories were able to explain variance in quantitative scales assessing respondents’ affect, attitudes, organizational perceptions, and demographics.Findings
Employees who gave altruistic reasons for helping (i.e., helping was a personal value or a contribution to the team) reported performing more helping behaviors, expressed greater organizational commitment, and perceived more organizational justice than did employees who expected reciprocity for helping, or whose help was contingent.Implications
No existing theory of helping explains the total collection of motives identified in this research. We encourage researchers to develop integrated theories capable of explaining the totality of motives for task-related helping. Our research identities several essential parameters of such integrated theories and provides guidance for carrying out the task of theory integration.Originality/Value
This phenomenological research is the only empirical investigations into task-related helping based on respondents’ own reasons for helping. It also is one of the few to incorporate both qualitative and quantitative methodologies. 相似文献15.
Purpose
To examine how social distance and affective trust in supervisor affect the relationships between supervisor humor and the psychological well-being and job performance of subordinates.Design/Methodology/Approach
A survey was conducted among 322 matched supervisor–subordinate dyads in 14 South Korean organizations. Multi-level analyses were performed to test the research hypotheses, including the moderating effects.Findings
Self-enhancing humor of supervisors was positively associated with the psychological well-being and job performance of subordinates. Affiliative humor was positively associated with psychological well-being, whereas aggressive humor was negatively associated with psychological well-being. In addition, supervisor humor was indirectly related to the psychological well-being of subordinates via social distance. Moreover, affective trust in supervisor significantly moderated the relationship between supervisor humor and social distance, such that the relationship between affiliative humor and social distance was stronger when affective trust in supervisor was high rather than low.Implications
These findings are important in developing and refining humor theory on the responses of employees to various types of supervisor humor. Moreover, they provide practical implications for organizations. For example, organizations should note that supervisor humor may not always produce good results, and thus should encourage managers to use constructive humor. Similarly, supervisors should build a high-trust relationship with their subordinates to increase the effectiveness of their constructive humor.Originality/Value
This study is one of the few studies that has examined the mechanism and boundary conditions of the effects of supervisor humor on employee outcomes.16.
Melvyn R. W. Hamstra Nico W. Van Yperen Barbara Wisse Kai Sassenberg 《Journal of business and psychology》2014,29(3):413-425
Purpose
Achievement goals, or the standards of competence employees pursue in their work, have far-reaching consequences for employee and organizational functioning. In the current research, we investigated whether employees’ achievement goals can be predicted from their supervisor’s leadership style.Design/Methodology/Approach
A multilevel study was conducted in which followers of 120 organizational leaders completed measures of their leader’s transformational leadership (focusing on individual needs and abilities, on intellectual development, and on a common team mission), transactional leadership (focusing on monitoring and achievement-related rewards), and their own mastery goals (aimed at learning, developing, and mastering job-relevant skills), and performance goals (aimed at doing better than others).Findings
Group-level transformational leadership predicted followers’ mastery goals, whereas group-level transactional leadership predicted followers’ performance goals. Within-group differences in transformational leadership also predicted mastery goals.Implications
These findings suggest that leadership style plays an important role in the achievement goals followers adopt. Organizations may promote transactional leadership in contexts requiring that employees outperform others. In contrast, in contexts requiring learning and development, organizations may promote transformational leadership.Originality/Value
This research is the first to examine the relationships between leadership styles and specific follower goals, and the first to highlight the role of leadership as a social variable involved in employees’ adoption of achievement goals. 相似文献17.
Elisabetta Crocetti Lorenzo Avanzi Skyler T. Hawk Franco Fraccaroli Wim Meeus 《Journal of business and psychology》2014,29(2):281-300
Purpose
The purpose of this study was to examine ego-identity (Erikson, Psychol Issues 1:1–171, 1959; Identity, youth and crisis, Norton, New York, 1968; Marcia, J Pers Soc Psychol 3:551–558, 1966) and social identity (Tajfel and Turner, In: Austin WG, Worchel S (Eds.) The social psychology of intergroup relations. Brooks/Cole, Monterey, pp 33–47 1979; Turner et al., Rediscovering the social group: A self-categorization theory. Blackwell, Oxford, 1987) theories within the organizational literature. We adopted a person-centered approach to analyze whether employees classified in various identity statuses and identification profiles exhibited differences in job outcomes (i.e., burnout, job satisfaction, and organizational citizenship behaviors). We also analyzed interconnections among identity statuses and identification profiles.Design/methodology/approach
Participants were 515 employees (85.4 % women) between 24 and 64 years old. They completed self-reported questionnaires assessing personal identity, social identity, and job outcomes.Findings
Cluster analysis indicated that participants could be classified into four identity statuses (i.e., achievement, early closure, moratorium, and searching moratorium) and into four identification profiles (i.e., orthogonal combinations of high vs. low organizational and group identification, respectively). Employees classified in the various identity statuses and identification profiles reported meaningful differences on job outcomes. Further, findings highlighted significant associations between identity statuses and identification profiles, giving rise to various identity configurations associated with job outcomes.Implications
This study highlights the importance of integrating different facets of job identity. These findings have relevant implications in terms of suggesting which dimensions of identity should be promoted in order to reduce workers’ burnout, and enhance their satisfaction and organizational citizenship behaviors.Originality/value
This study provides evidence for integrating ego-identity and social identity theories. In doing so, it bridges developmental psychology literature on personal identity with social and organizational psychology literature on social identity, setting the basis for a comprehensive line of research. 相似文献18.
Charn P. McAllister John N. Harris Wayne A. Hochwarter Pamela L. Perrewé Gerald R. Ferris 《Journal of business and psychology》2017,32(2):147-164
Purpose
The purpose of this study was to investigate the moderating effect of perceived resource availability on the relationship between work passion and employee well-being (i.e., job satisfaction and job tension) and performance (i.e., job performance and citizenship behaviors) using self-determination theory.Design/Methodology/Approach
Data were obtained through surveys distributed via an online platform (Sample 1) and to employees of three professional organizations: a municipal agency (Sample 2), an engineering firm (Sample 3), and an advertising organization (Sample 4).Findings
The interaction between employees’ work passion and their perceptions of available resources was associated with employees’ well-being and performance, such that greater work passion was associated with positive outcomes when resources were perceived as available. Conversely, heightened work passion was associated with job tension and fewer positive benefits when perceived available resources were low.Implications
Work passion is often touted by employers as a valuable characteristic for employees, but, as these findings suggest, there are conditions that must be met in order for employees to experience positive well-being and performance outcomes. This information will likely prove invaluable for those employers seeking to best support their passionate employees.Originality/Value
Research into the area of work passion is small but growing, and this study provides valuable insight into a key boundary condition for the effectiveness of passion: perceived resource availability. Additionally, this study identifies circumstances in which passionate employees actually experience a negative work outcome. Further, the multiple samples and constructive replication employed help provide confidence and a strong empirical foundation for the results.19.
Purpose
The purpose of this study was to extend the personality and work-related outcomes literature by examining: (1) the effects of narcissism on job satisfaction, organizational commitment, and counterproductive work behaviors and (2) the moderating effects of dispositional aggression on the narcissism–counterproductive work behaviors relationship.Design/Methodology/Approach
Multi-wave data were collected from 381 workers employed in a variety of work settings within the United States.Findings
Narcissism had consistent main effects on job satisfaction, organizational commitment, and counterproductive work behaviors after controlling for the personality characteristics agreeableness, conscientiousness, neuroticism, and aggression. Aggression moderated the relationship between narcissism and counterproductive work behaviors, such that the positive relationship between narcissism and counterproductive work behaviors was stronger when dispositional aggression was high.Implications
This study provides greater clarity regarding the role of narcissism within job attitudes and behaviors, shows that dispositional aggression strengthens or amplifies the narcissistic response for counterproductive work behaviors, and provides a platform to further explore narcissism and aggression within the workplace.Originality/Value
This study found that narcissism consistently predicted unique variance in work-related criteria after the effects of agreeableness, conscientiousness, neuroticism, and aggression were controlled. It also found evidence that aggression moderates the effects of narcissism on counterproductive work behaviors. This study is the first to directly examine these effects. 相似文献20.