THE PRECURSORS AND PRODUCTS OF JUSTICE CLIMATES: GROUP LEADER ANTECEDENTS AND EMPLOYEE ATTITUDINAL CONSEQUENCES

Drawing on the organizational justice, organizational climate, leadership and personality, and social comparison theory literatures, we develop hypotheses about the effects of leader personality on the development of 3 types of justice climates (e.g., procedural, interpersonal, and informational) and the moderating effects of these climates on individual-level justice–attitude relationships. Largely consistent with the theoretically derived hypotheses, the results showed that leader (a) Agreeableness was positively related to procedural, interpersonal, and informational justice climates; (b) Conscientiousness was positively related to a procedural justice climate; and (c) Neuroticism was negatively related to all 3 types of justice climates. Further, consistent with social comparison theory, multilevel data analyses revealed that the relationship between individual justice perceptions and job attitudes (e.g., job satisfaction, commitment) was moderated by justice climate such that the relationships were stronger when justice climate was high.     

GENERAL SAFETY PERFORMANCE: A TEST OF A GROUNDED THEORETICAL MODEL

In this investigation, we report the results of 2 studies designed to (a) conduct confirmatory factor analytic tests of a model of general safety performance with performance ratings from 550 coworker appraisals (Study 1), and (b) examine hypothesized relationships between indicators of breadth and depth of knowledge constructs and confirmed safety performance factors (from Study 1) with training history data and supervisory appraisals for 133 hazardous waste workers in 23 jobs and 4 organizations (Study 2). Confirmatory factor analytic results from Study 1 provided support for a 4-factor model of general safety performance with performance factors labeled Using Personal Protective Equipment, Engaging in Work Practices to Reduce Risk, Communicating Health and Safety Information, and Exercising Employee Rights and Responsibilities. In general, the results from Study 2 supported the hypothesized dominance of depth of knowledge over breadth of knowledge in the prediction of performance with respect to more routine, consistent safety tasks. Issues concerning the general-izability of these factors to other types of work and the human resource management implications of these results are discussed.     

EXPLICATION AND TEST OF A MODEL OF COMMUNICATIVE COMPETENCE

This research investigated the concept of communicative competence. A definition and a five-component model of communicative competence is proposed. Interaction management, empathy, affiliation/support, behavioral flexibility, and social relaxation are identified as components of competence, with interaction management playing a central role. In an experiment designed to partially test the model, 239 Ss were assigned to evaluate a confederate's role-played communicative competence in one of four interaction management treatment conditions. Results indicated a strong, positive, linear relationship between interaction management and communicative competence. Positive correlations between competence and other components of the model were observed. The competent communicator is thus described as empathic, affinitive and supportive, and relaxed while interacting; he is capable of adapting his behavior as the situation within an encounter changes and as he moves from encounter to encounter. The manner in which the interaction is managed contributes, in part at least, to his fellow interact ants' perceptions of his competence.     

LEADER INFLUENCE IN THE ASSESSMENT OF PERFORMANCE

The role requirements of leaders in an assessment group context were manipulated in a laboratory simulation. Discussion leaders (chairholders) either did or did not have first hand contact with an individual who was being assessed. Furthermore, chairholders were either allowed a formal say in the group's decision or were not. As predicted, different configurations of role requirements had an impact on the influence wielded by the chair, as indexed by measures of group process, group decision, accuracy and group member attitudes. Both prior contact and voting rights had direct and interactive effects and served to increase chair influence. Particular role requirement combinations also produced a type of group disruption as reflected in group member ratings of the quality of the session. The results of the study are discussed in forms of implications for the standardization of procedures in assessment center programs.     

EMPIRICAL TEST OF A MODEL RELATING MAGNITUDE AND CATEGORY SCALES

E isler , H. Empirical test of a model relating magnitude and category scales. Scand. J. Psychol ., 1962, 3 , 88–96.—The function K =α log( φ+ q/k) +β seems to describe the relation between category scale values K and subjective magnitudes φ. The additive constant q/k is obtained from the S ds of the magnitude estimates.
The model was empirically confirmed for the loudness and softness of white noise scaled by the methods of magnitude estimation and category rating.     

ANTECEDENTS AND OUTCOMES OF WOMAN-UNFRIENDLY EXPERIENCES

Predictors and outcomes of male harassment and hostility toward women (woman-unfriendly experiences) were analyzed for professional and blue-collar women ( N = 805) in three geographic regions. Two central questions were addressed by using multiple regression: Do the same types of variables predict woman-unfriendly experiences across regions? Are there similar job-related and psychological outcomes of woman-unfriendly experiences across regions? Americans reported more such experiences and they affected more outcomes. Scandinavians had fewer woman-unfriendly experiences than Americans, fewer job-related or psychological problems, more autonomy, and better work environments. Former Soviet professionals reported more unfriendly experiences than workers but less than their peers in the other regions. Differences among the regions were attributed to general social and economic policies that have attempted to eradicate gender inequality (Scandinavia), occupational status levelling and traditional gender stereotypes (former USSR), or cultural values of competitiveness and individualism and heightened sensitivity to the issue of sexual harassment (United States).     

CROSS-SITUATIONAL SPECIFICITY IN MANAGERs' PERCEPTIONS OF SUBORDINATE PERFORMANCE, ATTRIBUTIONS, AND LEADER BEHAVIORS

Managers' perceptions of subordinates' performance, causes (attributions) of subordinates' performance, and the leader behaviors they employed toward subordinates were examined from the standpoint of cross-situational consistency versus cross-situational specificity. Cross-situational consistency would be indicated if managers' perceptions of performance, attributions, and leader behaviors were stable over different situations, whereas cross-situational specificity would be indicated if these same perceptions indicated reliable variation, as a function of situation. Empirical results for 377 Navy managers provided strong support for cross-situational specificity. Results are discussed in relation to prior research, generated by interactional theory on consistency versus specificity of responses across situations, and in relation to research and developmental needs in leadership, attribution theory, and performance evaluation.     

A MULTILEVEL INVESTIGATION OF LEADER– MEMBER EXCHANGE,INFORMAL LEADER EMERGENCE,AND INDIVIDUAL AND TEAM PERFORMANCE

This study examines the antecedents and outcomes of informal leader emergence in work teams. Drawing upon research in vertical and shared leadership, we hypothesized that the relationship between leader‐‐member exchange (LMX) quality and employees’ emergence as informal leaders is moderated by team shared vision such that there is a positive (negative) LMX—leader emergence relationship for teams with high (low) shared vision. Informal leader emergence, in turn, was expected to relate to higher individual and team performance. Results based on multisource and multimethod data collected at 3 points in time (361 followers in 74 work teams) provided support for these hypotheses. The findings highlight the role played by formal leaders and team shared vision in jointly promoting or inhibiting informal leader emergence and thereby impacting individual performance and team effectiveness.     

A SITUATIONAL JUDGMENT TEST OF PERSONAL INITIATIVE AND ITS RELATIONSHIP TO PERFORMANCE

Although situational judgment tests have been found to be valid predictors of performance, they have rarely been used to measure particular constructs. In this study, we apply the situational judgment test method to the measurement of personal initiative, a construct defined as situated action. We used respondents' situated preferences in mental simulations of work scenarios as formative indicators of their overall level of personal initiative at work. Results from a validation study showed that the situational judgment test of personal initiative (SJT-PI) had adequate validity and complemented a Likert-type self-report measure of personal initiative in predicting behavioral criteria. Situated preferences for personal initiative were hypothesized to be proximal predictors of actual behavior and were accordingly found to mediate the relationship between generalized self-efficacy, felt responsibility, and actual behavior. Furthermore, situated preferences for personal initiative could be differentiated empirically from organizational citizenship behavior. We conclude that situational judgment tests are a promising method for measuring personal initiative and may be a general means of improving the validity of measurement in organizations.     

A FURTHER TEST OF A MODEL OF SELF-REFLECTION WITH CHILDREN AGES 10 AND 11

The hypothesis that self and others will be assigned to the same poles of bipolar constructs (e.g., generous - stingy ) with a relative frequency of 0.625, and three related predictions derived from Adams-Webber's (1997) model of self-reflection, were tested with a sample of 163 children (88 girls, 75 boys) ranging in age from 10 to 11. All participants completed repertory grids in which they evaluated themselves and 11 personal acquaintances on the basis of 12 bipolar constructs. The results for children aged 11 were consistent with all of the predictions of the model and with previous findings for older participants; however, those for 10-year-old children showed several significant differences with possible developmental implications in terms of personal construct theory.     

A META-ANALYSIS OF THE ANTECEDENTS AND CONSEQUENCES OF WORKPLACE SEXUAL HARASSMENT

Sexual harassment (SH) has been identified as one of the most damaging and ubiquitous barriers to career success and satisfaction for women. This study meta-analyzed data from 41 studies, with a total sample size of nearly 70,000 respondents, to examine several negative consequences of workplace SH as well as how situational factors may play a role in facilitating these occurrences. SH experiences are associated with negative outcomes such as decreased job satisfaction, lower organizational commitment, withdrawing from work, ill physical and mental health, and even symptoms of post-traumatic stress disorder. In addition, organizational climate for SH figured prominently in facilitating these occurrences.     

类别(Category)判断的模糊集模型和多级估量法

本文提出了类别判断的模糊集模型。它的基本含义是: 1.在心理连续量上,类别的划分是模糊的。 2.在每一个类别上,都有不同的符合程度。它的数学形式是:■ 其次,在该模型的基础上,产生了一种新的类别量表——“多级估量法”。同时,给出了两种变式和一种“多次切割排序法。” 最后,多级估量法测量喜爱度的结果表明,提供的信息要比传统的类别量表提供的更多,对心理状态和心理过程的描述更完整更细致。     

AN INVESTIGATION OF THE RELATIONSHIPS AMONG LEADER AND FOLLOWER PSYCHOLOGICAL CAPITAL,SERVICE CLIMATE,AND JOB PERFORMANCE

Using a sample of 79 police leaders and their direct reports (264 police followers), this study investigated the relationships of leader and follower psychological capital, service climate, and job performance. Hierarchical linear modeling (HLM) results revealed that leader psychological capital was positively related to follower performance, with this relationship mediated by follower psychological capital. We also found that the follower psychological capital-performance relationship was moderated by service climate such that the relationship was stronger when service climate was perceived to be high versus low. Finally, exploratory HLM analyses indicated that leader and follower psychological capital interacted to positively predict rated performance. We discuss implications of these findings, limitations, and directions for future research.     

WORK ENGAGEMENT: A QUANTITATIVE REVIEW AND TEST OF ITS RELATIONS WITH TASK AND CONTEXTUAL PERFORMANCE

Many researchers have concerns about work engagement's distinction from other constructs and its theoretical merit. The goals of this study were to identify an agreed‐upon definition of engagement, to investigate its uniqueness, and to clarify its nomological network of constructs. Using a conceptual framework based on Macey and Schneider (2008; Industrial and Organizational Psychology, 1, 3–30), we found that engagement exhibits discriminant validity from, and criterion related validity over, job attitudes. We also found that engagement is related to several key antecedents and consequences. Finally, we used meta‐analytic path modeling to test the role of engagement as a mediator of the relation between distal antecedents and job performance, finding support for our conceptual framework. In sum, our results suggest that work engagement is a useful construct that deserves further attention.     

EFFECTS OF CONTINGENCY CONTRACTING ON STUDY RATE AND TEST PERFORMANCE1

A contingency contracting program designed to increase study rate and subsequent test performance was implemented with a group of undergraduate psychology students. The function of the contingency contracting program in producing increased study rate was evaluated by individual experiments with each student in an experimental contracting group. The overall effect of the program on test performance was assessed by comparing the final scores for the course earned by the experimental group with those earned by two matched control groups. A reversal procedure established that contingency contracting did significantly increase the study rate of students of a wide range of ability. However, it was selectively effective in improving the test performance of below-average students only. Study rate gains in contracted courses did not generalize to noncontracted courses. Self-recording of study time in the absence of scheduled differential consequences did not improve test performance. Study rate under no-consequence conditions varied with test schedule. For both consequence and no-consequence groups, the correlation between study time and final score for the course was only moderate.     

A COMMUNICATION MODEL OF PERSONAL SPACE VIOLATIONS: EXPLICATION AND AN INITIAL TEST

An earlier model of personal space expectations and their violations is expanded through specification of primitive terms, constitutive definitions, and the prepositional logic underlying the model. Five sample hypotheses are deduced and experimentally tested. Results generally support the model: violations by rewarding communicators produced more positive outcomes than violations by punishing communicators, and the relationships between distance and communication outcomes for each type of communicator were curvilinear.     

THE EFFECTIVENESS OF CONTINGENCY MODEL TRAINING: A REVIEW OF THE VALIDATION OF LEADER MATCH1

Twelve studies testing the effectiveness of LEADER MATCH, a new approach to leadership training, are reviewed. The training program is presented in a self-paced, programmed instruction manual based on Fiedler's Contingency Model (1964, 1967). Five studies were conducted in civilian organizations and seven were conducted in military settings. The performance evaluations were collected from two to six months after training and in some studies included pre and post measures. The performance evaluations of 423 trained leaders were compared with those of 484 leaders who have been randomly assigned to control groups. All 12 studies yielded statistically significant results supporting LEADER MATCH training.