Daily within-person effects of job autonomy and work engagement on innovative behaviour: The cross-level moderating role of creative self-efficacy

Adopting a dynamic within-person perspective on employee innovation, the present study investigates the role of situational job autonomy and momentary work engagement as day-level correlates of innovative behaviour. Anticipating individual differences in the strength of these intraindividual associations, we propose dispositional creative self-efficacy (CSE) to serve as a cross-level moderating influence amplifying the day-specific predictive power of autonomy and work engagement for innovative behaviour. Hierarchical linear modelling analyses of the nested data from 123 employees surveyed over 5 consecutive work days suggest that both autonomy and work engagement positively predict self-reported innovative behaviour on a daily basis. Whereas the engagement–innovation link emerges as homogenous across persons, results indicate that the daily within-person effect of autonomy on innovative behaviour varies significantly as a function of CSE such that it is greater for individuals who hold higher rather than lower CSE beliefs. Implications for future research, limitations, and practical implications are discussed.     

The relationship between productive and counterproductive work behaviour across four European countries

Research suggesting a similar but different relationship between Organizational Citizenship Behaviour (OCB) and Counterproductive Work Behaviour (CWB) is dominated by North American samples. Little evidence exists on whether these findings are replicated in other countries. To assess if a similar pattern emerged, we used the Social Axioms model (Bond et al., 2004) as a cultural framework and surveyed employees in the UK (105), The Netherlands (203), Turkey (185), and Greece (70) on the relationship between OCB and CWB, and the relationship between these behaviours and personality, justice, and commitment. Analysis supported a multidimensional structure to OCB and CWB and indicated a nonbipolar relationship between these behaviours. Culturally, somewhat different to OCB research in general, we find support for a convergence perspective across countries. Conceptually, linguistically and structurally the scale assessing OCB/CWB was shown to be equivalent across countries and a nonbipolar pattern of relationships was consistent across countries. Overall, findings imply a universal nature to the relationship between OCB and CWB across societal cultural groups.     

Keep the fire burning: Reciprocal gains of basic need satisfaction,intrinsic motivation and innovative work behaviour

Drawing on insights from self-determination theory, we explored the dynamic relationship between intrinsic motivation and innovative work behaviour (IWB) over time. Specifically, we investigated how basic need satisfaction influences IWB through its effect on intrinsic motivation and how IWB in turn affects basic need satisfaction as measured the next day (i.e., a reciprocal relationship). The current study used a longitudinal design comprising a 6-day period and relied on multi-source data from 76 students in industrial product design and electronic engineering who participated in an innovation boot camp. In general, results provided support for the mediating role of intrinsic motivation in the relationship between basic need satisfaction and IWB, as well as the reciprocal relationship between basic need satisfaction and IWB.     

The relationship between organizational trust,resistance to change and adaptive and proactive employees' agility in an unplanned and planned change context

Modern organizations need to adapt quickly to on-going changes. The present study sought to examine employees' agility during periods of sudden, unplanned, and during periods of planned change. It was investigated to what extent one's trust in the organization and resistance to change could predict proactive agility and adaptive agility. Data came from employees (N = 188) in two different organizations, one undergoing an unplanned change and one undergoing a planned change. In both contexts, organizational trust had a negative relationship with resistance to change. In an unplanned change context (organization one), trust of employees in the organization had a positive effect on the adaptive component of agility through the (negative) mediation by affective resistance to change. In this context, trust did not have any (mediated) effect on the proactive component of agility. In contrast, in a planned change context (organization two), trust had a positive effect on the proactive component of agility, partially through the (negative) mediation by resistance to change. In this context, trust also had a positive effect on the adaptive component of agility, partially through the (negative) mediation by resistance to change. These results imply that trust works in different ways depending on the type of change. More trust through less resistance implies better adaptation during unplanned organizational change. More trust works directly and partially through less resistance to change to enhance employee proactivity and adaptability during planned change.     

The effects of a job crafting intervention on the success of an organizational change effort in a blue-collar work environment

The current study in a blue-collar context investigates whether a job crafting intervention may facilitate employee adaptation to organizational change, while decreasing exhaustion and increasing positive attitudes towards change and safety behaviour. It was hypothesized that the intervention would increase job crafting behaviours (i.e., seeking resources, seeking challenges, and optimizing demands) resulting in decreased employee exhaustion, and improved change attitudes and employee safety behaviour (i.e., adherence to organization’s standard operating procedures). The quasi-experimental study revealed that, after the intervention (consisting of a workshop, four weeks of job crafting implementation, and an evaluative session), employees reported an increase in two of the three trained job crafting strategies (i.e., seeking challenges, optimizing demands). Moreover, those who participated in the intervention reported lower levels of exhaustion, improved cognitive and behavioural attitudes towards change, and increased safety behaviour. The intervention was found to improve the affective, cognitive, and behavioural components of a change attitude due to increases in seeking challenges. Results were similar after controlling for quality information and leadership behaviour during the change. It is concluded that a job crafting intervention and resulting job crafting behaviour can be an effective way to achieve successful adaptation to organizational change.     

Good intentions and failed implementations: Understanding culture-based resistance to organizational change

Based on the insight that culture shapes resistance to change in an organization, and the recognition that cultures of organizations are embedded in a broader societal culture, this study seeks to provide empirical evidence on how societal-based cultural understandings and values within an organization serve as a source of resistance to change among employees. The study is based on a case study of a medium-sized Turkish company. The study shows how certain managerial decisions toward a professionally running organizational design are difficult to implement due to societal-based patterns of understandings and meaning systems gathered around status, hierarchy, and emotion-based (personalized) relations in the company.     

Identity and travel behaviour: A cross-sectional study on commute mode choice and intention to change

IntroductionSocial and self-identities have been conceptualised to prevent travel behaviour change, as threats to one’s identity may cause resistance to change. This study focuses on the role of social, transport, place, and self-identities on commute mode choice and intention to change mode choice.MethodData were collected in June 2015 in Utrecht, the Netherlands. Invitations to participate were distributed by mail using data from the municipality, resulting in 1062 adult participants.The outcome measures were the transport mode shares based on a 14-day travel-to-and-from-work record of trips (i) involving any car use, (ii) involving any bicycling, (iii) involving any walking, and (iv) involving any public transport use. The second series of outcome measures concerned the willingness to change the amount of car use, bicycle use and walking, determined by the question ‘to what extent do you intend to change the use of …?’. Identity was measured on a seven-point disagree/agree scale for 17 items by asking to what extent the respondent ‘sees him/herself as …’. Separate multinomial regression models were estimated stepwise adjusting for socioeconomic and transport characteristics.ResultsMultiple identity items were associated with the use of all commute modes. In the maximally adjusted models, identities associated with the respective modes remained significant. For example, whether someone identified themselves with being a cyclist corresponded with higher likelihood of cycling occasionally (relative risk ratio (RRR): 1.84; 95% confidence interval (CI):1.47–2.30), or always to work (RRR: 2.86; 95% CI: 2.16–3.79). In addition, we found that a family-oriented identity was negatively associated with occasional commuting by car, and a ‘sporty’ identity was negatively associated with always cycling to work.Transport identities were also associated with stated intentions to change as were several social, place, and self-identities. Identifying with being a car driver decreased the likelihood of intending to reduce car use, but it increased the likelihood of intending to increase car use, as did identifying with being career-oriented. Individuals that identified with being a cyclist were less likely to have an intention to reduce bicycle use, whereas countryside-lovers had greater intentions of increasing cycling. Individuals that identified themselves as pedestrians had a lower intention of decreasing their walking levels, and a higher intention of increasing them, as did those who identified themselves as being family-oriented.DiscussionThe results confirm limited previous findings that identifying with users of a transport mode correspond with its use. Nevertheless, questions around causality remain. The intention to change mode choice was associated with several identities, including transport-related identities, place-related identities, social/family-related identities, and self-identities. Future research should focus on the associations between identity and actual behaviour change to further our understanding of the effect of identity on travel behaviour.     

The negative feedback dysregulation effect: losses of motor control in response to negative feedback

Negative feedback has paradoxical features to it. This form of feedback can have informational value under some circumstances, but it can also threaten the ego, potentially upsetting behaviour as a result. To investigate possible consequences of the latter type, two experiments (total N?=?159) presented positive or negative feedback within a sequence-prediction task that could not be solved. Following feedback, participants had to control their behaviours as effectively as possible in a motor control task. Relative to positive feedback, negative feedback undermined control in a manner suggesting emotional upset (Experiment 1). These reactions lasted for at least three seconds and were especially pronounced among people reporting that they typically lose control in the context of their negative emotions (Experiment 2). The findings document a novel form of behavioural dysregulation that occurs in response to negative feedback while also highlighting the utility of motor control perspectives on self-control.     

The effect of state core self-evaluations on task performance,organizational citizenship behaviour,and counterproductive work behaviour

Although the personality–performance relationship has been studied extensively, most studies focused on the relationship between between-person differences in the Big Five personality dimensions and between-person differences in job performance. The current paper extends this research in two ways. First, we build on core self-evaluations (CSEs): an alternative, broad personality dimension that has proven to be a good predictor of job performance. Second, we tested concurrent and lagged within-person relationships between CSEs and task performance, organizational citizenship behaviour (OCB), and counterproductive work behaviour (CWB). To this end, we conducted two experience sampling studies; the first one assessing the relationship between state CSEs and levels of momentary task performance and OCB, and a second study in which employees reported on their level of state CSEs and momentary CWB. Results showed that there is substantial within-person variability in CSEs and that these within-person fluctuations relate to within-person variation in task performance, OCB, and CWB towards the organization, and CWB towards the individual. Moreover, CSEs prospectively predicted within-person differences in task performance and CWB towards the organization, whereas the reversed effect did not hold. These findings tentatively suggest that state CSEs predict performance, rather than the other way around.     

Moderating effect of situational strength on the relationship between personality traits and counterproductive work behaviour

The present study investigated the extent to which the strength of situations moderates the relations between personality traits and counterproductive work behaviour (CWB). It was hypothesized that the relations between personality traits and CWB would vary across strong and weak situations. In addition, there would be an interaction between conscientiousness and agreeableness in predicting CWB. As predicted, the results showed that the effect of personality on CWB depended on the strength of situations. The results also indicated that, in a weak situation only, conscientiousness has a stronger, negative relation to CWB when agreeableness is low than when agreeableness is high.     

On the relation between preference and resistance to change

Nevin (1979) noted that preference in concurrent chains and resistance to change in multiple schedules were correlated, in that both measures were affected similarly by variations in parameters of reinforcement such as rate, immediacy, and magnitude. To investigate the relationship between preference and resistance to change directly, we used a within-session procedure that arranged concurrent chains in one half of the session and a multiple schedule in the other half. The same variable-interval schedules served as terminal links in concurrent chains and as the components of the multiple schedule, and were signaled by the same stimuli. After performances had stabilized, responding in the multiple schedule was disrupted by delivering response-independent reinforcement during the blackout periods between components. Both preference in concurrent chains and relative resistance to change of multiple-schedule responding were well described as power functions of relative reinforcement rate, as predicted by current quantitative models (Grace, 1994; Nevin, 1992b). In addition, unsystematic variation in preference and resistance to change was positively correlated, which suggests that preference and resistance to change are independent measures of a single construct. That construct could be described as the learning that occurs regarding the prevailing conditions of reinforcement in a distinctive stimulus situation.     

The impact of feedback frequency on learning and task performance: Challenging the “more is better” assumption

Previous research on feedback frequency suggests that more frequent feedback improves learning and task performance (Salmoni, Schmidt, & Walter, 1984). Drawing from resource allocation theory (Kanfer & Ackerman, 1989), we challenge the “more is better” assumption and propose that frequent feedback can overwhelm an individual’s cognitive resource capacity, thus reducing task effort and producing an inverted-U relationship with learning and performance over time. We then propose that positive and negative affective states will moderate the inverted-U relationship between feedback frequency and task performance. We test these propositions in an experimental study where the frequency of task feedback is manipulated. Results show that feedback frequency exhibits an inverted-U relationship with task performance, and this relationship is mediated by task effort. This curvilinear relationship is then moderated by individual’s positive affective state.     

Relationship of cultural values to counterproductive work behaviour: The mediating role of job stress

The purposes of this study were to investigate how cultural values are related to counterproductive work behaviour (CWB), and to examine whether individuals' job stress acts as a mediator between cultural types and CWB. Using an anonymous questionnaire survey, the sample was comprised of 440 employees working in government institutes and private sectors in Thailand. The results show that job stress not only has a direct relationship to CWB, but also partially mediates the relationship between cultural values and CWB. The strong mediating links were between horizontal collectivism and CWB and between vertical individualism and CWB.     

The relationship between religion and the on-road behaviour of adolescents in Iran

Iran has a high traffic fatality rate and a substantial proportion of those killed on the road are adolescents. The aim of the present study was to examine the relationship between dimensions of religiosity and the on-road behaviour of adolescents as pedestrians, cyclists and other non-driving activities. A total of 1111 students attending secondary schools in Tehran (Iran) completed the Adolescent Road User Behaviour Questionnaire (ARBQ) and the Duke University Religion Index (DUREL). This study found that adolescents who participated less often in private religious activities were more likely to be: male, have relatives or friends who had been killed in a road collision, previously involved in a road crash themselves and engaged more often in dangerous playing on the road. Adolescents reporting higher levels of religious attendance and intrinsic religiosity were more likely to be: male, without a traffic accident history, younger, from public schools, studying at schools in large urban areas and more frequently engaged in planned protective behaviours. Adolescents with higher involvement in intrinsic religiosity tended to be those: without an accident history, who did not have relatives or friends that had been killed in a crash and who engaged less frequently in unsafe road crossing behaviour. The findings of this study indicate that the different dimensions of religiousness are related to adolescents’ behaviour on the road. Thus, it appears that religion may have a role to play in improving the road safety of adolescents in Iran.     

The explanatory role of rumours in the reciprocal relationship between organizational change communication and job insecurity: a within-person approach

The current study highlights rumours as an explanation of the reciprocal relationship between perceived organizational change communication and job insecurity. First, we predict that perceiving insufficient organizational change communication may result in rumours, which in turn may shape job insecurity perceptions. Second, we propose that rumours may also mediate the relationship between job insecurity and perceiving insufficient organizational change communication. To test the hypotheses, a multilevel approach was used, in which three measurements were nested within 1994 employees. This enabled us to probe within-person processes, while controlling for possible between-person variation. The results demonstrated a negative reciprocal relationship between perceived organizational change communication and job insecurity. Additionally, rumours mediated both the negative relationship between perceived organizational change communication and subsequent job insecurity, and the negative relationship between job insecurity and subsequent perceived organizational change communication. This study contributes to the literature on job insecurity by offering initial evidence on the relationship between job insecurity and rumours, and by highlighting rumours as a process through which perceived organizational change communication and job insecurity may mutually affect each other.     

Clarifying the dynamic interrelation of conflicts between the work and home domain and counterproductive work behaviour

This study investigates the daily relationship between experiencing home–work conflict (HWC) and an employee’s performance of counterproductive work behaviour (CWB) directed towards the individual (CWBI) and CWB directed towards the organization (CWBO). Moreover, we examine whether these relationships are buffered by family supportive supervisor behaviour. Finally, we investigate whether CWBs directed towards the individual and the organization are related to feelings of work–home conflict (WHC). We examined the daily diary data using multilevel path analyses. We found support for a significant positive relation between HWC and same as well as next-day CWB enacted towards the individual, and same-day CWB directed towards the organization. General levels of family supportive supervisor behaviour buffered an employee’s daily relationship between experiencing HWC and enacting counterproductive work behaviour towards the individual, and are directly and negatively related with enacting CWB towards the individual and the organization. Furthermore, daily CWB enacted towards the individual was significantly positive, whereas CWB enacted towards the organization was significantly negatively related to WHC. Future research would benefit from examining buffering effects on the resource-depleting relationship between counterproductive work behaviour enacted towards the individual and WHC.     

Periodic change in phase relationship between target and hand motion during visuo-manual tracking task: Behavioral evidence for intermittent control

When one performs visuo-manual tracking tasks, velocity profile of hand movements shows discontinuous patterns even if the target moves smoothly. A crucial factor of this “intermittency” is considerable delay in the sensorimotor feedback loop, and several researchers have suggested that the cause is intermittent correction of motor commands. However, when and how the brain monitors task performance and updates motor commands in a continuous motor task is uncertain. We examined how tracking error was affected by the timing of target disappearance during a tracking task. Results showed that tracking error, defined as the average phase difference between target and hand, varied periodically in all conditions. Hand preceded target at one specific phase but followed it at another, implying that motor control was not performed in a temporally uniform manner. Tracking stability was evaluated by the variance in phase difference, and changed depending on the timing of target-removal. The variability was larger when target disappeared around turning points than that when it disappeared around the center of motion. This shows that visual information at turning points is more effectively exploited for motor control of sinusoidal target tracking, suggesting that our brain controls hand movements with intermittent reference to visual information.     

The influence of the perception of a familial climate on job performance: mediation of loyalty to supervisors and moderation of filial behaviour

With a collectivist cultural perspective, we examined the positive effects of employees' perceptions of a familial climate on loyalty to supervisors, the mediation of loyalty between perception of a familial climate and job performance, and the moderation of employees' filial behaviour on the relationship between perception of a familial climate and loyalty. The participants consisted of 247 supervisor-and-subordinate dyads in Taiwan. The results supported our hypotheses. Through the mechanisms of family behaviour transference, social identification and supervisor-subordinate exchange, perception of an organizational familial climate enhanced loyalty to supervisors. Furthermore, loyalty to supervisors mediated the relationship between perception of a familial climate and job performance. Filial behaviour moderated the relationship between perception of a familial climate and loyalty; thus, the relationship of perception of a familial climate and loyalty was stronger for employees with low levels of filial behaviour and weaker for employees with high levels of filial behaviour. These findings are discussed in terms of their theoretical and practical implications for future research and management practices.