Perceived fairness of employee drug testing as a predictor of employee attitudes and job performance

Although management of drug testing programs is becoming a critical organizational issue, no systematic conceptual framework has been applied to the study of employee reactions to drug testing. In this study an organizational justice framework was used to explain and predict the relationships among two types of justice (procedural justice and outcome fairness) employee attitudes (job satisfaction, commitment, and management trust), and behavior (turnover intentions and performance). Survey data from 195 employees in a pathology laboratory indicated that justice predicts employee attitudes and performance. Specifically, procedural justice, but not outcome fairness, predicted all 5 criterion variables. These results demonstrate the importance of procedural justice perceptions for predicting employee reactions to drug testing programs.     

Potential job applicant reactions to employee drug testing: The effect of program characteristics and individual differences

An experiment varied two aspects of employee drug-testing programs: the purpose of the program (to rehabilitate or to punish) and the drug-testing selection method (for due cause or random and mandatory). Dependent variables were potential job applicants' attitudes toward, intention to apply to, and willingness to accept a job offer from the company. Although the manipulations had no effects, several individual difference variables (personal use of drugs, attitudes toward drugs and drug testing, and subjective norms toward drug testing) predicted the dependent variables.     

The relationship between employee job change and job satisfaction: the honeymoon-hangover effect

Recent research suggests that the turnover process is not fully captured by the traditional sequential model relating job dissatisfaction to subsequent turnover. The present study contributes to this research by modeling within-individual job satisfaction as a function of job change patterns to determine if individual work attitudes change systematically with the temporal turnover process. Specifically, the authors hypothesized that low satisfaction would precede a voluntary job change, with an increase in job satisfaction immediately following a job change (the honeymoon effect), followed by a decline in job satisfaction (the hangover effect). Though this pattern is suggested in the literature, no prior research has integrated and tested this complete temporal model within individuals. Findings based on a sample of managers supported the proposed honeymoon-hangover effect.     

A multiple-level examination of job activities and employee outcomes

Prior research has investigated relationships between job activities and employee outcomes, but multiple levels of analysis considerations often have been overlooked. In a study of a police organization, three theoretical perspectives were examined, and multiple levels of analysis were considered conceptually and empirically, to better specify and test associations between activities and outcomes. Results from Within and Between Analysis (WABA) suggested that relationships between law enforcement and resource control job activitiesand employee outcomes of attention, latitude, and involvement operated at multiple levels of analysis. The associations were based on differences between individuals, work groups, and job-based collectives (job families). Implications for future research and practice are discussed.     

Impact of marketing work-place diversity on employee job involvement and organizational commitment

Much of the debate about managing work-force diversity concerns the rationale for the procedures used and the outcomes produced by programs perceived to be unfair. The authors explored the role of organizational justice in diversity initiatives; they examined which of 6 diversity arguments (T. H. Cox & S. Blake, 1991) were most often used by U.S. firms and accepted by employees. They also surveyed U.S. workers about diversity issues at work; the problem-solving diversity argument was related to higher employee job involvement and organizational commitment, even though the respondents ranked the resource-acquisition argument as the most acceptable. The authors also found that many organizational-justice issues still need to be resolved, even in those organizations with diversity-management programs.     

Personality characteristics of the accident involved employee

The research relating personality traits to industrial and traffic accidents is reviewed. The research from the past 15 years is integrated with the multitude of studies preceding this period. All of the research is interpreted in terms of the differential accident liability concept, rather than the discredited accident proneness theory. The need to control for the confounding effects of age, experience, sex, and accident risk is discussed. It is concluded that the personality traits of extroversion, locus of control, impulsivity, aggression, social maladjustment, and some aspects of neurosis are related to the occurrence of accidents. Finally, the need to develop causal models of the personality-accident process and to identify causal influences through time series designs is proposed.     

Moderating effects of employee expectancies on the relationship between leadership consideration and job performance of engineers

Ninety-four engineers were asked to describe their supervisors' leadership style, to indicate their expectancies whether performing effectively in their jobs would lead to job rewards and the valence of these rewards. It was hypothesized that employees' expectancies and a considerative leadership style interact to influence the performance levels of these engineers. Results indicated that leader consideration and employee expectancies operate in joint fashions to effect job performance.     

The impact of job complexity and performance measurement on the temporal consistency, stability, and test-retest reliability of employee job performance ratings

Although research has shown that individual job performance changes over time, the extent of such changes is unknown. In this article, the authors define and distinguish between the concepts of temporal consistency, stability, and test-retest reliability when considering individual job performance ratings over time. Furthermore, the authors examine measurement type (i.e., subjective and objective measures) and job complexity in relation to temporal consistency, stability, and test-retest reliability. On the basis of meta-analytic results, the authors found that the test-retest reliability of these ratings ranged from .83 for subjective measures in low-complexity jobs to .50 for objective measures in high-complexity jobs. The stability of these ratings over a 1-year time lag ranged from .85 to .67. The analyses also reveal that correlations between performance measures decreased as the time interval between performance measurements increased, but the estimates approached values greater than zero.     

Personality and job satisfaction: the mediating role of job characteristics

This study tested a model of the relationship between core self-evaluations, intrinsic job characteristics, and job satisfaction. Core self-evaluations was assumed to be a broad personality concept manifested in 4 specific traits: self-esteem, generalized self-efficacy, locus of control, and low neuroticism. The model hypothesized that both subjective (perceived) job characteristics and job complexity mediate the relationship between core self-evaluations and job satisfaction. Two studies were conducted to test the model. Results from Study 1 supported the hypothesized model but also suggested that alternative models fit the data well. Results from Study 2 revealed that core self-evaluations measured in childhood and in early adulthood were linked to job satisfaction measured in middle adulthood. Furthermore, in Study 2 job complexity mediated part of the relationship between both assessments of core self-evaluations and job satisfaction.     

The unfolding effects of organizational commitment and anticipated job satisfaction on voluntary employee turnover

An evolving discontent with existing theories of voluntary turnover led to the postulation of an unfolding model for the effects of organizational commitment and anticipated job satisfaction on voluntary employee turnover. In particular, existing theory and research on voluntary turnover were judged to apply validly to only a very small number of organizational situations. That is, their ecological validities appear weak. As a result, the proposed model seeks to describe more of the organization's reality and to apply to more situations than do current theories. Thus, the proposed model seeks to increase ecological validity. Four decision paths are detailed and asserted to capture more of the evolutionary (hence the term unfolding) confluence of personal, situational, and accidental forces on the decision to leave an organization than current models. Research implications are discussed.We thank Bob Baron, Lee Beach, and Rick Mowday for their helpful comments on carlier drafts of this article.     

Ethical climate influences on employee commitment through job satisfaction in a transport sector industry

This study examined the extent to which an ethical climate moderates the relationship between job satisfaction and perceptions of organisational commitment. The study sample consisted of 839 employees of a railway organisation in the Democratic Republic of Congo (DRC) (women = 32%). Perceptions of the organisation’s ethical climate were measured using the Ethical Climate Questionnaire (Victor & Cullen, 1998), job satisfaction was measured using the Job Satisfaction Questionnaire (Lock, 1976), and organisational commitment was measured using the Organisational Commitment Scale (Meyer & Allen, 1997). Data were analysed by applying hierarchical moderator regression analysis to predict employee commitment from job satisfaction, in interaction with the ethical climate. The findings indicated that the ethical climate dimensions of caring, law and code, rule, independence, and instrumental predicted 72% of the variance in job satisfaction and 73% of the variance in employee commitment. Positive perceptions of an ethical work atmosphere and clear code of conduct would enhance employees’ levels of dedication, loyalty, and commitment to the organisation.     

Employee self-enhancement motives and job performance behaviors: investigating the moderating effects of employee role ambiguity and managerial perceptions of employee commitment

This study examined the effects of employee self-enhancement motives on job performance behaviors (organizational citizenship behaviors and task performance) and the value of these behaviors to them. The authors propose that employees display job performance behaviors in part to enhance their self-image, especially when their role is not clearly defined. They further argue that the effects of these behaviors on managerial reward recommendation decisions should be stronger when managers believe the employees to be more committed. The results from a sample of 84 working students indicate that role ambiguity moderated the effects of self-enhancement motives on job performance behaviors and that managerial perceptions of an employee's commitment moderated the effects of those organizational citizenship behaviors that are aimed at other individuals on managers' reward allocation decisions.     

Relation of employee and manager emotional intelligence to job satisfaction and performance

This study examined the relationships among employees’ emotional intelligence, their manager’s emotional intelligence, employees’ job satisfaction, and performance for 187 food service employees from nine different locations of the same restaurant franchise. We predicted and found that employees’ emotional intelligence was positively associated with job satisfaction and performance. In addition, manager’s emotional intelligence had a more positive correlation with job satisfaction for employees with low emotional intelligence than for those with high emotional intelligence. These findings remain significant after controlling for personality factors. A similar pattern was found for job performance; however, the effect did not meet traditional standards of significance. Applied implications of the results are discussed.     

Source of recruitment and employee attitudes: An analysis of job involvement,organizational commitment,and job satisfaction

This study empirically investigated the relationship between recruiting methods and the work attitudes of job involvement, organizational commitment, and job satisfaction. Multivariate and follow-up univariate analyses showed strong recruitment source effects, with employee referrals emerging as a better source of recruitment than newspaper advertisements. The results of the study are discussed and directions for future research elucidated.     

Relationships between job evaluation ratings and self-ratings of job characteristics

Self-ratings by 308 shop workers of their job variety, autonomy, task identity, and skill challenge correlate significantly with ratings by observers of the jobs' skill requirements. Self-ratings, however, are unrelated to observers' estimates of the physical demands of the jobs or to environmental conditions of the work. The self-ratings and observer measures provide complementary, not substitute, information. Self-ratings can signal person-job dysfunctions, and more objective job measures can identify possible sources of the dysfunctions. Modifications to job characteristics measures are discussed and suggestions are made to begin a new phase of programmatic job characteristics research.