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.     

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.     

Do Co-Worker Conflicts Enhance Daily Worries about Job Insecurity: A Diary Study

The long-term negative consequences of job insecurity on employees’ health and well-being have been demonstrated by several studies, but there is very little evidence on the daily experience of job insecurity and on the factors that may influence it. Therefore, we investigated whether short-term changes occur in the experience of job insecurity and whether these are influenced by daily co-worker conflicts. We carried out a diary study, in which 66 employees answered a questionnaire over the course of five working days. We conducted a multilevel analysis in which we included co-worker conflicts as a predictor, and type of contract, emotional stability, and aggregated job insecurity perceptions as control variables. Our results revealed that job insecurity varies on a daily level, and that 23 per cent of the variance could be explained at a within-person level. Co-worker conflicts were a significant positive predictor for perceived job insecurity in subsequent days after controlling for aggregated job insecurity perceptions at person level. Reversed causation was not found. Practical implications for organisations should focus on the promotion of positive social relations in the work environment in order to mitigate or avoid the negative consequences of social stressors in uncertain times.     

Within-subject covariation between depression- and anxiety-related affect

Studies find a strong positive relationship between the affective components of anxiety and depression. However, most research thus far has examined the between-person correlations among these constructs, while ignoring how changes in these two types of affect covary over time within a person. Within-person correlations could differ meaningfully from how anxiety- and depression-related affect relate across individuals. Further, individuals may differ in terms of how highly these constructs covary over time. The current study aimed to (1) compare between- and within-person correlations between anxious and depressive affect, (2) examine lagged effects between anxious and depressive affect over time, (3) test whether individuals differ in their within-person correlations between these two types of affect, and (4) examine whether the mean level of affective intensity moderated these individual differences. These questions were explored using college undergraduates (N?=?50) who rated their depression- and anxiety- related affect six times a day for two weeks. A higher average correlation was observed between anxious and depressive affect in between-person compared to within-person analyses. Significant bidirectional lagged effects were observed between these constructs. Individuals with higher average levels of anxious affect experienced stronger within-person correlations between anxious and depressive affect.     

Activity engagement is related to level, but not change in cognitive ability across adulthood

It is unclear whether the longitudinal relation between activity participation and cognitive ability is due to preserved differentiation (active individuals have higher initial levels of cognitive ability), or differential preservation (active individuals show less negative change across time). This distinction has never been evaluated after dividing time-varying activity into its two sources of variation: between-person and within-person variability. Further, few studies have investigated how the association between activity participation and cognitive ability may differ from early to older adulthood. Using the PATH Through Life Project, we evaluated whether between- and within-person variation in activity participation was associated with cognitive ability and change within cohorts aged 20-24 years, 40-44 years, and 60-64 years at baseline (n = 7,152) assessed on three occasions over an 8-year interval. Multilevel models indicated that between-person differences in activity significantly predicted baseline cognitive ability for all age cohorts and for each assessed cognitive domain (perceptual speed, short-term memory, working memory, episodic memory, and vocabulary), even after accounting for sex, education, occupational status, and physical and mental health. In each case, greater average participation was associated with higher baseline cognitive ability. However, the size of the relationship involving average activity participation and baseline cognitive ability did not differ across adulthood. Between-person activity and within-person variation in activity level were both not significantly associated with change in cognitive test performance. Results suggest that activity participation is indeed related to cognitive ability across adulthood, but only in relation to the starting value of cognitive ability, and not change over time.     

Understanding Employee Job Satisfaction: The Importance of Procedural and Distributive Justice

The importance of perceived fair treatment and its effect on employee job satisfaction cannot be overlooked. Hierarchical regression analyses revealed that structural procedural justice, interpersonal procedural justice, and distributive justice each accounted for significant unique variance in employee job satisfaction. In addition, when job satisfaction was regressed on all three types of organizational justice, all three justice perceptions significantly predicted job satisfaction. However, interpersonal procedural justice and distributive justice were more strongly related to job satisfaction with distributive justice having the strongest relationship of the three fairness perceptions.     

Within-person covariation of agentic and communal perceptions: Implications for interpersonal theory and assessment

Interpersonal theory identifies agency and communion as uncorrelated (orthogonal) dimensions, largely evidenced by research examining between-person analyses of single-occasion measures. However, longitudinal studies of interpersonal behavior demonstrated the within-person association of agency and communion is not orthogonal for many individuals, and between-person differences in these associations relate to adjustment. We applied a similar approach to investigate the association of interpersonal perceptions. 184 university students completed a 7-day event-contingent study of their interpersonal experiences. Using multilevel regression models, we demonstrated that agentic and communal perceptions were positively associated, and the strength of this within-person association was moderated by between-person scores of dependency and narcissism. We discuss the benefits of incorporating within-person interpersonal associations (termed interpersonal covariation) into interpersonal theory and assessment.     

Justice as a dynamic construct: effects of individual trajectories on distal work outcomes

Despite an amassing organizational justice literature, few studies have directly addressed the temporal patterning of justice judgments and the effects that changes in these perceptions have on important work outcomes. Drawing from Gestalt characteristics theory (Ariely & Carmon, 2000, 2003), we examine the concept of justice trajectories (i.e., levels and trends of individual fairness perceptions over time) and offer empirical evidence to highlight the value of considering fairness within a dynamic context. Participants included 523 working adults who completed surveys about their work experiences on 4 occasions over the course of 1 year. Results indicate that justice trends explained additional variance in distal work outcomes (job satisfaction, organizational commitment, and turnover intentions) after controlling for end-state levels of justice, demonstrating the cumulative effects of justice over time. Findings also reveal that change in procedural justice perceptions affected distal work outcomes more strongly than any other justice dimension. Implications for theory and future investigations of justice as a dynamic construct are discussed.     

The Moderating Effects of Justice on the Relationship Between Organizational Politics and Workplace Attitudes

Research suggests that perceptions of organizational politics consistently result in negative outcomes for individuals. In the current study, distributive and procedural justice are explored for their effects on the relationships between perceptions of organizational politics and turnover intentions and job satisfaction. We tested these relationships in a sample of 311 employees of a water management district. Results indicated the politics––turnover intentions and politics––job satisfaction relationships were weaker when perceptions of both forms of justice are high. Further, and potentially more interestingly, politics mattered the most when the distribution of outcomes was unfair (distributive justice) as opposed to when procedures were unfair (procedural justice). Implications for future research and management practice are discussed.     

A within-person approach to the relation between quality of task motivation,performance and job satisfaction in everyday working life

Research generally shows that autonomous forms of motivation are associated with higher performance and job satisfaction, whereas controlled forms of motivation are linked to worse outcomes. These relationships are largely based on between-persons data from cross-sectional studies or longitudinal studies with few measurement points. However, motivation quality, performance, and job satisfaction can vary considerably from day to day and from task to task. It is unclear whether and how these experiences and behaviors covary over time within individuals at work in daily life. The present study assessed this using a diary approach. With a default protocol of 30 working days, an ecological momentary assessment application prompted 19 white-collar workers five times a day to report their autonomous and controlled motivation for work tasks and their productivity and job satisfaction at the end of each day. Fourteen participants gathered sufficient data to compute within-person relations and individual networks. At the between-person level, results were somewhat in line with prior survey-based research, whereas results at the within-person level present more nuanced findings and demonstrate that these will not inherently align with previous between-person findings. Individual network analyses indicated considerable interindividual heterogeneity, especially in the relationships between motivation and job satisfaction. In conclusion, these findings point to significant variability in the observed relations between task-related motivation, performance and job satisfaction in everyday life, and highlight the added value of a within person approach and individual networks in addition to between-persons approaches. The implications of these findings for occupational wellbeing research are discussed.

     

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.     

A longitudinal analysis of organizational fairness: an examination of reactions to tenure and promotion decisions

Most organizational justice research takes a cross-sectional approach to examining the relationship between perceived fairness and individuals' attitudes. This study examines the effect of procedural and distributive justice over time. It is suggested that individuals acquire more information and experience with procedures and outcomes over time. These changes in information and experience affect the influence of procedural and distributive justice on organizational attitudes. Faculty perceptions of tenure and promotion decisions were assessed 3 times (preallocation, short-term postallocation, long-term postallocation) over a 2-year period. Results generally supported the hypotheses. Procedural justice was most influential prior to and soon after outcome decisions were made. Distributive justice was most influential 1 year later.     

Being Tough Versus Tender: The Impact of Country-Level and Individual Masculinity Orientations as Moderators of the Relationship Between Job Insecurity and Job Attitudes

Having a job constitutes one of the most potent means of attaining ‘masculine’ goals such as status, success, and material rewards. In the present research, we examine whether masculinity, both as a country-level value and an individual orientation, moderates the relationship between job insecurity and job attitudes. In Study 1, we draw on cross-cultural data of 20,988 employees from 17 countries. We find that job insecure individuals from countries with higher masculinity values show stronger decrements in job satisfaction (but not commitment). Shedding light on the underlying mechanism, we show that the moderating effect of masculinity is transmitted through two social job characteristics, perceived supervisor interpersonal justice and coworker support. We then constructively replicate the moderating effect of masculinity in Study 2. In a one-country sample of 319 employees, individual masculinity orientations likewise strengthen the negative relationship between job insecurity and job satisfaction. Our research highlights that country-level and individual masculinity orientations yield comparable effects in the job insecurity appraisal process, and provides insight into how cultural values can be enacted at the individual level.     

A dynamic view of coach transformational leadership: How leadership perceptions relate to task cohesion and team potency

We examined whether athletes’ perceptions of coach transformational leadership across time related to task cohesion and team potency beliefs. Across multiple time points, we collected 384 observations (M = 5.41 observations per athlete) from competitive youth athletes via a mobile application designed to examine team dynamics. Multilevel structural equation modelling revealed intraindividual variation in athletes’ evaluations of coach transformational leadership across time. Further, we observed robust support for a positive relation between perceptions of coach transformational leadership and task cohesion over time at both the between- and within-person levels. The relation between coach transformational leadership and team potency was significant at the between-person level, however, we did not find support for this relation at the within-person level. These results provide insight into how the ebb and flow of coach transformational leadership over time connects to team cohesion, highlighting the need for more intensive longitudinal designs that capture the dynamic nature of leadership.     

Work gets unfair for the depressed: cross-lagged relations between organizational justice perceptions and depressive symptoms

The organizational justice literature has consistently documented substantial correlations between organizational justice and employee depression. Existing theoretical literature suggests this relationship occurs because perceptions of organizational (in)justice lead to subsequent psychological health problems. Building on recent research on the affective nature of justice perceptions, in the present research we broaden this perspective by arguing there are also theoretical arguments for a reverse effect whereby psychological health problems influence perceptions of organizational justice. To contrast both theoretical perspectives, we test longitudinal lagged effects between organizational justice perceptions (i.e., distributive justice, interactional justice, interpersonal justice, informational justice, and procedural justice) and employee depressive symptoms using structural equation modeling. Analyses of 3 samples from different military contexts (N? = 625, N? = 134, N? = 550) revealed evidence of depressive symptoms leading to subsequent organizational justice perceptions. In contrast, the opposite effects of organizational justice perceptions on depressive symptoms were not significant for any of the justice dimensions. The findings have broad implications for theoretical perspectives on psychological health and organizational justice perceptions.     

Applicants' and Employees' Reactions to Corporate Social Responsibility: The Moderating Effects of First‐Party Justice Perceptions and Moral Identity

This research explored individuals’ reactions to perceived corporate social responsibility (CSR) using a multimotive framework. In 2 studies, the authors explored the boundary conditions of CSR effects among job applicants and internal employees. A scenario‐based experiment (N = 81) showed that the effect of CSR perceptions on job applicants’ job pursuit intentions was mitigated by applicants’ first‐party justice experiences, whereas it was amplified by their moral identity (Study 1). Survey data from 245 full‐time employees (Study 2) further supported the interactive effects revealed in Study 1. Specifically, first‐party justice perceptions attenuated the positive relationship between employees’ CSR perceptions and their organizational citizenship behavior (OCB); and the relationship between CSR perceptions and OCB was more pronounced among employees high (versus low) in moral identity. Our findings bridge the CSR and organizational justice literatures, and reveal that the effects of individuals’ CSR perceptions are more complicated than previously thought. The findings shed light on micro (employee)‐level CSR phenomena and offer implications for both research and practice.     

Moderating effects of job insecurity in the relationships between procedural justice and employee well-being: Gender differences

This study tested the predictions of the uncertainty management model in explaining employee well-being. On the basis of this model we hypothesized that job insecurity would moderate the association between procedural justice (i.e., procedural and interactional justice) and well-being (i.e., emotional exhaustion and stress symptoms). Linear hierarchical regression models were used to analyse data on 1443 employees in the municipal technical sector. The findings of the study supported the hypothesis. Employees who perceived the organization as unfair and experienced job insecurity were at a higher risk of emotional exhaustion and stress symptoms. However, the results were partly gender specific.     

Employer Treatment of Employees During a Community Crisis: The Role of Procedural and Distributive Justice

This study applies organizational justice principles to human resource decisions made during a crisis situation. Three-hundred and sixty-six working individuals of ice storm affected households responded to a telephone survey that included measures of interactional, procedural and distributive justice, organizational commitment and job satisfaction. Confirmatory Factor Analysis suggested collapsing the interactional and procedural justice measures into one measure of procedural treatment. Overall, there was considerable support for the relevance of procedural justice and its interaction with distributive justice in predicting the work attitudes of employee following a disaster. Multiple regression analyses revealed that perceptions of procedural justice most strongly predicted job satisfaction and organizational commitment. Consistent with existing theory, an interaction between distributive and procedural was found to predict job satisfaction. The predicted interaction was not detected for organizational commitment.We would like to acknowledge the capable research assistance of Paula Warnholtz and the financial assistance from the Senate Research Committee at Bishop’s University.     

Longitudinal associations between athletes' controlled motivation,ill-being,and perceptions of controlling coach behaviors: A Bayesian latent growth curve approach

Although many scholars have argued that leadership is a dynamic process jointly produced by leaders and followers, leadership in sports is most often researched as a unidirectional process from coaches to athletes. Within self-determination theory (SDT), individual characteristics are suggested to influence how people perceive external events such as coaches' behaviors. In the present study, we examined this jointly produced leadership process by investigating longitudinal associations between athletes' controlled motivation, ill-being, and perceptions of coaches' controlling behaviors at the between- and within-person levels. The participants were 247 young elite skiers enrolled at Swedish sport high schools who responded to self-report questionnaires at three time points over the course of an athletic season. At the between-person level, increases in perceptions of coaches' controlling behaviors over the season positively predicted controlled motivation at the end of the season, and controlled motivation at the beginning of the season positively predicted ill-being at the end of the season. At the within-person level, athletes' controlled motivation positively predicted perceptions of coaches' controlling behaviors. The results at the between-person level support the unidirectional perspective and the tenets of SDT. The results at the within-person level suggest that individual characteristics such as motivation can influence how athletes perceive external events, which has been proposed theoretically but seldom examined empirically. Three plausible explanations for this reversed association are presented in the discussion.