The careless or the conscientious : Who profits most from goal progress?

Although research indicates that making progress on personal work goals predicts positive job attitudes, little is known about the role of conscientiousness in moderating this relationship. Congruence theories suggest that job attitudes will be more dependent on goal progress when employees are high in conscientiousness, whereas compensation theories suggest the opposite. We test these competing hypotheses in a three-wave, 4-month longitudinal panel study of 121 trainee teachers, who are at their early stages of career development. Conscientiousness moderated the relationships between progress on personal work goals and job attitudes according to the compensatory pattern, such that employees displayed stronger increases in job satisfaction and affective organizational commitment in response to goal progress when they were low rather than high in conscientiousness. Our results help to resolve conflicting findings about the relationship between goal progress and job attitudes and adjudicate competing hypotheses about the role of conscientiousness in moderating this relationship.     

Organizational Politics,Perceived Control,and Work Outcomes: Boundary Conditions on the Effects of Politics1

This investigation examined the moderating influences of perceived control (i. e., personal control and job self‐efficacy) on relationships between perceptions of organizational politics and organizational commitment, job satisfaction, intention to turnover, and job stress. Although results failed to support predictions concerning the interaction of perceptions of organizational politics and personal control, some support was found for predictions concerning the interactive influence of perceptions of organizational politics and job self‐efficacy on outcomes. Data from 189 hotel managers supported the hypothesized interactive effects of perceptions of organizational politics and job self‐efficacy for the outcomes of organizational commitment and job satisfaction. These results suggest that job self‐efficacy exacerbates the relationship between perceived politics and certain dysfunctional attitudes.     

Goal progress makes one happy,or does it? Longitudinal findings from the work domain

In a 3‐year longitudinal study with a sample of N=82 young professionals (44% male; age range: 28–39 years), self‐reported progress in the pursuit of personal goals was associated with affective well‐being, work satisfaction, and subjective developmental success in the work domain. Goal progress, however, did not predict an increase in affective well‐being and work satisfaction. Four constructs – goal difficulty, current work involvement, positive fantasies, and goal progress in the private domain – were selected to analyse their potentially moderating effect on the link between goal progress and well‐being increases. Goal difficulty evinced the clearest moderating effects. Goal difficulty predicted change in all outcome criteria, that is, only adults who perceived their goals as difficult to reach also reported a change in positive and negative affect, job satisfaction, and subjective developmental success over a period of 3 years.     

Employee proactivity in organizations: A comparative meta‐analysis of emergent proactive constructs

This meta‐analysis of 103 independent samples provides a comparative evaluation of the relationships associated with four emergent proactive constructs including proactive personality, personal initiative, voice, and taking charge. This study investigates comparative relationships among these focal proactive constructs and key organizational variables (i.e., job performance), personality traits (i.e., the Big Five), and individual variables (i.e., work experience). Results reveal significant correlations between proactivity and performance, satisfaction, affective organizational commitment, and social networking. Results also provide evidence that differentiates focal proactive constructs from the Big Five as well as individual differences in work experience, age, and general mental ability. Current progress towards a more integrative understanding of proactivity research is discussed.     

The causal relation between job attitudes and performance: a meta-analysis of panel studies

Do job attitudes cause performance, or is it the other way around? To answer this perennial question, the author conducted meta-analytic regression analyses on 16 studies that had repeatedly measured performance and job attitudes (i.e., job satisfaction or organizational commitment). The effect of job attitudes on subsequent performance, with baseline performance controlled, was weak but statistically significant (beta = .06). The effect was slightly stronger for commitment than for satisfaction and depended negatively on time lag. Effects of performance on subsequent job attitudes were elusive (beta = .00 across all studies), which suggests that job attitudes are more likely to influence performance than vice versa.     

Expanding the link between core self-evaluations and affective job attitudes

The present study examined the differentiated relationship between core self-evaluations and affective job attitudes. In previous research, job characteristics were proposed to mediate this relationship. However, the facets of the job characteristics model have not yet been assessed separately. In the present study we tested which job characteristics (i.e., skill variety, task identity, task significance, autonomy, and feedback) mediate the relationship between core self-evaluations and job satisfaction as well as organizational commitment in a sample of 199 employees. Results revealed that core self-evaluations were related to job satisfaction and organizational commitment. Task significance was found to mediate these relationships. These findings are discussed with respect to the level on which people regulate their actions.     

职业生涯高原对员工工作满意度、组织承诺、离职意愿的影响

职业生涯高原是指个体在当前组织中职业生涯发展的停滞。在控制人口统计学变量以及同一方法偏差的基础上,研究发现职业生涯高原的不同维度对不同组织效果变量有不同影响。（1）层级高原对员工工作满意度和组织承诺并没有显著负向影响,但会增加员工离职的可能性。不过,层级高原对员工离职意愿的影响受到工龄的调节;（2）内容高原对员工的工作满意度、组织承诺均具有显著负向影响,并增加员工离开组织的可能性;（3）中心化高原对员工的工作满意度、组织承诺均具负向影响,但对员工离职意愿却没有显著影响     

Exchange Ideology as a Moderator of Job Attitudes-Organizational Citizenship Behaviors Relationships1

Following work on organizational citizenship behaviors (cf. Organ, 1988). the present study examined job satisfaction, perceptions of organizational support, and organizational commitment as predictors of organizational citizenship behaviors. Regression analyses on data collected from workers in a small tooling plant indicated that exchange ideology moderated the relationships between ratings of OCB's and organizational support scores. For tool workers whose attitudes and behaviors were more dependent on organization reinforcement, OCB ratings were positively related to organizational support. However, for those whose attitudes and behaviors were more independent of organization reinforcement. OCB ratings were considerably less related to organizational support scores. The pattern was similar for OCB ratings and job satisfaction scores. These data are consistent with those reported previously (e.g., Eisenberger. Huntington. Hutchinson, & Sowa, 1986) and suggest that the salience of job attitudes in the decision to manifest organizational citizenship behaviors may be influenced by the individual's exchange ideology.     

The effects of sexual harassment on turnover in the military: time-dependent modeling

Sexual harassment has consistently negative consequences for working women, including changes in job attitudes (e.g., lower satisfaction) and behaviors (e.g., increased work withdrawal). Cross-sectional evidence suggests that harassment influences turnover intentions. However, few studies have used actual turnover; rather, they rely on proxies. With a sample of 11,521 military servicewomen with turnover data spanning approximately 4 years, the authors used the appropriate method for longitudinal turnover data--Cox's regression--to investigate the impact of harassment on actual turnover. Experiences of harassment led to increased turnover, even after controlling for job satisfaction, organizational commitment, and marital status. Among officers, harassment also affected turnover over and above rank. Given turnover's relevance to organizational bottom lines, these findings have important implications not only for individual women but also for organizations.     

The relationship between career decision status and important work outcomes

This paper describes a longitudinal study exploring the relationship between career decision status and work outcomes (i.e. job satisfaction, organizational commitment and performance) in a group of newly appointed graduates. Graduates employed into similar roles in a large Multinational Consultancy were tracked over 12 months at three time intervals: on appointment; 6 months after appointment and 12 months after appointment. It was concluded that job satisfaction promotes career comfort, decidedness predicts organizational commitment and this relationship is moderated by met expectations, and that neither being decided or comfortable predicts performance. Some evidence was found to suggest that those employees claiming high self-clarity (that is knowledge of their abilities, skills, and personality) were rated as higher performers. It was concluded that career decidedness is still relevant to a contemporary work environment, but that comfort with career decisions and knowledge of self (i.e. self-clarity) has the potential for far greater impact.     

Why does mentoring work? The role of perceived organizational support

The authors examined the mediating role of perceived organizational support in the relationship between mentoring support received and work attitudes. Perceived organizational support partly mediated the relationship between specific types of mentoring support and job satisfaction and affective organizational commitment. Specifically, sponsorship, exposure and visibility, and role modeling appear to be related to job satisfaction and organizational commitment through perceived organizational support. Perceived organizational support did not appear to mediate the relationship between other specific forms of mentoring support and job satisfaction and organizational commitment.     

A Test of a Model of New Salespeople’S Socialization and Adjustment in a Collectivist Culture

Drawing largely on organizational socialization theory and its derivations, such as uncertainty reduction and sense-making theory, the authors propose and test empirically a process model of newcomer salesperson socialization in the South Korean context. The results indicate that both organization-initiated and newcomers’ proactive socialization tactics (i.e., seeking performance feedback and information seeking, building relationships and networks) significantly influence newcomers’ perceived level of accommodation (i.e., role clarity and social integration) and thus their adjustment to the new work environment (i.e., level of organizational commitment, job performance, and job satisfaction). The authors discuss the theoretical and managerial implications and present future research directions.     

A study of the antecedents and consequences of psychological ownership in organizational settings

Psychological ownership is a feeling of possession in the absence of any formal or legal claims of ownership. In this study, the authors aimed to extend previous empirical testing of psychological ownership in work settings to encompass both job-based and organization-based psychological ownership as well as related work attitudes and behavioral outcomes. Questionnaire data from 68 employees and their managers revealed that job-based psychological ownership and organization-based psychological ownership are distinct work attitudes that are distinguishable from job satisfaction and organizational commitment. Psychological ownership predicted job satisfaction and organizational commitment and mediated the relationship between autonomy and these work attitudes. There was no support for a relationship between psychological ownership and behavioral outcomes. The authors discuss the limitations of the study and the implications of psychological ownership.     

The Effects of Equal Opportunity Fairness Attitudes on Job Satisfaction,Organizational Commitment,and Perceived Work Group Efficacy

We examined a causal model relating military respondents’ attitudes toward equal opportunity (EO)-related fairness to job satisfaction, organization commitment, and perceptions of work group efficacy. A distinction between EO fairness at the work group and organizational levels was made. Respondents’ perceptions of organizational EO-related fairness were hypothesized to influence perceptions of work group EO fairness. Respondents’ perceptions of work group EO fairness were in turn hypothesized to influence their organizational commitment, job satisfaction, and perceived work group efficacy. Structural equation modeling with a measurement model sample and two random samples each consisting of 5,000 observations provided support for these hypothesized paths. As a part of the investigation, we also examined and found support for causal linkages between perceived work group efficacy, job satisfaction, and organizational commitment. The practical and theoretical importance of the findings for the U.S. military, particularly with regard to issues of retention and training, are discussed.     

Identification and goal choice of managerial candidates–organizational and individual perspectives

Abstract

Goal-setting theory and organizational culture research both emphasize that correspondence of individual and organizational goals is important, especially for executives and managerial candidates. The formerly dominating perspective of a passive individual eager to adopt organizational goals has recently been contrasted by a perspective of an active individual trying to pursue his/her own personal work goals in the organization. In a longitudinal study, 904 German academic managerial candidates were surveyed in order to investigate the causes of their identification with organizational goals, their expectations of advancement and their choice of personal work goals. The influence of organizational characteristics, i.e. number of employees, sector, and organizational culture, as well as the influence of individual job orientations were examined. Results show, that on the one hand organizational culture influenced managerial candidates' identification with organizational goals and their expectations of advancement, but had hardly any impact on their personal work goals. On the other hand, job orientations of managerial candidates affect both their identification with the organization and their personal work goals beyond organizational characteristics. Implications for selection and development of managerial candidates are discussed.     

Perceptions of Organizational Politics: A Meta-analysis of Outcomes

Organizational researchers during the past few decades have increasingly focused on the role of subjective work issues and their impact on important worker-related outcomes. One of the most prominently studied factors, perceptions of organizational politics, has received much recent conceptual and empirical attention. In an effort to better understand the relationship between perceptions of organizational politics and key outcomes, we apply meta-analysis on 79 independent samples from 59 published and unpublished studies involving 25,059 individual participants. Results indicate strong negative relationships between POP and job satisfaction and between POP and organizational commitment, moderately positive relationships between POP and the outcomes of job stress and turnover intentions, and a non-significant relationship between POP and in-role job performance. Moderator tests show that age, work setting (i.e., public sector or private sector), and cultural differences (i.e., domestic sample or international sample), have contingent effects on certain POP relationships.     

Perceived organizational support: a review of the literature

The authors reviewed more than 70 studies concerning employees' general belief that their work organization values their contribution and cares about their well-being (perceived organizational support; POS). A meta-analysis indicated that 3 major categories of beneficial treatment received by employees (i.e., fairness, supervisor support, and organizational rewards and favorable job conditions) were associated with POS. POS, in turn, was related to outcomes favorable to employees (e.g., job satisfaction, positive mood) and the organization (e.g., affective commitment, performance, and lessened withdrawal behavior). These relationships depended on processes assumed by organizational support theory: employees' belief that the organization's actions were discretionary, feeling of obligation to aid the organization, fulfillment of socioemotional needs, and performance-reward expectancies.     

Work Alienation as an Individual‐Difference Construct for Predicting Workplace Adjustment: A Test in Two Samples1

This study represents the first attempt to examine the validity of work alienation as a general attitude toward the work domain. As hypothesized, hierarchical regression analyses of data from 2 employee samples (n= 99 and n= 250) indicated that work alienation explained incremental variance in selected workplace adjustment variables (i. e., job involvement, affective organizational commitment, affective occupational commitment, overall job satisfaction, and volitional absence) beyond the variance accounted for by work conscientiousness (i. e., dependability and achievement orientation) and by variables used to control for sources of self‐report variance (i. e., self‐deception and negative affectivity). These results support the legitimacy of work alienation as an individual‐difference construct associated with work‐related adjustment.     

Perceived job image among police officers in Singapore: factorial dimensions and differential effects

The authors examined the perceived job image of police officers in Singapore and its differential effects on their work-related attitudes (e.g., job satisfaction, organizational commitment, and intention to quit). The authors obtained data from questionnaire surveys and focus-group interviews. Perceived job image consisted of 4 dimensions: (a) prestige, (b) integrity, (c) competence, and (d) nonroutine job nature. Results of hierarchical regression analyses suggested that the first 2 dimensions of the perceived job image construct were salient in affecting the police officers' work-related attitudes.     

Occupational demands,psychological burnout and anxiety among hospital personnel in norway

The present study reports the results of a questionnaire survey among 212 health care workers at a hospital in Northern Norway. Measures included burnout, trait anxiety, various job demands and supports, and work attitudes (job satisfaction and organizational commitment). Results provided support for Maslach's conceptualization of the burnout syndrome cross-culturally. Correlations among the three burnout subscales, as well as organizational correlates of burnout were generally consistent with earlier findings. The burnout scores of hospital workers were higher than North American norms, and some occupational differencs among subscales were found. A model of individual characteristics, job demands, burnout, and work attitudes was tested through a series of multiple regressions. Trait anxiety as well as job demands contributed to burnout. The influence of trait anxiety on work attitudes was mediated through emotional exhaustion. However, in addition to emotional exhaustion, both job demands and organizational supports had direct effects on work attitudes. Thus, burnout does not fully operate as a mediating variable between demands and attitudes such as commitment. The study also addressed the issue of individual differences in the burnout response and focused on the need to systematically investigate the relaive importance of situational versus personality variables in future burnout research.