求同方能存异：上下级学习目标导向契合对创造力的影响

为探讨领导-员工学习目标导向与领导反馈环境对员工创造力的交互作用机制,对305名领导-员工配对样本进行问卷调查。结果表明：（1）领导学习目标导向显著正向预测员工创造力;（2）领导反馈环境在领导学习目标导向和员工创造力之间起中介作用;（3）员工学习目标导向对领导学习目标导向和领导反馈环境之间的关系起调节作用,相对于学习目标导向低的员工,当员工学习目标导向高时,领导学习目标导向对反馈环境的积极影响大。     

Job definition discrepancy between supervisors and subordinates: The antecedent role of LMX and outcomes

This study proposed that leader–member exchange (LMX) might encourage an employee to define job breadth close to or beyond the level of his/her supervisor's expectation (enlargement effect), while simultaneously fostering a reduction in supervisor–subordinate definition discrepancy on job content (congruence effect). Using data from 184 subordinate–supervisor dyads in Taiwan, we examined the relationships among LMX, job definition discrepancy, in‐role/extra‐role behaviour, and performance rating. Results showed that LMX was positively related to employee relative job breadth and the supervisor–subordinate congruence on job content, supporting the existence of enlargement effect and congruence effect. Additionally, employee relative job breadth was positively related to extra‐role behaviour and the congruence on job content was positively related to in‐role behaviour. However, neither in‐role nor extra‐role behaviour was related to performance rating. Theoretical and practical implications are discussed.     

上司不当督导与下属绩效:反馈寻求行为和学习目标定向的作用

本研究从下属反馈管理行为的视角来探索领导与下属的社会交换过程.具体为探讨下属的反馈寻求行为在上司不当督导与下属绩效之间的中介作用,下属的学习目标定向对上述过程中的调节作用.通过问卷法获得306名下属与上司的对偶数据,基于层级回归和Bootstrap分析的结果表明:上司不当督导不仅直接影响下属的绩效,还能通过抑制下属的反馈寻求行为间接地影响员工的绩效;下属的学习目标定向调节着上司不当督导与下属的反馈寻求行为的关系,当下属的学习目标定向越低,上司不当督导对反馈寻求行为的抑制作用更加明显.     

Anger and Gender Effects in Observed Supervisor-Subordinate Dyadic Interactions

This study investigates the effects of a supervisor's anger and supervisor's and subordinate's gender on evaluations made by observers of interacting supervisor-subordinate dyads. In a laboratory experiment, 370 undergraduates viewed one of eight video-tapes representing the conditions of the 2 (gender of supervisor) × 2 (gender of subordinate) × 2 (presence or absence of anger) design and then completed evaluations of the supervisor and the subordinate. A field study using 265 employees from three organizations replicated the laboratory results. In spite of constant dialogue in the interactions across all eight conditions, supervisors expressing anger were rated lower and female supervisors were rated higher by observers. Subordinates were rated higher when interacting with an angry supervisor and when interacting with a male supervisor. Main effects of supervisor's gender may reflect over-evaluation of unexpected, albeit average, performance. The joint supervisor and subordinate effects are interpreted as reflecting a dyadic rating effect in which high ratings assigned to one member of the dyad are accompanied by lower ratings assigned to the other member.     

上下级工作场所精神性匹配与下级主动行为的关系

基于上下级匹配理论,本研究探讨了上下级工作场所精神性匹配与下级主动行为的关系。采用多项式回归与响应面分析技术,对收集的129对“领导者?员工”配对数据进行分析,结果表明：（1）在上下级工作场所精神性一致的情况下,上下级工作场所精神性一致程度与下级主动行为呈倒U型关系;（2）在上下级工作场所精神性不一致的情况下,当下级工作场所精神性高于上级时,下级会表现出更多的主动行为。     

Variation in black anti-white bias and target distancing cues: factors that influence perceptions of "ambiguously racist" behavior

Experiment 1 indicated that when the White supervisor's negative treatment of a Black subordinate was unconstrained, participant race had no impact on attributions. Conversely, when the treatment was constrained, Black participants reported greater racist attributions than did White participants. Experiment 2 indicated that when the supervisor reported no response or a minimal negative response (i.e., indicating that he did not support his actions) after his negative treatment of the Black subordinate, Black participants reported greater racist attributions than did White participants. Conversely, when the supervisor's negative treatment was followed by a more extreme negative response, participant race had no impact on attributions. Experiment 3 indicated that Black participants were less likely than White participants to perceive a minimal negative response as reflecting a White supervisor's lack of support for his negative actions. Conversely, participant race had no impact on attributions of a Black supervisor's negative actions.     

The Effects of Leader Fairness and Pay Outcomes on Superior/Subordinate Relations1

This study assessed the effects of procedurally fair leadership and payment outcomes on subordinate reactions to the supervisor in a pay-for-performance task. Procedurally fair leadership was operationalized by the extent to which supervisors enacted three specific behaviors: facilitation of voice, accuracy, and adherence to formal policies and procedures. The payment outcomes were high and low cash payments for performance evaluated as above or below average. Subordinate reactions to these treatments focused on perceptions of supervisory fairness (both procedural and distributive) and the subordinate's relationship with his or her supervisor (in terms of both satisfaction and commitment). Procedurally fair leadership showed a main effect on subordinate perceptions of leader fairness and on their relationship with the leader. No other effects were noted. Implications are discussed.     

Leader-Member Exchange and Employee Creativity: Test of a Multilevel Moderated Mediation Model

Using multisource data, this article examined the relationship of two types of employee perceptions of overall fairness (i.e., fairness of the organization and fairness of the department), with supervisor ratings of in-role task performance and organizational citizenship behaviors (OCB). We also examined whether high-quality leader-member exchange (LMX) relationships compensate for negative effects of fairness on job performance and citizenship behaviors. Focusing on a sample of 154 health care workers, we found that only employee perceptions of overall fairness regarding the department were related to supervisory ratings of OCB and in-role task performance. Moreover, LMX moderated the relationships between fairness perceptions and (a) task performance, (b) organization-focused OCB, but not (c) individual-focused OCB. We discuss implications for research and the potential for reducing negative effects of low fairness perceptions on job performance through positive LMX.     

Ethnic Identity, Self-Esteem, and Values in Dominicans, Puerto Ricans, and African Americans

This study investigates the relationship between ethnic identity, self-esteem, value orientations, and perceived value congruence in 207 minority students. It also investigates within-group concordance and cross-cultural differences in value orientations. Dilemmas were used to measure value orientations and perceived congruence between personal and group values. A version of the Multigroup Ethnic Identity Measure (Phinney, 1992) and Rosenberg's Self-Esteem Scale (1965) were used to measure ethnic identity and self-esteem, respectively. Ethnic identity was positively related to self-esteem. The perception of value congruence was not related to ethnic identity or self-esteem. There was within-group concordance in the ranking of value solutions. In addition, the groups differed in the strength of ethnic identity, perceived value congruence, and the ranking of the value solutions.     

Supervisors' performance feedback to subordinates: The impact of subordinate performance valence and outcome dependence

The purpose of this study was to examine the effects of two variables on supervisors' performance feedback to subordinates: (1) the valence of the subordinate's performance, that is, whether the subordinate has performed well or poorly, and (2) the degree to which the supervisor's monetary outcomes are dependent on the subordinate's performance. It was hypothesized that supervisors would give subordinates feedback less often about instances of poor performance than about instances of good performance, but that when given, their feedback about poor performance would be more specific than their feedback about good performance. It was also hypothesized that supervisors would give feedback more often under conditions of high outcome dependence than under conditions of low outcome dependence. The results strongly supported the two performance valence hypotheses. The outcome dependence hypothesis was also supported, but only when the subordinate exhibited a pattern of gradually worsening performance. The implications of these findings are discussed, as are directions for future research.     

Investigating the Moderating Role of Cultural Practices on the Effect of Selection Fairness Perceptions

Utilizing a sample of applicants to positions in a global corporation, we examined whether cultural practices moderate the effect of selection fairness perceptions on organizational attractiveness and job choice. Positive relationships were anticipated between fairness perceptions and outcomes, and performance orientation and uncertainty avoidance cultural practices were hypothesized to moderate the effects of structural and information sharing perceptions, respectively. Structural fairness perceptions were positively associated with both outcomes, but information‐sharing perceptions were significantly related only to organizational attractiveness. National variability in the effect of selection fairness perceptions was observed only for the effect of structural perceptions on organizational attractiveness. Performance orientation moderated this effect such that the strongest relationship was seen among applicants from more performance‐oriented countries.     

Holland's personality constructs as predictors of stability of choice

It was the purpose of this study to test Holland's assertion that stability of vocational choice can be predicted from: (a) congruence of personality with chosen career, (b) differentiation of personality, and (c) internal consistency of personality characteristics. The relationship of each of the three constructs to stability of choice of college major was studied among 167 university students. It was hypothesized that prediction could be improved by combining congruence, differentiation, and consistency in a multiple relationship. The relative importance of the three constructs was examined. Findings supported Holland's contention that congruence and consistency are positively related to stability. No significant relationship was found between differentiation and stability. When combined, all three constructs predict stability, but the efficiency of prediction is not improved by adding differentiation and/or consistency to congruence. As hypothesized, congruence was found to be the most important predictor, followed in importance by differentiation and consistency, respectively.     

An examination of the effect of computerized performance monitoring feedback on monitoring fairness, performance, and satisfaction

Research has examined how the design and implementation of computerized performance monitoring (CPM) systems affects individuals’ performance and attitudes. In this study, we examine how the attributes of the feedback received in a CPM context affects individuals’ reactions to monitoring. One hundred and sixty-five individuals participated in an experiment that examined the effect of three feedback attributes (feedback control, feedback constructiveness, and feedback medium) on monitoring fairness judgments, performance, and satisfaction. Results demonstrate feedback constructiveness significantly predicted monitoring fairness. Additionally, supervisor-mediated feedback was associated with higher levels of monitoring fairness than was computer-mediated feedback. Moreover, monitoring fairness mediated the relationship between these feedback attributes and performance and satisfaction. However, contrary to expectations, feedback control did not affect perceptions of monitoring fairness. Implications for future research on the design of CPM systems are discussed.     

Both Sides Now: Supervisor and Subordinate Perspectives on Relationship Quality

Traditional leader–member exchange (LMX) research typically measures quality of exchange from the subordinate's or member's perspective—LMX(m). In this research, we propose a new construct, LMX(l), which reflects a supervisor's or leader's perception of the value delivered by his or her subordinate in the exchange relationship. Together, LMX(m) and LMX(l) are expected to provide a more complete picture of dyadic exchange quality. Our results indicate relatively modest convergence between the 2 perspectives on LMX. Both LMX(m) and LMX(l) were found to relate to specific currencies of exchange provided by each dyad partner, and agreement between the 2 was negatively associated with the frequency of supervisor–employee conflict. Implications for LMX theory and future research are discussed.     

The association between ethnic congruence in the supervisor‐subordinate dyad and subordinate organizational position and salary

We used a large field sample (N=32,854) to test popular press claims and propositions from relational demography theory that the ethnic congruence of the supervisor‐subordinate dyad is associated with positive employee outcomes. Results indicate that ethnic congruence was positively associated with subordinates' level in the organization and salary. These relationships were moderated by type of compensation system, such that the effects were stronger in merit‐based than in tenure‐based systems. In addition, the extent of the relationship between supervisor‐subordinate congruence differed by ethnic group, supporting previous research that suggests examining unique outcomes by ethnicity. However, although statistically significant, effect sizes were generally smaller than anticipated and implied in the popular press. Practical implications of these findings are discussed.     

WORK VALUE CONGRUENCE AND INTRINSIC CAREER SUCCESS: THE COMPENSATORY ROLES OF LEADER-MEMBER EXCHANGE AND PERCEIVED ORGANIZATIONAL SUPPORT

We hypothesized that leader-member exchange (LMX) and perceived organizational support (POS) would each interact with work value congruence in relation to intrinsic career success. In a sample of 520 teachers from 30 high schools in Turkey, we found that work value congruence was positively related to job and career satisfaction when POS was low but not related to job and career satisfaction when POS was high. Similarly, work value congruence was positively related to career satisfaction when LMX was low but not related when LMX was high. The results contribute to the POS, LMX, and person-organization fit literatures by demonstrating the compensatory nature of LMX and POS for low value congruence in its relation to job and career satisfaction.     

Impact of value congruence on work-family conflicts: the mediating role of work-related support

Based on past research regarding the relationship between person-environment fit and work-family conflict (WFC), we examined the mediating effects of perceived organization/supervisor support on the relationship between person-organization/supervisor value congruence and WFC. A structural equation model was used to test three hypotheses using data collected from 637 workers in Taiwan. Person-organization value congruence regarding role boundaries was found to be positively correlated with employee perception of organizational support, resulting in reduced WFC. Person-supervisor value congruence regarding role boundaries also increased employee perception of organizational support, mediated by perceived supervisor support. Research and managerial implications are discussed.     

Job characteristics and college performance and attitudes: a model of work-school conflict and facilitation

The processes linking job characteristics to school performance and satisfaction in a sample of 253 full-time college students were examined from 2 role theory perspectives, 1 of which emphasized resource scarcity and the other resource expansion. Model tests using structural equation modeling showed that 2 resource-enriching job characteristics, job-school congruence and job control, were positively related to work-school facilitation (WSF). Two resource-depleting job characteristics, job demands and work hours, were positively related to work-school conflict (WSC), and job control was negatively related to WSC. In turn, WSF was positively related to school performance and satisfaction, and WSC was negatively related to school performance. Both WSF and WSC mediated the relationship between the job characteristics and school outcomes. There was no evidence of interactive effects between enriching and depleting job characteristics on interrole processes.