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1.
Cheng-Chen Lin Yueh-Tzu Kao Yuan-Ling Chen Szu-Chi Lu 《Journal of business and psychology》2016,31(3):399-414
Purpose
The purpose of this study was to develop and test a broaden-and-build model relating LMX to employees’ change-oriented behaviors (creative performance and taking charge) through the mediators of positive affect and psychological capital.Design/Methodology/Approach
Time-lagged, two-source data were collected from 248 participants and 40 direct leaders, which composed a heterogeneous sample of professional jobs from a three-wave data collection strategy. Mplus was employed to test the proposed hypotheses.Findings
We found that LMX predicts employees’ change-oriented behaviors through two sequential paths: (a) the positive affect mediates the relationship between LMX and employee psychological capital, and (b) psychological capital mediates the relationship between positive affect and employees’ creative performance and taking charge. Our results provide a logical explanation of the ‘broadening’ and ‘building’ mechanisms through which LMX enhances employees’ change-oriented behaviors.Implications
This study specifically suggests affective and psychological mechanisms by promoting the broadening and building phases that facilitate the transformation of individual perceptions of LMX, positive affect, and psychological capital in explaining employees’ creative performance and taking charge.Originality/Value
This study develops a broaden-and-build model of change-oriented behaviors and contributes to research on proactive behaviors in the context of leader-member relationships.2.
Purpose
Organizational change can be a major stress factor for employees. We investigate if stress responses can be explained by the extent to which there is a match between employee self-construal (in personal or collective terms) and change consequences (i.e., does the change particularly have consequences for the individual or for the group). We further investigate if the interactive effect of self-construal and change consequences on stress will be mediated by feelings of uncertainty.Design/Methodology/Approach
Data were obtained in three studies. Study 1, a laboratory study, focused on physiological stress. Study 2, a business scenario, focused on anticipated stress. Study 3, a cross-sectional survey, focused on perceived stress. Studies 2 and 3 also included measures of uncertainty in order to test its mediating qualities.Findings
Change is more likely to lead to stress when the change has consequences for matters that are central to employees’ sense of self, and particularly so when the personal self is salient. This effect is mediated by feelings of uncertainty.Implications
Understanding why some people experience stress during change, while others do so to a lesser extent, may be essential for improving change management practices. It may help to prevent change processes being unnecessarily stressful for employees.Originality/Value
This is one of the first studies to show that different kinds of change may be leading to uncertainty or stress, depending on employees’ level of self-construal. The multi-method approach boosts the confidence in our findings.3.
Purpose
Researchers have paid little attention to the relationship between employees’ objective internal and external pay standing and their job performance. Moreover, few studies have considered that employees’ objective pay standing is dynamic; that is, it changes over time. In this study, we analyze the relationship between changes in employees’ objective internal and external pay standing and their job performance.Design/Methodology/Approach
We test the hypotheses using data for players in the National Basketball Association over a period of 12 seasons (n = 4830).Findings
Decreases in employees’ objective internal and external pay standing are negatively related to their task performance. Furthermore, decreases in employees’ objective internal pay standing, but not in their external pay standing, are negatively related to their contextual performance.Implications
Analyzing the relationship between changes in employees’ objective internal and external pay standing and their job performance adds to our understanding of the individual-level consequences of pay dispersion.Originality/Value
This is one of the first studies to analyze the relationship between employees’ objective internal and external pay standing and their job performance. Moreover, this is one of the first studies that considers that employees’ objective internal and external pay standing changes, for example, because the external and internal labor markets change. The study contributes to research on employee compensation and salary, and to research on pay disparities.4.
Purpose
We examine the bi-directional nature of role segmentation preferences—preferences to protect the home domain from work intrusions, and to protect the work domain from home intrusions—and hypothesize that the dimensions independently prompt individuals to manage their boundaries in ways that complement their preferences.Design and Methodological Approach
In a series of three studies, we investigate whether segmentation preferences vary on two dimensions, how they reflect enactive and proactive boundary management, and their association with domain-specific satisfaction and performance.Findings
In Study 1 (field design, n = 314), we confirmed that segmentation preferences comprise two distinct dimensions, and individuals experience fewer intrusions into the domain they desired to protect. In Study 2 (experimental design, n = 1253), we found that participants who prefer to protect their home domain are less inclined to accept jobs in scenarios where their significant other is employed in the same organization, and participants who prefer to protect their work domain are less inclined to initiate a romantic relationship in scenarios that involve a coworker. In Study 3 (field design, n = 65), we found that individuals who prefer to protect their work or home domain report greater satisfaction with the preferred domain, and whereas the preference to protect the work domain is not associated with higher supervisor ratings of job performance, preference to protect the home domain is associated with higher significant-other ratings of non-work performance.Implications
Understanding employees’ proclivities to blur boundaries can inform recruitment and selection of employees to anticipate organizational fit, diagnose sources of misfit, structure individualized policies to ameliorate employee strain, and decrease turnover costs.Originality/Value
This synthesis provides a unique investigation of segmentation preference dimensions’ differential functioning and reinforces the validity of the role segmentation preferences concept.5.
Purpose
Belief in conspiracy theories about societal events is widespread among citizens. The extent to which conspiracy beliefs about managers and supervisors matter in the micro-level setting of organizations has not yet been examined, however. We investigated if leadership styles predict conspiracy beliefs among employees in the context of organizations. Furthermore, we examined if such organizational conspiracy beliefs have implications for organizational commitment and turnover intentions.Design/Methodology/Approach
We conducted a survey among a random sample of the US working population (N = 193).Findings
Despotic, laissez-faire, and participative leadership styles predicted organizational conspiracy beliefs, and the relations of despotic and laissez-faire leadership with conspiracy beliefs were mediated by feelings of job insecurity. Furthermore, organizational conspiracy beliefs predicted, via decreased organizational commitment, increased turnover intentions.Implications
Organizational conspiracy beliefs matter for how employees perceive their leaders, how they feel about their organization, and whether or not they plan to quit their jobs. A practical implication, therefore, is that it would be a mistake for managers to dismiss organizational conspiracy beliefs as innocent rumors that are harmless to the organization.Originality/Value
Three novel conclusions emerge from this study. First, organizational conspiracy beliefs occur frequently among employees. Second, participative leadership predicts decreased organizational conspiracy beliefs; despotic and laissez-faire leadership predict increased organizational conspiracy beliefs due to the contribution of these destructive leadership styles to an insecure work environment. Third, organizational conspiracy beliefs harm organizations by influencing employee commitment and, indirectly, turnover intentions.6.
Purpose
The purpose of this study was to investigate the role of adult attachment on perceptions of trustworthiness and trust in one’s supervisor. Specifically, we cast trustworthiness perceptions as the cognitive mechanisms by which attachment influences trust, which then influenced work outcomes.Design/methodology/approach
Data on attachment, trustworthiness, and trust were obtained from employees, and performance ratings were provided by the employees’ direct supervisor (n = 353, 157 supervisors).Findings
Secure and counterdependent attachment had a significant impact on trustworthiness perceptions, and secure attachment was also significantly related to trust, even in the presence of trustworthiness perceptions. Overdependent attachment had no significant influence on trustworthiness or trust perceptions.Implications
Adult attachment influences one’s regulatory processes in interpersonal relationships and will certainly influence trust in one’s supervisor. Understanding the process by which attachment influences trust in one’s supervisor via trustworthiness perceptions provides a more comprehensive picture of how trust develops. This study provides evidence that adult attachment influences trustworthiness and trust simultaneously, which may be helpful in the selection process but also in managing the interpersonal aspect of the employee–supervisor relationship.Originality/value
Though trust has been linked to attachment in the literature, no research has examined adult attachment and its influence on trustworthiness perceptions. Our paper provides an examination of attachment and its role in a comprehensive model of interpersonal trust. In addition, we examine attachments influence on trustworthiness and trust beyond the influence of propensity to trust, a commonly studied dispositional variable in the trust literature.7.
Michel Tremblay 《Journal of business and psychology》2017,32(4):363-378
Purpose
This study examines the cross-level influence of positive and offensive leader humor climates on employee inclusion and citizenship behaviors, and the moderating effect of trust in such relationships.Design/Methodology/Approach
We collected data from a sample of 225 respondents nested within 23 teams from a Canadian financial organization. A multilevel confirmatory analysis was used to provide evidence that variables of this study are distinct and a HLM analysis to test the hypotheses.Findings
We find that employees’ perception of inclusion is influenced much more by an offensive humor climate than by a positive one. The results also suggest that the perception of inclusion plays a significant intermediary role in the influence of humor climates on citizenship behavior. Finally, trust in leaders acts as an important contingent condition in the effectiveness of a humor climate.Implications
Use of humor does not always pay. Offensive humor by supervisor is a risky strategy that may undermine the beneficial effects of positive humor climate, increase employee exclusion and weaker individual performance.Originality/Value
Our study shows the utility of using micro- and macro-approaches, and more specifically, the relevance of adopting an integrative multilevel view of the effect of a humor environment in predicting individual inclusion and citizenship behaviors.8.
Gaby Reijseger Maria C. W. Peeters Toon W. Taris Wilmar B. Schaufeli 《Journal of business and psychology》2017,32(2):117-130
Purpose
The purpose of this study was to investigate the relationship between work engagement and multiple dimensions of employee performance, as mediated by open-mindedness.Design/Methodology/Approach
Survey data were obtained from 186 employees of a food processing plant and the findings were cross-validated in an independent convenience sample (N = 308).Findings
SEM analyses revealed that the more engaged the employees were, the more they displayed extra-role and in-role performance. As expected, these associations were partially mediated by open-mindedness. Results were ambiguous for counterproductive performance showing a direct negative relation between engagement and counter productivity, and an indirect, positive relation through open-mindedness.Implications
With its systematic look at the relation between engagement and multiple indicators of performance, the current study shows why it is important for both employers and employees to invest in engaged employees: there is a relationship with better performance which can partly be explained by the fact that engagement is associated with open-mindedness. This may help to inform organizations under what circumstances engagement leads to positive or negative forms of performance. Vice versa, a decrease in the multiple indicators of performance may signal organizations to look after their employees' mental health, i.e., engagement.Originality/Value
This is one of the first studies to include multiple dimensions of employee performance in relation to work engagement. Moreover, it is one of the first studies that focus on the underlying psychological process that might explain for this relationship.9.
Purpose
This research examines reactions to relationship building statements (termed facework; e.g., I hope all is well) and message structure (placement of reasoning either before or after the request itself) in business emails presented to U.S. and Chinese employees.Design/methodology/approach
Two studies manipulated the use of facework and message structure in samples of Chinese and American employees and measured reactions to the email. Study 1 sampled Chinese (n = 57) and U.S. (n = 56) employees within the same multinational firm. Study 2 employed multi-industry samples of Chinese (n = 99) and U.S. (n = 105) employees. Both studies also examined within-culture differences in self-construal as predictors of reactions to the messages.Findings
Chinese employees reported greater desire to do business with the sender of an email that included facework and placed reasoning before the request, whereas U.S. employees were more irritated with this type of email (Study 1). However, when facework and message structure were manipulated independently (Study 2), Chinese employees preferred the messages with facework or reasoning before request only when the two strategies were not combined. Within-culture differences in independent and interdependent self-construal interacted with email condition in complex ways.Implications
Results have implications for employees who use email to communicate cross-culturally and also point to within-culture differences in email preferences.Originality/value
Despite the prevalent use of email for cross-cultural business communication, lack of understanding of cultural nuances may result in misunderstandings and breakdowns in communication. Results have implications for training employees who communicate cross-culturally.10.
Purpose
In line with findings that organizational citizenship behaviors (OCBs) may be driven by selfless and self-serving motives, we sought to determine supervisor effectiveness in distinguishing good soldiers from good actors.Design/Methodology/Approach
Employing a sample of 197 supervisor-subordinate dyads, we collected self- and supervisor-reports of employees’ citizenship motives. Dominance analysis was used to determine supervisory accuracy in identifying and distinguishing among subordinates’ motives.Findings
We found that the relationships between self- and supervisor-reports of corresponding motives were strongest, supporting our hypotheses that supervisors are able to accurately identify their subordinates’ OCB motives and that they are not fooled by good actors.Implications
Our results address concerns raised in previous research that inaccuracy in supervisor attributions of motives might lead to unfair reward or punishment of their subordinates. In demonstrating their accuracy in identifying their subordinates’ motives, an important implication of our work is that supervisors’ preferences for selfless motives may relate to actual differences in their employees’ contribution to the organization.Originality/Value
Our study contributes to existing research to more conclusively address the question of supervisors’ bias in their preference for selfless motives. Our results also underscore the importance of accounting for employee motives in research exploring the outcomes of OCBs.11.
Alexandre J. S. Morin Jean-Sébastien Boudrias Herbert W. Marsh Dennis M. McInerney Véronique Dagenais-Desmarais Isabelle Madore David Litalien 《Journal of business and psychology》2017,32(4):395-419
Purpose
This study illustrates complementary variable- and person-centered approaches allowing for a more complete investigation of the dimensionality of psychometric constructs. Psychometric measures often assess conceptually related facets of global overarching constructs based on the implicit or explicit assumption that these overarching constructs exist as global entities including conceptually related specificities mapped by the facets. Proper variable- and person-centered methodologies are required to adequately reflect the dimensionality of these constructs.Design/Methodology/Approach
We illustrate these approaches using employees’ (N = 1077) ratings of their psychological wellbeing at work.Findings
The results supported the added value of the variable-centered approach proposed here, showing that employees’ ratings of their own wellbeing simultaneously reflect a global overarching wellbeing construct, together with a variety of specific wellbeing dimensions. Similarly, the results show that anchoring person-centered analyses into these variable-centered results helps to achieve a more precise depiction of employees’ wellbeing profiles.Implications
The variable-centered bifactor exploratory structural equation modeling (ESEM) framework provides a way to fully explore these sources of psychometric multidimensionality. Similarly, whenever constructs are characterized by the co-existence of overarching constructs with specific dimensions, it becomes important to properly disaggregate these two components in person-centered analyses. In this context, person-centered analyses need to be clearly anchored in the results of preliminary variable-centered analyses.Originality/Value
Substantively, this study proposes an improved representation of employees’ wellbeing at work. Methodologically, this study aims to pedagogically illustrate the application of recent methodological innovations to organizational researchers.12.
Rebecca Garden Xiaoxiao Hu Yujie Zhan Xiang Yao 《Journal of business and psychology》2018,33(2):297-310
Purpose
This study examines agreeableness and work knowledge as predictors of employees’ popularity above and beyond core self-evaluation (CSE), and the moderating role of these constructs on the CSE–popularity relationship. We also investigate popularity’s effects on supervisor-rated task performance and promotion potential, and the conditional indirect effects of CSE on these outcomes via popularity.Design/Methodology/Approach
Multi-source data were collected from 213 employees, their coworkers, and direct supervisors in a Chinese mine trading company.Findings
Agreeableness predicted popularity above and beyond CSE and moderated the CSE–popularity relationship, although the direct and moderating effects of work knowledge were nonsignificant. Popularity positively influenced performance ratings but not promotion potential. Results also supported conditional indirect effects of CSE on performance ratings via popularity.Implications
The current findings underscore the importance of examining workplace popularity. Discovering agreeableness as an additional predictor of popularity and its moderation effects on the CSE–popularity link suggests that communal qualities are important for employees’ attainment of popularity. The discussion also focuses on expanding the scope of workplace popularity to include performance-related outcomes. Lastly, this study considers how employee characteristics connect to performance ratings through popularity.Originality/Value
Workplace popularity is relatively unexplored but has tremendous organizational implications. This research advances the understanding of how to attain workplace popularity and the boundary conditions for the relationship between CSE and popularity. It also extends consequences associated with workplace popularity beyond interpersonal outcomes and assesses the role of popularity, a construct rooted in collective perception, in explaining links between employee characteristics and performance-related outcomes.13.
Charn P. McAllister John N. Harris Wayne A. Hochwarter Pamela L. Perrewé Gerald R. Ferris 《Journal of business and psychology》2017,32(2):147-164
Purpose
The purpose of this study was to investigate the moderating effect of perceived resource availability on the relationship between work passion and employee well-being (i.e., job satisfaction and job tension) and performance (i.e., job performance and citizenship behaviors) using self-determination theory.Design/Methodology/Approach
Data were obtained through surveys distributed via an online platform (Sample 1) and to employees of three professional organizations: a municipal agency (Sample 2), an engineering firm (Sample 3), and an advertising organization (Sample 4).Findings
The interaction between employees’ work passion and their perceptions of available resources was associated with employees’ well-being and performance, such that greater work passion was associated with positive outcomes when resources were perceived as available. Conversely, heightened work passion was associated with job tension and fewer positive benefits when perceived available resources were low.Implications
Work passion is often touted by employers as a valuable characteristic for employees, but, as these findings suggest, there are conditions that must be met in order for employees to experience positive well-being and performance outcomes. This information will likely prove invaluable for those employers seeking to best support their passionate employees.Originality/Value
Research into the area of work passion is small but growing, and this study provides valuable insight into a key boundary condition for the effectiveness of passion: perceived resource availability. Additionally, this study identifies circumstances in which passionate employees actually experience a negative work outcome. Further, the multiple samples and constructive replication employed help provide confidence and a strong empirical foundation for the results.14.
Purpose
The purpose of this study was to test whether we could train the regulation of affective displays of leaders in terms of the emotion regulation strategy of deep acting (displaying feelings one also experiences) and display of positive affect. We also tested whether this resulted in improved leadership effectiveness (i.e., a mediation model in which the training results in greater leadership effectiveness through improved emotion regulation).Design/Methodology/Approach
Data were obtained from a field experiment. We randomly assigned N = 31 leaders (rated by N = 60 subordinates) to a control group without training or an experimental group with emotion regulation training. Before and 2 weeks after the intervention, deep acting (leader-rated) and positive affective displays and leadership effectiveness (subordinate-rated) were assessed.Findings
The training had positive effects on deep acting, positive affective displays, and leadership effectiveness. Deep acting and positive affect mediated the relationship between the intervention and leadership effectiveness.Implications
We discuss how this helps build the case both for an emotional labor approach to leadership and for the leadership development potential of such an emotional labor approach.Originality/Value
The findings of this study represent the first causal evidence that leader emotion regulation can be trained, improved emotion regulation results in greater leadership effectiveness and is one of the first empirical studies that integrates emotional labor theory to leadership effectiveness. It is therefore important from a theory development perspective.15.
Nanette L. Yragui Caitlin A. Demsky Leslie B. Hammer Sarah Van Dyck Moni B. Neradilek 《Journal of business and psychology》2017,32(2):179-196
Purpose
The present study examined the moderating effects of family-supportive supervisor behaviors (FSSB) on the relationship between two types of workplace aggression (i.e., patient-initiated physical aggression and coworker-initiated psychological aggression) and employee well-being and work outcomes.Methodology
Data were obtained from a field sample of 417 healthcare workers in two psychiatric hospitals. Hypotheses were tested using moderated multiple regression analyses.Findings
Psychiatric care providers’ perceptions of FSSB moderated the relationship between patient-initiated physical aggression and physical symptoms, exhaustion and cynicism. In addition, FSSB moderated the relationship between coworker-initiated psychological aggression and physical symptoms and turnover intentions.Implications
Based on our findings, family-supportive supervision is a plausible boundary condition for the relationship between workplace aggression and well-being and work outcomes. This study suggests that, in addition to directly addressing aggression prevention and reduction, family-supportive supervision is a trainable resource that healthcare organizations should facilitate to improve employee work and well-being in settings with high workplace aggression.Originality
This is the first study to examine the role of FSSB in influencing the relationship between two forms of workplace aggression: patient-initiated physical and coworker-initiated psychological aggression and employee outcomes.16.
Garett N. Howardson Michael N. Karim Ryan G. Horn 《Journal of business and psychology》2017,32(3):317-334
Purpose
This research advances understanding of empirical time modeling techniques in self-regulated learning research. We intuitively explain several such methods by situating their use in the extant literature. Further, we note key statistical and inferential assumptions of each method while making clear the inferential consequences of inattention to such assumptions.Design/Methodology/Approach
Using a population model derived from a recent large-scale review of the training and work learning literature, we employ a Monte Carlo simulation fitting six variations of linear mixed models, seven variations of latent common factor models, and a single latent change score model to 1500 simulated datasets.Findings
The latent change score model outperformed all six of the linear mixed models and all seven of the latent common factor models with respect to (1) estimation precision of the average learner improvement, (2) correctly rejecting a false null hypothesis about such average improvement, and (3) correctly failing to reject true null hypothesis about between-learner differences (i.e., random slopes) in average improvement.Implications
The latent change score model is a more flexible method of modeling time in self-regulated learning research, particularly for learner processes consistent with twenty-first-century workplaces. Consequently, defaulting to linear mixed or latent common factor modeling methods may have adverse inferential consequences for better understanding self-regulated learning in twenty-first-century work.Originality/Value
Ours is the first study to critically, rigorously, and empirically evaluate self-regulated learning modeling methods and to provide a more flexible alternative consistent with modern self-regulated learning knowledge.17.
Seth Kaplan Lia Engelsted Xue Lei Karla Lockwood 《Journal of business and psychology》2018,33(3):365-382
Purpose
We developed and tested an integrative model centering on the significance of trust as a basis for managers’ decisions about allowing versus prohibiting their employees to telework. We examined the importance of trust in relation to several other factors managers may consider in making telework decisions including coordination and communication, equity, and a desire to accommodate employees.Design/Methodology/Approach
Study 1 was a policy capturing investigation of 71 respondents intended to document the relative importance and interactions among trust and these other theoretically based factors. Study 2 was a test of the full theoretical model based on the responses of 85 managers who reported on these considerations for the 191 employees about whom they make telework decisions.Findings
Results from the two studies were largely consistent. Managers’ assessments of employees’ conscientiousness and trustworthiness were paramount in predicting telework allowance, with the other theoretically based considerations generally failing to attenuate the importance of those personal assessments.Implications
Organizations wishing to increase the use of telework (e.g., by implementing manager telework training) must directly address managers’ mistrust as a factor underlying this resistance. Job-related and technological changes may not dampen the effects of mistrust.Originality
To our knowledge, this is the most comprehensive and theoretically grounded assessment of the various considerations factoring into managers’ telework decisions.18.
Jocelyn J. Bélanger Antonio Pierro Romina Mauro Alessandra Falco Nicola De Carlo Arie W. Kruglanski 《Journal of business and psychology》2016,31(2):265-278
Introduction
Locomotion is defined as a self-regulatory orientation that involves committing personal resources to initiate and maintain goal-directed activities Kruglanski et al. (J Personal Social Psychol 79: 793, 2000). This article examines the relation between locomotion and withdrawal behaviors in organizational setting.Materials and Methods
In the first study, police officers’ (N = 203) locomotion was negatively related to self-report measures of absenteeism and lateness. In the second study, bank employees’ (N = 297) locomotion was negatively related to withdrawal behaviors as evinced by organizational records including hours of absenteeism, lateness, and early departures. In the third study, a two-wave research design replicated the results of Study 2 by demonstrating that telecommunication employees’ (N = 69) locomotion measured at Time 1 was negatively related to their respective withdrawal behaviors 3 months later at Time 2.Conclusion
Overall, these three studies support the notion that locomotion impacts a plurality of withdrawal behaviors in different organizational settings. Consequently, locomotion can be a pertinent and valuable psychometric tool for managers and human resources interested in improving organizational effectiveness.19.
Bryan L. Rogers James M. Vardaman David G. Allen Ivan S. Muslin Meagan Brock Baskin 《Journal of business and psychology》2017,32(5):547-560
Purpose
This study examined a “change of scenery” effect on performance in major league baseball (MLB). We also tested this effect for voluntary versus involuntary employee departures, as well as employees returning to a past employer.Design/Methodology/Approach
This study uses publicly available MLB performance data from 2004 to 2015. The data comprise 712 team changes for players following two consecutive years with the same organization. Data were analyzed using MANCOVA to assess the impact of changing teams on player performance.Findings
Results indicate players with declining performance benefited significantly from a change of scenery. Following a team change, these players experienced a significant increase in their performance that remained stable through a subsequent season. The effect was not different for players who changed teams via trade and free agency and was modest for those returning to a past organization. Analysis also showed that players leaving while their performance was improving suffered a subsequent performance drop-off in the new organization.Implications
As the war for talent escalates and employees change jobs more frequently, extending our understanding of how performance can be influenced by work context may provide new insight into organization staffing policies.Originality/Value
Results extend field theory by highlighting how past performance interacts with new work contexts to influence performance. This is one of the few studies evaluating the job change-performance relationship, and perhaps the first to account for the effects of performance trends prior to exit.20.
Clemens B. Fell Cornelius J. König Jana Kammerhoff 《Journal of business and psychology》2016,31(1):65-85