Defining the term new in new employee research

Researchers and managers use the term ‘new’ to describe organizational members who have recently joined an organization, but how long are arriving recruits considered ‘new employees’, and what factors drive this new‐to‐old transition? In this paper I hypothesize that co‐worker perceptions of an individual's ‘newness’ in the organization are a function of (1) the individual's relative position in the firm's tenure distribution and (2) the frequency of interaction between the rater and the individual. To evaluate these hypotheses I conducted a sociometric survey among four entrepreneurial organizations (N = 200), asking respondents to evaluate the newness of their co‐workers. The results support both hypotheses, but suggest that relative tenure (defined as a member's percentile rank in the firm's tenure distribution) is the strongest predictor of organizational newness perceptions. More specifically, ‘new employees’ are the 30% of the organization with the lowest tenure. This means that organizational growth and turnover have a major effect on how long arriving recruits are considered new employees, which in turn has implications for new employee research in areas like socialization, mentoring, training and career development.     

Experiencing Incivility in Organizations: The Buffering Effects of Emotional and Organizational Support1

Research shows that being a target of organizational incivility is associated with negative outcomes, including declines in job satisfaction, physical health, and psychological well‐being. Two studies (90 property management company employees; 210 undergraduate students) were conducted to examine whether 2 types of social support—emotional and organizational—act as buffers of the relationship between incivility and outcomes in workplace and academic contexts. Two types of incivility were also examined: general workplace incivility and gendered incivility. Consistent with the hypotheses, the results of both studies indicated that employees and students who experienced higher levels of incivility reported better outcomes when they felt organizationally and emotionally supported. Implications for organizations are discussed.     

Creative at Each Age: Age‐Related Differences in Drivers of Workplace Creativity from an Experience Sampling Study

Creativity and innovation are essential agents for change processes and accelerating technical development. Having to face challenges, such as demographic change, organizations require individuals who are creative and innovative at each age. Previous research identified affect as a crucial determinant of creativity, even though empirical findings showed inconsistencies. Drawing on literature on age‐related changes in affective experiences, we investigated the moderating effect of employees’ age on the association between daily positive and negative affect and creativity using a daily diary study. A total of 116 employees responded to daily questionnaires twice a day over five consecutive working days. As expected, hierarchical linear modeling analyses revealed differential effects regarding the affect‐creativity association, dependent on employees’ age. Although older employees were most creative on days when they experienced a high level of positive affect (compared to their mean level of positive affect), younger employees were particularly creative when experiencing negative affect (compared to their mean level of negative affect). We discuss practical implications on how organizations could provide creativity‐enhancing work environments for employees at each age.     

Applicant–Employee Fit in Personality: Testing predictions from similarity‐attraction theory and trait activation theory

We extend prior research by examining whether, and how, applicant–employee fit in the personality traits of conscientiousness, agreeableness, and extraversion affect organizational attractiveness. We test hypotheses based on similarity‐attraction theory and trait activation theory. Results from two studies indicate that applicants high in valued traits are more attracted to organizations when employees are more similar to them in those personality traits, whereas employees’ trait levels do not affect attraction for applicants low in valued traits. The effects of objective applicant–employee fit in personality on attractiveness were mediated by perceived applicant–employee fit. The pattern of the observed applicant–employee fit interactions was best predicted by trait activation theory and, thus, provide an important extension to similarity‐attraction theory.     

Down but not out: Newcomers can compensate for low vertical access with strong horizontal ties and favorable core self‐evaluations

We draw upon and extend socialization resources theory to explain how organizational newcomers leverage their social capital resources (i.e., vertical access and horizontal tie strength within their communication networks) and personal resources (i.e., core self‐evaluations) to learn about and assimilate into their work and organizations. The findings of a multiwave study of organizational entrants in China reveal the synergistic effects of relational and personal resources for newcomer adjustment. Newcomers learn and assimilate effectively not only when they have vertical connections to high‐status organization members but also when they can compensate for their lack of high‐status connections by leveraging their strong horizontal ties with peers and favorable core self‐evaluations. These findings provide a practical perspective on how to tailor newcomer onboarding practices to facilitate effective newcomer adjustment.     

An investigation of the unique,synergistic and balanced relationships between basic psychological needs and intrinsic motivation

The purpose of this study was to empirically investigate the relationship between psychological need satisfaction and intrinsic motivation as proposed by self‐determination theory. Three competing hypotheses regarding the relations between need satisfaction and intrinsic motivation were tested: additive, synergistic, and balance. Two cross‐sectional studies involving 1,254 employees from a broad range of Norwegian service organizations partly supported the first two hypotheses. Although the relationship between satisfaction of the needs for autonomy and relatedness with intrinsic motivation were significant, the one with satisfaction of the need for competence was not. Instead, competence was only related to intrinsic motivation when autonomy was high. Implications for practice and future research are discussed.     

Who benefits from independent careers? Employees,organizations, or both?

The traditional organizational career has been depicted as the classic example of how employers and employees can develop a mutually beneficial relationship; but changes in the competitive landscape and in individual work values have challenged its viability. Commentators have argued that a ‘new career’ deal, encapsulated by the notions of the protean and the boundaryless career, has emerged suggesting a shift in control of careers from organizations to individuals. Research has explored the implications for individuals' careers while largely neglecting consequences for organizations. Our paper seeks to remedy this by exploring both the individual and the organizational outcomes of independent career orientations and the extent to which organizations can manage these through high commitment human resource management (HRM) practices. Our study, conducted with 655 employee–supervisor dyads, indicates that a protean career orientation results in gains for both employees and organizations, whereas a boundaryless career orientation is associated with mutual losses. In addition, our findings suggest that high commitment HR practices play an important role in managing the outcomes of employees seeking traditional careers but have only a limited impact on those with a boundaryless career orientation.     

The role of diversity practices and inclusion in promoting trust and employee engagement

This paper investigates the association of diversity practices with an important aspect of workplace well‐being, engagement. It was hypothesized that this association would be mediated by trust climate, and that this mediation relationship would be stronger when employees experienced feelings of inclusion in the workplace. Using a sample of 4,597 health sector employees, results indicated that diversity practices are associated with a trusting climate that, in turn, is positively related to employee engagement. Furthermore, the relationship between diversity practices and trust climate was moderated by inclusion. Theoretical and practical implications of the study are discussed along with recommendations for future research.     

Does serving the community also serve the company? Using organizational identification and social exchange theories to understand employee responses to a volunteerism programme

Little is known about how employees might respond to their company's socially responsible business practices. Hypotheses derived from organizational identification and social exchange theories were tested to explain why employees (N=162) may respond positively to their company's volunteerism programme, a programme through which employees could spend time volunteering during their paid work hours. Support was found for mediated effects suggesting that employees' attitude towards the volunteerism programme ultimately predicted outcomes (e.g., intentions to stay) through its effect on organizational identification. Results also showed that exchange ideology moderated the effects of volunteer‐programme attitudes on supervisor‐reported organizational citizenship behaviour measured 6 months later, suggesting that some employees reciprocate the benefits they receive from a volunteerism programme. The implications of these findings are discussed for theory and research, and for leveraging volunteerism programmes and other socially responsible business practices to benefit companies and their employees.     

Bridging the Gap: How Supervisors’ Perceptions of Guanxi HRM Practices Influence Subordinates’ Work Engagement

This study aims to provide new insights into the relationship between supervisors' perceptions of guanxi human resource management (HRM) practices and their subordinates' work engagement. We used a three time‐lagged sample from 45 work groups and 205 employees in a state‐owned organisation (Study 1) and cross‐sectional data from 101 work groups and 413 employees in 101 different organisations (Study 2) to test our hypotheses. The results revealed that supervisors' perceptions of guanxi HRM practices were positively related to subordinates' perceptions of guanxi HRM practices, which, in turn, negatively affected subordinates' work engagement. This indirect effect was stronger when group power distance was low or when individual power distance orientation was low.     

心理资本与变革支持行为的关系—变革开放性和工作自主性作用研究

本研究在整合心理资本理论与相关理论的基础上,通过对302位华南地区企业员工两阶段的问卷调查,考察了变革开放性在心理资本与变革支持行为关系的中介作用以及工作自主性对该关系的调节作用。数据分析结果表明：（1）员工心理资本显著正向影响变革开放性和变革支持行为;（2）变革开放性在心理资本和变革支持行为的关系中起到部分中介作用;（3）工作自主性在变革开放性与变革支持行为的关系中起着正向调节作用。     

The Relationship Between Financial History and Counterproductive Work Behavior

To reduce employee counterproductive work behaviors (CWBs), organizations may choose to utilize a financial history (FH) instrument during the selection process. To date, no published empirical research has attempted to determine the validity of such a practice. Consequently, the purpose of this study was to determine if employees with FH concerns, which were identified during the selection process and their 5‐year subsequent reinvestigation, were more likely to engage in CWBs, which were objectively measured through an examination of misconduct cases. Results from a random sample of 2519 employees indicated that those with FH concerns were significantly more likely to engage in CWBs than those without FH concerns. Implications to research and practice are discussed.     

THE ROLE OF JOB EMBEDDEDNESS ON EMPLOYEE PERFORMANCE: THE INTERACTIVE EFFECTS WITH LEADER–MEMBER EXCHANGE AND ORGANIZATION‐BASED SELF‐ESTEEM

Although job embeddedness was originally conceptualized to explain job stability or “why people stay” in their organizations, this investigation examines the role of job embeddedness as a hypothesized moderator of relationships among leader–member exchange (LMX), organization‐based self‐esteem (OBSE), organizational citizenship behaviors (OCBs), and task performance. Findings from 2 studies involving 367 employees and 41 supervisors, 1 in a telecommunications company and another in a manufacturing setting, support hypotheses concerning job embeddedness as a moderator of the relationship between (a) LMX and task performance within a telecommunication sample and LMX and OCBs in a sample of manufacturing employees, and (b) OBSE and OCBs in a manufacturing sample. Further, a hypothesized 3‐way interaction involving job embeddedness, LMX, and OBSE on task performance was found in a sample of manufacturing employees. The implications of these findings for studying and managing job embeddedness in relation to employee performance are discussed.     

Does Pay‐for‐Performance Strain the Employment Relationship? The Effect of Manager Bonus Eligibility on Nonmanagement Employee Turnover

We tested the organization‐level effects of manager pay‐for‐performance practices on nonmanagement employee turnover within the context of agency theory and equity theory—two frameworks commonly applied to understand compensation policy and practice. We also propose an alternative theoretical perspective that predicts that managerial pay‐for‐performance policies may strain the employment relationship and increase nonmanagement employee turnover, unless there are HR practices that train and incentivize managers to treat employees well. We compare these alternative models to establish how well each framework explains the observed effects. Agency theory and equity theory receive limited empirical support in our lagged panel data set of organizations, whereas broader empirical support is established for the strain effect of manager pay‐for‐performance on the employment relationship. We discuss the implications of our findings for compensation theory, research, and practice.     

Multiplex Conflict: Examining the Effects of Overlapping Task and Relationship Conflict on Advice Seeking in Organizations

This study examines the extent to which multiplex conflict relationships, or those infused with both relationship and task conflict, are related to employee decisions regarding from whom to seek advice at work. Data were gathered from 75 employees in a medium-sized life sciences firm in the US Midwest and analyzed using social network analysis. Findings demonstrate that although employees were less likely to seek advice from someone with whom they experienced relationship conflict, employees were more likely to seek advice from those with whom they experienced task conflict. Moreover, advice was still sought from those with whom both forms of conflict were present simultaneously. The current study demonstrates that employees are willing to seek advice from those with whom there is task conflict despite the simultaneous presence of relationship conflict. Compared to relationships free of relationship conflict (e.g., friendships), those characterized by multiplex conflicts provide greater access to others with divergent perspectives while also reducing the need for advice seekers to invest resources towards the protection and maintenance of the positive affective portion of the relationship. Although much of the focus of conflict research has been directed towards intragroup task and relationship conflict, our multiplex social network approach provides a unique opportunity to explore the effects on advice seeking stemming from the co-occurrence of these distinct types of conflict within the same employee dyad. In doing so, we contribute to the continuing debate regarding the primacy of affective or cognitive concerns in judgment and behavior.     

Capturing a More Complete View of Employees’ Lives Outside of Work: The Introduction and Development of New Interrole Conflict Constructs

This research introduces 4 new constructs that reflect interrole conflict (i.e., work‐to‐personal, personal‐to‐work, family‐to‐personal, and personal‐to‐family conflict) and provide a more complete view of the roles and responsibilities employees experience outside of work. An integration of interrole conflict literature and research on work and nonwork roles or domains highlights the importance of considering an individual's personal domain, which includes activities one pursues because of his or her own interests (e.g., friends, hobbies, community). Unfortunately, without conflict measures pertaining to this new role, researchers cannot clearly understand how roles other than family interfere with individuals’ work role including how interrole conflict impacts employees who do not have significant responsibilities in the family domain. Five phases of research across 4 separate samples were conducted in order to develop measures for the 4 new conflict constructs and to examine relationships with important work, family, life, and health outcomes. Findings from multisource data, including self‐rated, coworker‐rated, as well as single and nonsingle participants, show that the 4 new forms of interrole conflict have significant implications for employees and organizations.     

Overt and covert aggression in work settings in relation to the subjective well‐being of employees

Aggressive behavior was studied in workplaces having (1) predominantly male, (2) predominantly female, or (3) both male and female employees in equal or near equal frequencies. In addition to examining the occurrence of different types of aggression in these workplaces, the question of whether being a target of aggression is related to employees’ subjective well‐being was addressed. One hundred sixty‐nine participants (mainly 30–50 years of age) employed in a wide range of organizations in the public sector completed a questionnaire measuring four types of observed and experienced aggression: direct overt, indirect manipulative, covert insinuative, and rational‐appearing aggression. Indirect manipulative and rational‐appearing aggression were perceived to be the most widely used aggression styles in the work context. In the predominantly male workplaces, the men were perceived to use more of all types of aggression than in the predominantly female workplaces. The women’s aggression was not related to the relative number of females and males with whom they worked. Participants were divided into two groups on the basis of the extent to which they estimated themselves to be targets of workplace aggression. Those who considered themselves to be victims of workplace aggression suffered significantly more from psychosocial problems and physical symptoms than those who had been victimized to a lesser extent or not at all. The victimized group also considered the aggression they had suffered to be the reason for their psychosocial and health problems. Aggr. Behav. 27:360–371, 2001. © 2001 Wiley‐Liss, Inc.     

Gone Today but here Tomorrow: Extending the Unfolding Model of Turnover to Consider Boomerang Employees

Turnover research typically views voluntary turnover as an end state that severs the employment relationship permanently. However, this perspective overlooks the possibility that an employee who quits may return in the future. Anecdotal and empirical evidence suggest that these “Boomerangs” can be a valuable staffing resource for their organizations. Yet, research regarding this type of employee is largely absent. Thus, we know little about whether the experiences of these temporary leavers differ from those who leave an organization permanently. In this paper, we examined differences between Boomerangs (employees who quit but are later rehired) and “Alumni” (employees who quit but will not return) using both qualitative and quantitative data. In a large sample of professional service employees, we found that Boomerangs and Alumni reported different reasons for having quit, which meant they were more likely to be classified on different paths in the unfolding model of turnover. In addition, survival analyses on the time to turnover suggest that Boomerangs quit earlier than Alumni in their original tenure, paradoxically suggesting that employees who quit earlier may be the very employees who will return in the future. Together, our findings suggest an extension to the unfolding model that considers how the timing of and reasons for turnover impact post‐turnover (return) decisions.     

Embedding Employees Early On: The Importance of Workplace Respect

This study examines workplace respect as an important condition that promotes increases in perceived organizational embeddedness (POE). I especially focus on young, educated employees’ perceptions of organizational embeddedness, as these employees strongly desire being respected and valued. Guided by social exchange theory, I propose that increases in perceived respect promote increases in gratitude toward the organization, which in turn promote increases in POE over time. Increases in POE are in turn related to lower turnover. Data collected from a young, college‐graduate sample (average age = 25) at five points over an 18‐month period demonstrated that (a) within‐person increases in perceived respect were associated with within‐person increases in gratitude over 12 months, (b) within‐person increases in gratitude were associated with within‐person increases in POE over 12 months, and (c) employees who reported greater increases in POE over 12 months were less likely to leave their organizations 6 months afterward. In summary, this study illustrates that even workers in the early stages of their careers can feel increasingly embedded in their organizations when they feel increasingly respected by their colleagues.     

Testing a Moderated Mediational Model of Workgroup Incivility: The Roles of Organizational Trust and Group Regard

The purpose of this study was to examine organizational trust as a mediator of the relationship between workgroup incivility and work outcomes, and whether workgroup regard moderates this mediation. Participants included 90 (61% female, 79% White) employees of a property‐management company who completed measures of workgroup incivility, group regard, organizational trust, job satisfaction, turnover intention, and job burnout. The results showed that trust mediated the relationship between incivility and all 3 work outcomes, and that regard for the workgroup moderated this process. Employees with lower group regard reported less organizational trust when they experienced incivility within their workgroup; lower trust, in turn, related to lower job satisfaction, especially for those with low group regard. Implications for organizations are discussed.