The Separate, relative, and joint effects of employee job performance domains on supervisors’ willingness to mentor

The purpose of our study was to further elucidate how employees should behave at work to increase their chances of being mentored by their immediate supervisor. To that end, we experimentally tested how three domains of employee performance [task performance (TP), organizational citizenship behavior (OCB) targeting the supervisor, and counterproductive work behavior (CWB) targeting coworkers] affect supervisors’ willingness to mentor. Each performance domain affected willingness to mentor. OCB had the weakest of the three main effects. Finally, the positive effect of TP was stronger when employees displayed less CWB.     

Conscientiousness as a Predictor of Productive and Counterproductive Behaviors

This article extends the integrity testing literature by examining relationships between conscientiousness subscales and productive and counterproductive workplace behaviors. Correlational analyses (n = 359 employees) indicated conscientiousness predicted overall performance, supervisors' willingness to rehire and employee attendance, but not integrity/safety ratings. Conscientiousness subscales differentially predicted criteria and were more parsimonious.     

Counterproductive behaviors: Relations across life domains,etiology, and implications for applied practice

Previous research on counterproductive work behavior (CWB) has shown that workplace deviance can be predicted from individual differences and environmental variables, but relatively little is known about CWBs’ relations with counterproductive behaviors in other domains of an individual's life. Data from 500 male twins were used to examine relations among counterproductive behaviors from several life domains, including school, non‐work, substance use, and work. The results supported the hypotheses that counterproductivity in work and a variety of personal life domains, previous and contemporaneous, are strongly and positively related. A general counterproductivity factor, giving rise to rule‐ and norm‐breaking behavioral repertoire of individuals, accounted for approximately half the variance across measures of counterproductivity in specific life domains. To inform theory and research, the etiology of inter‐individual differences in counterproductivity was examined. Biometric analyses revealed that most of the variance in the counterproductivity domains examined, including CWB, is attributable to genetic and unique (nonshared) environmental factors. The general counterproductivity factor spanning different counterproductivity domains was most influenced by genetic factors (75.4%), but was also influenced by unique environmental factors (24.6%). Biometric analyses indicated that 27% of the variance in CWB is attributable to genetic influences arising from the general factor of counterproductivity and 20% from genetic factors specific to CWB. Unique environmental influences associated with the work domain explained 12% of the variance in CWB. For the CWB criterion, regression analyses explored the usefulness of information from other counterproductivity domains for prediction and employee selection. Counterproductivity from academic and non‐work domains are potent predictors of counterproductivity at work (multiple Rs ranging between .50 and .54).     

Test publishers' perspective on "an updated meta-analysis": comment on Van Iddekinge, Roth, Raymark, and Odle-Dusseau (2012)

Van Iddekinge, Roth, Raymark, and Odle-Dusseau's (2012) meta-analysis of pre-employment integrity test results confirmed that such tests are meaningfully related to counterproductive work behavior. The article also offered some cautionary conclusions, which appear to stem from the limited scope of the authors' focus and the specific research procedures used. Issues discussed in this commentary include the following: (a) test publishers' provision of studies for meta-analytic consideration; (b) errors and questions in the coding of statistics from past studies; (c) debatable corrections for unreliable criterion measures; (d) exclusion of laboratory, contrasted-groups, unit-level, and time-series studies of counterproductive behavior; (e) under-emphasis on the prediction of counterproductive workplace behaviors compared with job performance, training outcomes, and turnover; (f) overlooking the industry practice of deploying integrity scales with other valid predictors of employee outcomes; (g) implication that integrity test publishers produce biased research results; (h) incomplete presentation of integrity tests' resistance to faking; and (i) omission of data indicating applicants' favorable response to integrity tests, the tests' lack of adverse impact, and the positive business impact of integrity testing. This commentary, therefore, offers an alternate perspective, addresses omissions and apparent inaccuracies, and urges a return to the use of diverse methodologies to evaluate the validity of integrity tests and other psychometric instruments.     

Predicting counterproductivity among drug store applicants

The ability of a preemployment integrity test to predict future admissions of counterproductive behavior by employees was investigated. Job applicants completed the London House Personnel Selection Inventory (PSI) as part of an overall selection process. Approximately one year later, a survey was sent to applicants at their home addresses. The survey asked for the frequency with which these applicants engaged in a variety of counterproductive behaviors at work. The PSI accurately predicted admissions of cash and merchandise theft, theft of time, behaviors associated with poor job performance, and the frequency with which the theft of other employees was observed.     

The prediction of employee counterproductivity through attitude assessment

Two studies were conducted to identify psychological predictors of employee counterproductivity. Results of the first study showed that tolerant attitudes toward violence and dissatisfaction with co-workers significantly predicted on-the-job damage by employees. In addition, condoning attitudes toward violence and dishonesty, dissatisfaction with co-workers and lie scale scores reliably predicted on-the-job waste by employees. The second study found that condoning attitudes toward dishonesty, dissatisfaction with work, sex of employee, and two measures of overall job dissatisfaction significantly predicted counterproductive behavior on the job, using a cross-validation strategy. These variables explained over a quarter of the variance in the criterion. Attitudes toward dishonesty were found to be the best single predictor of counterproductivity. Implications for industry are discussed.     

An Empirical Examination of Overt and Covert Integrity Tests

This study investigated the relationship between overt and covert integrity tests. Undergraduate college students completed both an overt and covert integrity test, a personality test, a survey about counter-productive behavior, and a survey about attitudes toward tests. Both the overt and covert integrity tests were predictive of self reports of theft admissions and counterproductive behaviors. While different personality constructs were related to each integrity test, hierarchical regression indicated the personality subtests predicted additional variance for both the overt and covert integrity tests. Differential effects for integrity test type on test-taking attitudes were also found.     

RELATIONSHIP OF PERSONALITY TRAITS AND COUNTERPRODUCTIVE WORK BEHAVIORS: THE MEDIATING EFFECTS OF JOB SATISFACTION

This study used path analysis to test a model that posits that relevant personality traits will have both direct relationships with counterproductive work behaviors (CPBs) and indirect relationships to CPBs through the mediating effects of job satisfaction. Based on a sample ( n = 141) of customer service employees, results generally supported the hypothesized model for both boss- and self-rated CPBs. Agreeableness had a direct relationship with interpersonal counterproductive work behaviors (CPB-I); Conscientiousness had a direct relationship with organizational counterproductive work behaviors (CPB-O); and, job satisfaction had a direct relationship to both CPB-I and CPB-O. In addition, job satisfaction partially mediated the relationship between Agreeableness and both CPB-O and CPB-I. Overall, results show that personality traits differentially predict CPBs and that employees' attitudes about their jobs explain, in part, these personality–behavior associations.     

The severity and prevalence of deviant employee activity within supermarkets

Expert ratings were used in this study to derive severity indices for a variety of types of counterproductive employee behavior. Deviant behaviors rated as most severe included taking cash, merchandise or equipment from the employer without permission and engaging in drug use on the job. Coming to work hungover from alcohol was rated as the least severe behavior. The prevalence of severe theft and counterproductivity was then explored using the admissions of a supermarket employee sample. A variety of admissions of severe counterproductive behavior were obtained, which were grouped under the five general categories of theft, theft support, time theft, counterproductivity, and other types of deviance. Major findings revealed that 35% of supermarket employees admitted to engaging in severe theft of company cash or property within the previous six months.     

How negative affectivity moderates the relationship between shocks,embeddedness and worker behaviors

We integrated the unfolding model of turnover, job embeddedness theory and affective events theory to build and test a model specifying the relationship between negative shocks, on-the-job embeddedness and important employee behaviors. The results showed that embeddedness mediates the relationship between negative shocks and job search behaviors as well as counterproductive work behaviors. The study further examines the role of dispositional influences on reactions to negative workplace shocks and how these reactions affect organizational citizenship behavior, counterproductive work behavior and job search behavior. Results indicated a moderated-mediation effect of negative affectivity on each of these outcomes.     

Perceived fairness of employee drug testing as a predictor of employee attitudes and job performance

Although management of drug testing programs is becoming a critical organizational issue, no systematic conceptual framework has been applied to the study of employee reactions to drug testing. In this study an organizational justice framework was used to explain and predict the relationships among two types of justice (procedural justice and outcome fairness) employee attitudes (job satisfaction, commitment, and management trust), and behavior (turnover intentions and performance). Survey data from 195 employees in a pathology laboratory indicated that justice predicts employee attitudes and performance. Specifically, procedural justice, but not outcome fairness, predicted all 5 criterion variables. These results demonstrate the importance of procedural justice perceptions for predicting employee reactions to drug testing programs.     

The criterion-related validity of integrity tests: an updated meta-analysis

Integrity tests have become a prominent predictor within the selection literature over the past few decades. However, some researchers have expressed concerns about the criterion-related validity evidence for such tests because of a perceived lack of methodological rigor within this literature, as well as a heavy reliance on unpublished data from test publishers. In response to these concerns, we meta-analyzed 104 studies (representing 134 independent samples), which were authored by a similar proportion of test publishers and non-publishers, whose conduct was consistent with professional standards for test validation, and whose results were relevant to the validity of integrity-specific scales for predicting individual work behavior. Overall mean observed validity estimates and validity estimates corrected for unreliability in the criterion (respectively) were .12 and .15 for job performance, .13 and .16 for training performance, .26 and .32 for counterproductive work behavior, and .07 and .09 for turnover. Although data on restriction of range were sparse, illustrative corrections for indirect range restriction did increase validities slightly (e.g., from .15 to .18 for job performance). Several variables appeared to moderate relations between integrity tests and the criteria. For example, corrected validities for job performance criteria were larger when based on studies authored by integrity test publishers (.27) than when based on studies from non-publishers (.12). In addition, corrected validities for counterproductive work behavior criteria were larger when based on self-reports (.42) than when based on other-reports (.11) or employee records (.15).     

Predictors of Employee Deviance: The Relationship Between Bad Attitudes and Bad Behavior

Employee deviance is a serious problem for business owners. To reduce this problem, researchers have attempted to predict which employees are more likely to exhibit deviant behavior based on their attitudes. Although many researchers have successfully predicted various types of employee deviance from attitudes, very little information is available detailing which attitudes are more useful in predicting each type of deviant employee behavior. In the present study, four attitude variables (theft approval, company contempt, intent to quit, and dissatisfaction) were used to predict four types of deviant employee behavior (absenteeism, substance abuse, privilege abuse, and theft). Results show that each attitude has a specific and stable pattern of relationships with the four types of deviance.     

Linking Availability Expectations,Bidirectional Boundary Management Behavior and Preferences,and Employee Well-Being: an Integrative Study Approach

Information and communication technologies enable employees to be available anywhere and anytime, raising availability expectations of work and nonwork contacts. Building on the theory of planned behavior and the person-environment fit theory, the present study examines how others’ availability expectations predict employees’ management of work and nonwork boundaries, and how these bidirectional boundary management behaviors relate to well-being. Results of structural equation modeling with data from 401 employees collected in two waves show that availability expectations of both coworkers and nonwork contacts predict how employees manage the boundaries of work and nonwork domains. Thereby, availability expectations are negatively related to segmentation of the two domains and coworkers' expectations show an indirect effect on employee well-being. Further, our study shows that work-nonwork and nonwork-work segmentation behavior have divergent effects on employee well-being, indicating that asymmetric boundary management behavior with high work-nonwork segmentation and low nonwork-work segmentation may be beneficial. Besides, moderation analyses underline the importance of enabling individuals to align their boundary management preferences with their actual behavior, especially when individuals have high work-nonwork segmentation preferences. By integrating and unveiling distinct antecedents of work-nonwork and nonwork-work segmentation behavior and their divergent effects on well-being, the present study contributes to a comprehensive framework for investigating and understanding bidirectional boundary management in the face of technology-enabled availability.

     

EMPLOYEES THAT THINK AND ACT LIKE OWNERS: EFFECTS OF OWNERSHIP BELIEFS AND BEHAVIORS ON ORGANIZATIONAL EFFECTIVENESS

A model of the psychological experience of employee ownership in work groups was developed to investigate antecedents (participation in a 401 (k) program and a climate of self-determination) and consequences (employee attitudes and financial performance) of psychological ownership. Based on data from a large retail organization, results showed that working in a climate supporting self-determination and 401(k) participation were positively related to the level of ownership beliefs in the 204 work groups studied. Ownership beliefs were positively related to ownership behaviors and employees' attitudes toward the organization, whereas ownership behaviors were positively related to financial performance. Implications of psychological ownership for organizational behavior and performance are discussed.     

根植于航空安全文化的内隐安全态度的预测效应

采用飞行管理态度问卷FMAQ 2.0作为航空安全文化背景下外显安全态度的评价工具, 并设计了两个安全态度的内隐联想测试(IAT)对134名飞行员进行了调查, 同时运用专家评定法对其飞行绩效进行了评价, 结果发现：(1) 航空安全态度的IAT效应值较强, 飞行安全更多与积极评价和积极情感联系在一起, 对飞行风险与冒险是消极评价与回避。(2) 外显和内隐安全态度既相关又分离：评价性内隐安全态度和外显态度的驾驶舱工作态度、情感性内隐安全态度和驾驶舱工作态度与自动化驾驶态度显著正相关, 且总外显态度与内隐态度正相关显著, 同时模型数据显示二者是分离性结构。(3) 外显和内隐安全态度均能预测安全绩效, 其中外显态度对飞行作风、飞行技能和机组管理的预测率较高, 内隐态度在安全规章上预测率较高, 其共同预测模型拟合良好。结论：外显与内隐安全态度、安全绩效及其相互关系共同构成特定航空安全文化的完整模型。     

The influence of fatalistic beliefs and risk perceptions on road safety attitudes in Latin America; A two-country study

Road safety is a major challenge in the Latin American region; however, there is a significant lack of research undertaken there. To contribute to addressing this gap, this paper reports on an exploration of the antecedents of traffic safety attitudes in two Latin American contexts: Brazil and Ecuador. Building on related work undertaken in other countries, the research explored the relationships between fatalistic beliefs, traffic risk perceptions, and road safety attitudes, while accounting for age, gender, and exposure to the road environment. Data from 2432 individuals, analysed using Structural Equation Modelling, revealed differences in the extent to which different fatalistic belief constructs (including divine control, luck, helplessness, internality, and general fatalism) were related to road safety attitudes. Moreover, fatalistic beliefs were found to influence road safety attitudes both directly and indirectly through their influence on risk perceptions. Those that reported more fatalistic beliefs also reported more dangerous attitudes to road safety and a lower perception of on-road risk. Mirroring findings from work undertaken in other countries, we found males compared to females and younger compared to older respondents to report more dangerous attitudes to road safety, with inconclusive results for risk perceptions. We also found very similar patterns of results in the data from the two countries included in the research. Results are discussed with regards to informing the design of road safety interventions aimed at influencing individual road user attitudes and, ultimately, human behaviour and system performance.     

The relative importance of task,citizenship and counterproductive performance to job performance ratings: Do rater source and team‐based culture matter?

This study contributes to our understanding of which factors predict raters' policies for combining performance components into an overall job performance rating. We used a work‐roles framework to examine the effects of rater source and team‐based culture. The sample consisted of 612 individuals in three job categories (317 nurses, 168 personnel recruiters and 127 sales representatives). Respondents rated employee performance profiles that were described on task, citizenship and counterproductive performance. Raters' weights differed by (a) organizational culture (low‐ vs. high‐team‐based); (b) rating source (supervisor vs. peer) and (c) job. In a team‐based culture, more weight was given to citizenship performance and less to task performance. Peers attached more importance to citizenship performance and less to task performance. Implications of these findings for performance management are discussed.     

Temporary Employees as Good Citizens: Factors Influencing Their OCB Performance

Companies utilizing contingent workers face a dilemma between the need to employ a flexible (i.e., low fixed-cost) work force and the need to employ a work force providing performance above and beyond the call of duty. One potential solution to this dilemma is to determine ways to promote the commitment and high performance of temporary employees. To that end, we conducted a study examining factors influencing organizational citizenship behavior (OCB) performance in temporary employees. Our results support or partially support hypotheses proposing that 1) job attitudes held by the temporary employee about the client organization were related to OCB performance in the client organization, 2) job attitudes held by the temporary employee about the staffing agency were related to OCB performance in the client organization, and 3) the employee's motivation for taking an assignment is related to OCB performance. Implications for enhancing OCB performance in temporary employees are discussed.     

Supervisory interpretation of safety climate versus employee safety climate perception: Association with safety behavior and outcomes for lone workers

Research has shown that safety climate predicts safety behavior and safety outcomes in a variety of settings. Prior studies have focused on traditional work environments in which employees and supervisors work in the same location and the mechanisms through which safety climate affects behavior are largely understood. However, the nascent research examining safety climate among lone workers suggests that safety climate may have some uniqueness in this context. Based on leadership theories and utilizing an exploratory approach, this study increases our understanding of the lone worker context by examining employee perception of safety climate and supervisory interpretation of safety climate; how similar or different they are, and how they are related to important safety outcomes. Surveys were administered to a matched sample of 1831 truck drivers and their 219 supervisors at four different trucking companies. Objective data on employee injuries were collected six months after survey administration. The results provided support for the measurement equivalence of the Trucking Safety Climate Scale at the organization level for both employee and supervisor respondents. For both organization- and group-level safety climate, employee perceptions of safety climate and supervisory interpretation of safety climate were significantly different, such that supervisors provided higher ratings for both safety climate sub-scales. Further, only employee safety climate perceptions significantly predicted self-reported safety behavior (directly) and objective injury outcomes (indirectly). This suggests that when trying to gauge and improve upon a trucking company’s safety climate, we should rely on employee perspectives, rather than supervisory interpretation, of safety climate.