Differential Superior-Subordinate Relations,Perceptions of Fairness,and Coworker Communication

This study examines the complex relationships between differential superior-subordinate relations, fairness perceptions, and coworker communication. Data gathered from employees in a variety of organizations indicate that differential treatment from a supervisor to his or her subordinates influences coworker communication by (a) leading coworkers to talk about the differential treatment itself, and (b) influencing the nature of the communication relationships among the coworkers. Data also provide insight into issues of perceived organizational fairness, indicating that fairness perceptions are often socially constructed by work group members through discourse.     

Customer service providers' attitudes relating to customer service and customer satisfaction in the customer-server exchange

The authors proposed and tested a model describing the relationship between customer service providers' perceptions and attitudes toward their service-related duties and their customers' perceptions of satisfaction with their service experiences. Results indicated that the perception of having standards for service delivery in an organization is strongly related to line-level employees' perceptions of support from coworkers and supervisors. Perceived support from coworkers was significantly related to service providers' customer orientation, whereas perceived support from supervisors showed a weaker relationship to a customer orientation. Ultimately, service providers' customer orientation was strongly related to customers' satisfaction with service. Finally, a set of post hoc analyses indicated that coworker and supervisory support explained a greater proportion of incremental variance in the model than did perceived organizational support alone.     

心理契约破坏对组织公民行为的影响：同事支持感的调节作用

采用问卷调查法,研究了同事支持感（perceived coworker support）在心理契约破坏和组织公民关系间的调节作用。研究结果表明：同事支持感会削弱心理契约破坏和组织公民行为的关系的强度,即当个体感知到较高程度的同事支持,虽然个体感受到心理契约被破坏,也会维持较高程度的组织公民行为。     

Helping Coworkers and Helping the Organization: The Role of Support Perceptions,Exchange Ideology,and Conscientiousness1

This study examined 2 types of organizational citizenship behaviors: those that benefit the organization, and those that benefit one's coworkers. Parallel hypotheses were developed that predicted that support perceptions (both organizational and individual) would predict their respective type of citizenship behavior, and that exchange ideology (also both organizational and individual) would moderate this relation. The contributions of conscientiousness and empathy were also explored for their potential incremental value. Existing measures of perceived organizational support and exchange ideology were used to develop two new measures to assess perceived coworker support and individual exchange ideology. Results from a diverse sample support the importance of support perceptions as well as the moderating role of organizational exchange ideology. With respect to the 2 personality variables, conscientiousness played a significant role, but empathy did not. Implications for citizenship research and practice are discussed.     

Sticking Out Like a Sore Thumb: Employee Dissimilarity and Deviance at Work*

This study examined demographic‐ and personality‐based employee dissimilarities in relation to organizational and interpersonal deviant behaviors. Perceived organizational support (POS), organizational commitment, perceived coworker support, and coworker satisfaction were proposed as mediators. The results revealed that dissimilarities in ethnicity, Agreeableness, and Openness to Experience were significantly related to organizational deviance; dissimilarities in gender, Conscientiousness, and Extraversion were significantly related to interpersonal deviance. In addition, ethnic dissimilarity negatively predicted POS and organizational commitment, age dissimilarity positively predicted perceived coworker support, Extraversion dissimilarity positively predicted coworker satisfaction, Agreeableness dissimilarity negatively predicted POS, and Openness to Experience dissimilarity negatively predicted POS, organizational commitment, perceived coworker support, and coworker satisfaction. Finally, POS partially mediated the relationship between Agreeableness dissimilarity and organizational deviance. Interpretations of results, implications for management, and future research are discussed.     

Work Stressors,Social Support,and Burnout in Junior Doctors: Exploring Direct and Indirect Pathways

The study tested a pathway model linking different occupational stressors, different sources of social support, and burnout. A sample of 184 junior medical doctors was used. Pathway analysis suggested that doctors who experienced increased time demands, organizational constraints, and a lack of personal confidence perceived their consultants as less supportive, whereas those who experienced greater clinical responsibility perceived their supervisors as more supportive. A lack of support from coworkers was linked with a lack of support from consultants, top management, and family. The perception of consultant support was linked with lower burnout, whereas the perception of coworker support was linked with higher burnout. The present findings may inform interventions aimed to support junior doctors experiencing burnout.     

The role of the coworker in reducing work–family conflict: A review and directions for future research

Work–family conflict can have a dramatic negative effect on organizational productivity. Accordingly, organizations are adopting initiatives aimed at assisting employees in achieving a balance between work and family (e.g., family-friendly work culture, supportive supervisors, work-family programs and policies, etc.). Research regarding the effectiveness of these approaches has largely ignored the role of peers/coworkers in the work–family interface. Coworkers have a unique opportunity to provide family-facilitative support as they have a clearer understanding of the nature of stressors faced by their fellow employees. Further, with the increasing prevalence of team-based organizational structures, coworkers are better prepared to offer instrumental and emotional assistance to a coworker struggling to balance conflicting work and family demands. We review the literature relevant to the role of coworker support in mitigating work–family conflict, and propose a number of potential moderators of the coworker support – work–family conflict relationship. Finally, we explore factors which may increase the likelihood that coworkers will offer vital emotional and instrumental family-facilitative support.     

“近朱者赤”：同事主动行为如何激发员工动机和绩效

以往有关主动性的研究通常聚焦员工本身, 忽略了团队或组织中同事会对员工行为产生影响这一重要管理实践和理论视角。为此, 本研究以社会学习理论为基础, 探讨了同事主动行为对员工自主动机和工作绩效的影响, 以及员工主动性人格的调节作用。通过多时点、上下级匹配问卷(研究1)及情景实验(研究2)两项研究, 本文发现, 同事主动行为可以激发员工的自主动机, 进而提升工作绩效; 并且, 员工主动性人格强化了同事主动行为对员工自主动机的正向作用。本研究不仅从理论上将现有关于主动行为的研究视角迁移到同事, 也为如何更好地激励员工提供了实践指导。     

Gender differs: Modelling knowledge sharing from a perspective of social network ties

The present paper proposes a model of knowledge sharing, in which coworker congruence, outcome interdependence, perceived organizational support, and procedural justice influence knowledge sharing indirectly through the mediation of instrumental ties and expressive ties, and examined gender differences in causal connections within the model. In a sample of employees in Taiwan, it was shown that the influence of instrumental ties on knowledge sharing is stronger for females than for males; the influence of expressive ties on knowledge sharing is stronger for males than for females; the influence of coworker congruence on expressive ties is stronger for females than for males; the influence of outcome interdependence on instrumental ties is stronger for females than for males; and the influence of perceived organizational support on instrumental ties is stronger for males than for females.     

The Dark Side of Helping: Does Returning the Favor from Coworkers Hurt Employee Work Engagement?

This study investigated the potential "dark side" of helping behavior at work -- operationalized as provision of social support to coworkers. Drawing from the emotional contagion literature and Conservation of Resources (COR) theory, we proposed and tested a moderated mediational model to examine the mechanisms by which social support received from one's coworkers contribute to the support recipient's work engagement. Employing data from a 12-week-long weekly diary among 142 acute care nurses, we did not find support for the proposed negative relationship between providing social support to coworkers and support providers' work engagement, nor for the overall mediational effect of the relationship between received coworker support and work engagement through support provision. However, we found that some work contextual factors (i.e., stable social support climates from coworkers and supervisors) moderated the weekly processes through which nurses' repaying social support received from coworkers predicts their subsequent work engagement. Specifically, providing support to coworkers had stronger beneficial effects on providers' engagement when coworker/supervisor support climates were relatively low; support received from coworkers had stronger indirect beneficial effects on nurses' engagement when coworker/supervisor support climates were relatively low. Our study findings highlight the complexity of the relationship between social support dynamics and work engagement, and that emotional contagion and COR theory may be insufficient, on their own, to explain social support dynamics between coworkers. We also discuss implications of the findings for managerial practices related to support dynamics at work.     

Every cloud has a silver lining: positive effects of deviant coworkers

Drawing on the labeling perspective of deviance, we investigate employee reactions to coworkers perceived as deviants. We look at two positive effects for employees in the presence of a deviant coworker. First, in comparison to a deviant individual, other employees can draw more positive conclusions about themselves; and second, a deviant can be informative about organizational norms, thereby improving employee role clarity. We also examine individual and situational moderators. For the purpose of the study, we developed a measure of the presence of a deviant. The hypothesized relationships were tested in two large samples using multiple regression analyses. The results revealed that in the presence of a deviant coworker, employees reported enhanced self-evaluation. The presence of a deviant coworker was associated with better role clarity only for employees with more interdependent jobs. We also discuss practical implications of the findings and future research directions.     

Engaging the aging workforce: the relationship between perceived age similarity, satisfaction with coworkers, and employee engagement

Business publications and the popular press have stressed the importance of creating conditions for meaningful employee expression in work roles, also known as engagement. Few empirical studies, however, have examined how individual or situational factors relate to engagement. Consequently, this study examines the interplay between employee age, perceived coworker age composition, and satisfaction with older (older than 55) and younger (younger than 40) coworkers on engagement using a sample of 901 individuals employed in the United Kingdom. Results indicated that satisfaction with one's coworkers related significantly to engagement. Moreover, perceived age similarity was associated with higher levels of engagement among older workers when they were highly satisfied with their coworkers over 55 and lower levels of engagement when they were not.     

A Social Learning Perspective on Sales Technology Usage: Preliminary Evidence from an Emerging Economy

Drawing on social learning theory, we examine how the perceived technological savvy of a salesperson’s manager, coworkers, and competitors affects sales technology usage behavior. Data were drawn from a major retail bank in Nigeria, Africa. Analyses of data from relationship managers confirm predictions that while perceived coworker savvy directly influences technology usage, the influence of managers’ and competitors’ perceived savvy is mediated. Perceived manager savvy influences usage by increasing feelings of monitoring and the level of perceived coworker savvy. Similarly, perceived competitor savvy influences usage by increasing perceived manager and coworker savvy. We also confirm that usage of sales technology has a positive influence on salesperson performance.     

Antecedents of coworker trust: leaders' blessings

Although employee trust in leaders has garnered substantial empirical research, trust between coworkers has been virtually ignored. Extending the work of D. L. Ferrin, K. T. Dirks, and P. P. Shah (2006), the authors examined the role of group leaders, an influential third party in the workplace, on coworker trust formation. The correlates of the extent to which coworkers trust one another were examined in an investigation of 146 members of 32 work groups representing 4 diverse organizations. In this study, which utilized full network data, coworker trust was operationalized as in-degree centrality in the trust network. Controlling for relational demography and coworker helping behaviors, the authors found, as hypothesized, that coworkers tended to place more trust in fellow coworkers who were also trusted by the teams' formal leaders than in coworkers who were less trusted by leaders. In addition, consistent with the social information processing theory, support was found for the hypothesis that the relationship between leaders' trust and coworker trust is stronger when group performance is poor.     

A moderated mediation model of the relationship between organizational citizenship behaviors and job performance

Addressing numerous calls for future research on understanding the theoretical mechanisms that explain the relationship between organizational citizenship behaviors (OCBs) and job performance, this study focused on how an employee's relationships with coworkers mediate the relationship between his or her OCBs and his or her job performance. It also looked at how task autonomy might moderate this mediated relationship. The results of an empirical study involving 364 jewelry designers, 310 coworkers, and 284 supervisors indicated that coworker relations mediated the relationship between OCBs and job performance. In addition, task autonomy positively moderated both paths of this mediated relationship. Finally, these results hold for OCBs that are targeted at individuals but not for OCBs that are targeted toward organizations.     

Who abuses their coworkers? An examination of personality and situational variables

This study examines predictors of abusive employee behavior toward coworkers. We examined two personality variables, negative affectivity and political skill, and two situational relationship variables-team member exchange and coworker relationship conflict. We tested our hypotheses with data obtained from a sample of 232 working employees. We found that political skill and team member exchange were negatively related to coworker abuse, whereas negative affectivity and relationship conflict were positively related. Additionally, we found statistical support for the negative affectivity-relationship conflict, political skill-team member exchange, and political skill-relationship conflict interactions. Practical implications and directions for future research are provided.     

员工真诚对同事关系的双刃剑效应：共事时间的调节作用

目前普遍认为员工在职场中的真诚有助于该员工与同事建立良好的关系。本研究提出员工真诚对同事关系的影响很可能积极和消极并存, 其作用效果取决于员工与同事之间的共事时间。基于社会渗透理论并整合归因的文献, 本研究认为同事怀疑和同事信任是员工真诚影响同事关系的关键中介机制。为检验本研究理论模型假设, 采用轮询问卷法(round-robin survey)和实验法分别开展两个独立调研。结果发现：在共事时间较短的情况下, 员工真诚会引发同事怀疑降低同事信任, 减少人际帮助并增加人际排斥。在共事时间较长的情况下, 员工真诚则有助于打消同事怀疑增加同事信任, 增多人际帮助并减少人际排斥。通过引入共事时间作为调节变量, 本研究发现员工真诚对同事关系的影响由消极转化为积极需要经过足够长时间的共事才能实现。     

Coworker exchange: relationships between coworkers,leader-member exchange,and work attitudes

The study of leadership exchanges is extended by studying both leader-member exchanges (LMXs) and coworker exchanges (CWXs). Data from 110 coworker dyads were used to examine relationships between LMXs and CWXs and between exchange relationships and work attitudes. As predicted, the interaction between 2 coworkers' LMX scores predicted CWX quality for the coworker dyad. Also, after controlling for LMX, greater diversity in a worker's CWX relationships was negatively related to his or her organizational commitment but not job satisfaction. The quality of a worker's CWX relationships, however, did not moderate the relationship between CWX diversity and work attitudes.     

Social influence and perceived organizational support: A social networks analysis

We suggest that employees’ perceptions of organizational support (POS) are not solely a product of independent evaluations of treatment offered by the organization, but are also shaped by the social context. We argue that coworkers will directly (through inquiry via cohesive friendship and advice ties) and indirectly (through monitoring of employees structurally equivalent in advice and friendship networks) affect employees’ perceived organizational support. Network studies in the admissions department of a large public university and a private company specializing in food and animal safety products indicate that employees’ POS are similar to those of coworkers with whom they maintain advice relationships as well as to those who hold structurally equivalent positions in organizational friendship and advice networks. Our work contributes to organizational support theory by developing and testing a theoretical explanation for the relationship between the social context and perceptions of support among employees. Implications for research and practice are offered.     

Who Abuses Their Coworkers? An Examination of Personality and Situational Variables

ABSTRACT

This study examines predictors of abusive employee behavior toward coworkers. We examined two personality variables, negative affectivity and political skill, and two situational relationship variables—team member exchange and coworker relationship conflict. We tested our hypotheses with data obtained from a sample of 232 working employees. We found that political skill and team member exchange were negatively related to coworker abuse, whereas negative affectivity and relationship conflict were positively related. Additionally, we found statistical support for the negative affectivity-relationship conflict, political skill-team member exchange, and political skill-relationship conflict interactions. Practical implications and directions for future research are provided.