Symbolic Attributes and Organizational Attractiveness: The moderating effects of applicant personality

The present study examined the moderating influence of the Big Five personality factors in the relationship between five symbolic, trait‐based inferences about organizations (Sincerity, Excitement, Competence, Prestige, and Ruggedness) and organizational attractiveness. Drawing on the similarity‐attraction paradigm, six hypotheses were formulated, stating that the relationship between trait‐based inferences and organizational attractiveness would be stronger for persons who perceive the organization as similar to them. Results of moderated regression analyses on data from a sample of 245 prospective applicants for the Belgian military revealed two significant two‐way interactions, showing that Sincerity was positively related to organizational attractiveness only for individuals high on Conscientiousness, and that the relationship between Excitement and organizational attractiveness is more positive for individuals high on Openness to Experience. Practical implications, strengths and limitations, as well as directions for further research are presented.     

Examining the relationship between employer knowledge dimensions and organizational attractiveness: An application in a military context

This study uses Cable and Turban's (2001) employer knowledge framework as a conceptual model to formulate hypotheses about a broad range of possible factors affecting the attractiveness of an organization (i.e. armed forces) among potential applicants (576 high‐school seniors). Results show that gender, familiarity with military organizations, perceptions of job and organizational attributes (task diversity and social/team activities), and trait inferences (excitement, prestige, and cheerfulness) explained potential applicants' attraction to military organizations. Relative importance analyses showed that trait inferences contributed most to the variance, followed by job and organizational attributes, and employer familiarity. Finally, we found some evidence of interactions between the three dimensions. Specifically, trait inferences and job and organizational attributes had more pronounced effects when familiarity was high. From a theoretical perspective, these results generally support the framework of employer knowledge. At a practical level, implications for image audit and image management are discussed.     

Employee personality, justice perceptions, and the prediction of workplace deviance

We examined the relative and incremental prediction of workplace deviance (i.e., intentional acts that harm the organization or its employees) offered by personality and organizational justice perceptions in a sample of 464 employees working in a large retail organization. We found that personality - including a sixth factor called Honesty-Humility, and its facet of trait Fairness - accounted for incremental variance in deviance criteria beyond justice perceptions. We found little support for the reverse. From a practical standpoint, these findings suggest that organizations may benefit from personality-related interventions (e.g., screening job applicants for relevant traits) more so than from justice-related interventions (e.g., organizational changes involving policies and procedures) in order to reduce workplace deviance. From a research perspective, our findings highlight the advantages of considering traits beyond the Big Five (e.g., Honesty-Humility) for maximizing the prediction and understanding of deviant behaviors at work.     

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.     

The criterion‐related validity of a short commensurate measure of personality‐based person‐organization fit

Our goal was to develop a commensurate measure of personality‐based person‐organization fit and examine its criterion‐related validity for two retention‐related attitudes: job satisfaction and intention to stay. At T0, 637 employees completed our questionnaire. Two years later, at T1, 171 of the original respondents completed our questionnaire again. Results showed that the organizational personality perceptions are relatively stable. Polynomial regression analyses and surface plots revealed that job satisfaction and intention to stay are higher when there is perfect fit between the person and the organization compared to when the person and the organization differ in traits. However, in most cases, we found the work attitudes to be maximized when both the person and the organization score high on the personality traits.     

Perceptions of Systemic Justice: The Effects of Distributive, Procedural, and Interactional Justice

The literature on organizational justice has identified 3 key components of this process: distributive, procedural, and interactional justice. On the basis of fairness heuristic theory, we reasoned that employees may use perceptions of these 3 components as a basis for drawing inferences about the fairness of the organization as a whole (i.e., their perceptions of systemic justice). A field study was conducted on a sample of 232 employees working in various organizations. Results show that employees' perceptions of procedural justice and interactional justice in their organizations positively predicted perceptions of systemic justice (i.e., that the organization was fair overall). Perceptions of distributive justice, however, did not predict perceptions of systemic justice. Practical implications of these findings are discussed.     

管理者大五人格与心理契约违背对辱虐管理的影响:基于特质激发理论的实证分析

基于特质激发理论探讨管理者人格特质和心理契约违背对实施辱虐管理的影响,并进一步分析了管理者人格特质与心理契约违背之间的交互作用对辱虐管理的影响。以213份两轮时点的配对问卷为样本,通过多元线性回归方法进行实证检验,结果表明:(1)管理者的亲和力对辱虐管理有显著的负向作用,而神经质则对辱虐管理有显著的正向作用;(2)管理者心理契约违背对辱虐管理有显著的正向影响;(3)心理契约违背不但调节了管理者亲和力与辱虐管理之间的负向联系,还调节了神经质与辱虐管理之间的正向联系。     

Predicting counterproductive work behavior from the interaction of personality traits

Much attention has been given to enhancing the prediction of counterproductive work behavior (CWB), with a particular focus on the relationship between the five factor model of personality and CWB. Several scholars have advocated for a more complex view of this relationship, and rather than focusing simply on main effects, to examine the interaction of personality traits in predicting employee behavior. In consideration of the traits most strongly related to CWB, we examined the interaction between: (1) conscientiousness and emotional stability, (2) agreeableness and emotional stability, and (3) conscientiousness and agreeableness on CWB directed at individuals (CWB-I) and the organization (CWB-O). Results from a multi-national sample illustrate the interaction of traits increases the prediction of CWB over and above a single trait approach. The interactions suggest employees perform the least CWB when they are high on both traits (in the respective trait pairings), but low levels on either trait relate to increased CWB, and at levels comparable to individuals low on both traits. We conclude research on personality and CWB would benefit from an interactive approach as it allows for greater prediction of CWB-O and CWB-I, which is important in light of the organizational and interpersonal consequences of employee misbehavior.     

The Influence of Organizational Culture on Work‐Related Personality Requirement Ratings: A multilevel analysis

The effects of organizational culture on job incumbents' ratings of work‐related personality requirements were investigated. Data collected from 270 customer service representatives working within 37 mobile phone service companies in China demonstrated significant between‐organization differences and sufficient within‐organization agreement on two dimensions of work‐related personality requirements, achievement orientation and conscientiousness, to suggest that these work‐related personality requirements can be interpreted as organizational‐level constructs. Furthermore, incumbents' ratings of the two personality requirements were positively related to two corresponding dimensions of organizational culture, achievement‐oriented culture and integrity‐oriented culture, respectively, and as predicted, both were positively associated with team‐oriented culture. Further analyses revealed that team‐oriented culture appeared to play a particularly salient role in predicting incumbents' perceptions about the importance of the two dimensions of personality requirements.     

Unwrapping the organizational entry process: disentangling multiple antecedents and their pathways to adjustment

This 4-wave longitudinal study of newcomers in 7 organizations examined preentry knowledge, proactive personality, and socialization influences as antecedents of both proximal (task mastery, role clarity, work group integration, and political knowledge) and distal (organizational commitment, work withdrawal, and turnover) indicators of newcomer adjustment. Results suggest that preentry knowledge, proactive personality, and socialization influences from the organization, supervisors, and coworkers are independently related to proximal adjustment outcomes, consistent with a theoretical framework highlighting distinct dimensions of organizational and work task adjustment. The proximal adjustment outcomes partially mediated most of the relationships between the antecedents of adjustment and organizational commitment, work withdrawal, and turnover.     

Organization Personality Perceptions and Attraction: The role of social identity consciousness

The current study explores the theory of symbolic attraction. The theory suggests that social identity consciousness moderates the relationship between symbolic inferences between organizations and attraction to those organizations. The study explored the two dimensions of social identity consciousness (i.e., social adjustment concern and value expression concern) as moderators of the relationship between organization personality perceptions (i.e., boy scout, innovativeness, dominance, style, and thrift) and organization attraction. The results of the study suggest that value expression concern moderates the relationships between boy scout, innovativeness, style, and thrift perceptions and attraction such that the relationships between these variables are stronger among those high on value expression concern. There was no support for social adjustment concern as a moderator of these relationships.     

Assessing the impact of dispositional resistance to change on organizational attraction

In recent years there has been an increasing interest among researchers and practitioners to analyze what makes a firm attractive in the eyes of university students, and if individual differences such as personality traits have an impact on this general affect towards a particular organization. The main goal of the present research is to demonstrate that a recently conceptualized narrow trait of personality named dispositional resistance to change (RTC), that is, the inherent tendency of individuals to avoid and oppose changes (Oreg, 2003), can predict organizational attraction of university students to firms that are perceived as innovative or conservative. Three complementary studies were carried out using a total sample of 443 college students from Mexico. In addition to validating the hypotheses, our findings suggest that as the formation of the images of organizations in students' minds is done through social cognitions, simple stimuli such as physical artifacts, when used in an isolated manner, do not have a significant impact on organizational attraction.     

Initial Attraction to Organizations: The influence of trait inferences

Organization personality perceptions have been defined as the set of personality characteristics associated with organizations. Previous research supports five distinct factors of organization personality perceptions: Boy Scout, Innovativeness, Dominance, Thrift, and Style. The purpose of this research was to understand how individuals' initial attraction to firms is influenced by their perceptions of the degree to which firms display these traits. Results of the present investigation indicated that organization personality perceptions accounted for significant variance in initial organizational attraction, after controlling for perceptions of the degree to which the jobs at the organizations offer traditional attributes. In addition, several self‐rated Big Five personality characteristics interacted with dimensions of organization personality perceptions to influence attraction. Implications for the use of organization personality in future recruitment research are discussed.     

WORKPLACE SOCIAL SUPPORT AND WORK-FAMILY CONFLICT: A META-ANALYSIS CLARIFYING THE INFLUENCE OF GENERAL AND WORK-FAMILY-SPECIFIC SUPERVISOR AND ORGANIZATIONAL SUPPORT

This article uses meta-analysis to develop a model integrating research on relationships between employee perceptions of general and work-family-specific supervisor and organizational support and work-family conflict. Drawing on 115 samples from 85 studies comprising 72,507 employees, we compared the relative influence of 4 types of workplace social support to work-family conflict: perceived organizational support (POS); supervisor support; perceived organizational work-family support, also known as family-supportive organizational perceptions (FSOP); and supervisor work-family support. Results show work-family-specific constructs of supervisor support and organization support are more strongly related to work-family conflict than general supervisor support and organization support, respectively. We then test a mediation model assessing the effects of all measures at once and show positive perceptions of general and work-family-specific supervisor indirectly relate to work-family conflict via organizational work-family support. These results demonstrate that work-family-specific support plays a central role in individuals' work-family conflict experiences.     

组织创新文化、组织文化强度与员工创新行为：多层线性模型的分析

本研究通过对某大型电网公司156家供电局的10856名员工的问卷调查,检验了组织创新文化、组织文化强度（即员工价值观一致性）与员工创新行为的关系。多层线性分析（HLM）结果表明：（1）组织创新文化与员工创新行为有正向关联;（2）组织文化强度与员工创新行为有负向关联;但是（3）组织文化强度却可以增强创新文化与员工创新行为的正向关系。研究提出,引入组织文化的内容属性和强度属性的交互作用,可以更精确地理解组织文化与个体创新行为的关系。     

The Match Between Recruiters’ Perceptions of Organizational Climate and Personality of the Ideal Applicant for a Management Position

The relationship between recruiters’ perception of the ideal applicant for a managerial position and their perception of organizational climate was examined in real selection procedures. Recruiters (n = 124) from 83 organizations in three sectors of industry participated in this study. They assessed the ideal applicant for the vacant managerial position with personality attributes derived from the Abridged Big Five Circumplex (Hofstee et al. 1992). Furthermore, they described the existing organizational climate with 14 climate scales based on the Competing Values framework of Quinn (1988). Results indicate that recruiters’ perceptions of goal oriented climate dimensions are related to the sector of industry. These perceptions influence the way in which recruiters perceive the ideal manager regarding conscientiousness and compliance. Recruiters’ perceptions concerning other dimensions of organizational climate are not related to the sector of industry and the personality profile of the ideal manager. Homogeneity of personality in organizations will exist for only some personality attributes.     

Perceptions of Older Versus Younger Workers in Terms of Big Five Facets,Proactive Personality,Cognitive Ability,and Job Performance

We examined whether older and younger workers are perceived differently in terms of job‐related individual differences and dimensions of job performance. Findings across 2 experimental studies indicated that older workers were perceived more positively in terms of crystallized intelligence and facets of conscientiousness, while younger workers were perceived more positively in terms of fluid intelligence and proactive personality. With regard to work performance, older workers were perceived more positively in terms of organizational citizenship behavior directed toward the organization. Similar perceptions were held by older and younger respondents. Results illustrate that job performance dimensions and work‐related individual differences may provide useful frameworks for understanding stereotypes regarding older and younger workers.     

Leader–Follower Attachment: Implications for Personality Assessment in Organizational Contexts

As a life-span theory of personality that is supported by more than 40 years of empirical research, attachment theory and associated measures have contributed immensely to our understanding of emotion regulation, social dynamics, and behavior. Nevertheless, little attention has been given to how attachment dynamics influence relationships at work or the extent to which adult attachment patterns are mirrored in leaders' perceptions and behaviors toward their direct reports. Moreover, attachment measures that use romantic relationships as their referent might not be appropriate for use in organizational settings with executive clients. Thus, a measure that directly references direct reports and that could be put to use in organizational contexts is needed. The two studies reported here supported the two-factor orthogonal structure of such a measure and results from a sample of Fortune 500 executives reveal that leader attachment relates in theoretically consistent ways with general adult attachment, the Big Five, emotional intelligence, and critical thinking. Results are discussed in terms of integrating attachment measures into organizational personality assessment to inform work with organizational clients.     

All smiles perceived equally: Facial expressions trump target characteristics in impression formation

Race, gender, and emotionally expressive facial behavior have been associated with trait inferences in past research. However, it is unclear how interactions among these factors influence trait perceptions. In the current research, we test the roles of targets’ race, gender, and facial expression along with participants’ culture in predicting personality ratings. Caucasian and Asian-American participants rated the big-5 personality traits of either smiling or inexpressive photographs of Caucasian and Asian male and female faces. Ratings of extraversion, agreeableness, and conscientiousness differed significantly across inexpressive targets as a function of race and gender categorization and individual characteristics. Smiling was associated with reduced variation in perceptions of targets’ extraversion and agreeableness relative to ratings made of inexpressive targets. In addition, participant culture generally did not significantly impact trait ratings. Results suggest that emotionally expressive facial behavior reduces the use of information based on race or gender in forming impressions of interpersonally relevant traits.     

Perceived procedural justice and employee responses to an organizational merger

This study investigated the effects of procedural justice perceptions on employee responses to an organizational merger. On the basis of research on organizational justice and the social psychological theory of intergroup relations, our main hypothesis was that perceived justice of the merger implementation is positively related to post-merger organizational identification and perceptions of common ingroup identity. post-merger identification and common ingroup identity, in turn, were hypothesized to be related to positive attitudes towards the employees of the merger partner and to extra-role behaviour. Results based on a sample of 189 employees from a merged organization indicated partial support for our hypotheses. Implications for further research and merger management are discussed.