领导者对员工主动行为的心理与行为反应

员工主动行为因有利于个人和组织的长远发展而受到学界和业界的广泛关注。以往的研究主要关注主动行为对员工本人的人际内影响, 而较少考虑对领导者的人际间影响; 同时, 考虑到员工在领导过程中扮演的重要角色, 对员工的主动行为如何影响领导的心理与行为反应做理论性整理将极大丰富对员工主动行为的认识。学界基于归因理论、内隐追随理论、自我-他人评价一致性理论等对上述自下而上的影响过程进行了初步探索, 发现领导者对员工主动行为的态度评价和行为反应受到多重边界条件的影响。未来研究可具体化员工主动行为所诱发的领导者心理与行为反应, 探索员工主动行为与领导方式的循环关系, 以及深挖主动行为与绩效评价之间的内在机理。     

Effects of Diversity Management on Attachment

The theoretical underpinnings of this paper explain the process of organizational transformation to value differences and the attitudinal transformation of minority and majority individuals to appreciate diversity. As an empirical test of these theories, the research investigated absenteeism and psychological attachment in 2 Fortune 100 conglomerates in different stages of managing their diversity. Cox (1991) suggests that organizations evolve toward multiculturalism, a state in which employee differences are valued and appreciated. Analyses of 284 respondents reveal that majority and minority employees in a more multicultural firm experienced greater attitudinal attachment. Study results suggest that a culture that stresses inclusion of all individuals will have a positive impact on the demographic majority.     

An Evolutionary Perspective on Effective vs. Ineffective Pick-up Lines

ABSTRACT

The present study integrates social exchange, role theory, and climate research to suggest that employees who have contact with customers (“contact employees”) will reciprocate felt obligations of high-quality employment relationships (i.e., perceived organizational support [POS]). They do this by expanding their role in ways that are consistent with contextual behavioral expectations. A longitudinal survey of 1,387 contact employees and 666 supervisors in a large supermarket chain in Taiwan demonstrated that the positive relationship between POS and service-oriented organizational citizenship behavior (SOCB) role definitions was strengthened by service climate. In summary, organizational support resulted in expanded SOCB role definitions within a strong service climate, while this relationship was much weaker and not significant in weak service climate. I discuss theoretical and managerial implications through this empirical examination.     

Pink triangles: antecedents and consequences of perceived workplace discrimination against gay and lesbian employees.

A model of perceived sexual orientation discrimination was tested in a national sample of 534 gay and lesbian employees. The effects of legislation, organizational policies and practices, and work group composition on perceived sexual orientation discrimination were examined, as well as the attitudinal and organizational outcomes associated with discrimination. Gay employees were more likely to report discrimination when employed in groups that were primarily heterosexual and in organizations that lacked supportive policies and were not covered by protective legislation. Disclosure of sexual orientation at work was related to discrimination and antecedent variables. Perceived discrimination was associated with negative work attitudes and fewer promotions. Organizational policies and practices had the strongest impact on perceived discrimination and were directly related to outcomes.     

Emotions during the Covid-19 pandemic: Fear,anxiety, and anger as mediators between threats and policy support and political actions

The Covid-19 pandemic has significantly changed the lives of most people. It has been described as the most severe global health disaster of modern times by the United Nations. No doubt such a major crisis influences what citizens think of different policies, and how they become politically active, not to mention, the forceful emotional experiences that the Covid-19 pandemic brings. This study evaluates how emotions affect support for policies related to restricting the spread of the virus and economic assistance, and how emotions affect intentions to engage politically. In an experiment (N = 1,072), we manipulated emotional reactions to threat by highlighting different aspects of the pandemic. Our findings show that different experimental treatments elicit different emotions, and that fear, anxiety, and anger are all related to policy support and political action intentions, but in different ways. Fear and anger predict support for restrictive policies to limit the spread of the virus, while anxiety predicts support for economic policies. Anger and anxiety, but not fear, increase intentions to engage politically. Hence, we find support for a mechanism where different aspects of the Covid-19 crisis evoke different emotional reactions, which in turn affects policy support and political actions differently.     

The role of relative deprivation in majority-culture support for multiculturalism

In this paper, we investigate majority-culture attitudes to multicultural policy in Australia. Drawing on relative deprivation (RD) theory, we explore whether resistance to multicultural policies and initiatives is related to individual and/or group-based grievance claims of discrimination. To assess RD, we asked 517 Australian-born people who identified as White Australians to rate (a) levels of discrimination toward their own group, toward themselves personally as a consequence of their group membership, and toward immigrants to Australia, and (b) feelings of injustice and anger associated with such discrimination. Our findings show that, while perceptions of discrimination toward majority-culture Australians are commonplace, perceptions of discrimination toward immigrants are more so. We also found that higher ratings of group-based RD of Australians relative to immigrants, but not individual deprivation relative to immigrants, predicted opposition to multicultural policies and initiatives. Moreover, perceived group-based RD mediated the link between national identification and opposition to multicultural policies. The findings highlight, for the first time, the importance of group-based grievance claims by majority-culture members in opposing or supporting multicultural policy.     

Honesty-Humility and Perceptions of Organizational Politics in Predicting Workplace Outcomes

Purpose

The present study sought to examine whether a personality dimension named Honesty-Humility influences the relationship between employees’ perceptions of organizational politics (POP) and workplace outcomes, both attitudinal and behavioral.

Design/Methodology/Approach

Data were collected online and cross-nationally from 268 full-time employees from various organizations and occupational backgrounds.

Findings

Results indicate that the adverse effect of POP in the workplace is exacerbated for employees who are lower (rather than higher) in Honesty-Humility. Specifically, when perceiving their workplace as political, low Honesty-Humility individuals were more likely to engage in counterproductive work behavior and impression management behavior and to experience greater job stress and decreased job satisfaction.

Implications

Examining the role of individual differences in POP helps to advance our understanding of the mechanisms that employees use to interpret and react within a perceived politically charged workplace. This study provides further evidence of the deleterious effects of POP in the workplace, especially among low Honesty-Humility individuals. Practical implications of this research focus on reducing the likelihood of hiring low Honesty-Humility individuals as well as on reducing the opportunity for undesirable behaviors among currently employed individuals.

Originality/Value

There is a paucity of research exploring the possibility that individuals may react differently from one another to POP within their workplace and, in turn, experience varying outcomes. The present study helps to fill this gap in the literature by providing novel insights as to the role of personality in predicting perceptions of, and reactions to, organizational politics.     

Personality and the Policy Positions of Politicians

Politicians’ support of or opposition to concrete policies is uniquely consequential for policymaking, public opinion, and a host of other societal outcomes. Explaining their policy positions is therefore a major research agenda in political science. Here, we evaluate the role of politicians’ personality traits, measured with the Big Five typology, in shaping how liberal or conservative their economic and social policy positions are. While existing research establishes this link among nonelites, it is far from obvious that the same holds for politicians, who have systematically different personality profiles, and whose positions are constrained by party lines. Using an in-person study of 893 legislators in five countries who completed personality questionnaires and provided detailed issue positions, we find that Openness to Experience is strongly and positively predictive of politicians’ liberal positions on both economic and social policies, but a null relationship for Conscientiousness. We also find that Extraversion predicts more conservative economic (but not social) policy positions. We discuss implications for the role of elites’ individual characteristics in policymaking.     

Corporate culture and the employment of persons with disabilities

This article addresses key questions arising from the economic and social disparities that individuals with disabilities experience in the United States. For instance, “What role does corporate culture play in the employment of people with disabilities?” “How does it facilitate or hinder their employment and promotional opportunities, and how can corporations develop supportive cultures that benefit people with disabilities, non‐disabled employees, and the organization as a whole?” Corporate culture can create attitudinal, behavioral, and physical barriers for workers and job applicants with disabilities. This research concludes that if the employment prospects of people with disabilities are to be improved significantly, attention must be paid to the ways in which corporate culture creates or reinforces obstacles to employees with disabilities, and how these obstacles can be removed or overcome. Ultimately, we will make the case that corporate culture and societal attitudes must change if people with disabilities are to be accepted and incorporated fully into the workplace. Copyright © 2005 John Wiley & Sons, Ltd.     

A study of the antecedents and consequences of psychological ownership in organizational settings

Psychological ownership is a feeling of possession in the absence of any formal or legal claims of ownership. In this study, the authors aimed to extend previous empirical testing of psychological ownership in work settings to encompass both job-based and organization-based psychological ownership as well as related work attitudes and behavioral outcomes. Questionnaire data from 68 employees and their managers revealed that job-based psychological ownership and organization-based psychological ownership are distinct work attitudes that are distinguishable from job satisfaction and organizational commitment. Psychological ownership predicted job satisfaction and organizational commitment and mediated the relationship between autonomy and these work attitudes. There was no support for a relationship between psychological ownership and behavioral outcomes. The authors discuss the limitations of the study and the implications of psychological ownership.     

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.     

Nationalism,Patriotism, and Support for the European Union

Does attachment to a nation enhance or dampen support for the European Union (EU)? Using the 2003 and 2013 ISSP national-identity modules, we isolate and provide multi-item measures of two distinct types of national attachment—nationalism and patriotism. We find that they are positively related yet have divergent effects. We validate the measures showing that nationalism increases, and patriotism decreases, support for nationalistic policies (anti-immigration and protectionism) as expected. We then test the effects of nationalism and patriotism on EU attitudes and find that nationalism increases, and patriotism decreases, opposition to the EU. The presence of a neo-nationalist political party enhanced the effects of nationalism on opposition to the EU, underscoring the importance of political rhetoric in shaping nationalistic EU opposition. In further support of the rhetoric hypothesis, the most-educated nationalists are most likely to oppose the EU in countries with a neo-nationalist political party and vote for such parties when present.     

Clarifying the importance of trust in organizations as a component of effective work relationships

Organizational trust is an important element of an organization's long‐term success, as it is a central component of effective work relationships. This study examines the extent to which one's trust in the organization mediates the relationship between three drivers of social exchange relationships and three attitudinal outcomes. The results from a sample of 1,300 manufacturing employees revealed that trust in the organization partially mediated the relationship between perceived supervisor support and turnover intentions, affective organizational commitment and job satisfaction, and fully mediated the relationship between distributive justice and information receiving and these outcomes. This paper extends the empirical literature about the antecedents and consequences of trust in organization, giving special attention to the mediating role of trust in organizations.     

Differences between informants about type a,anger, and social support and the relationship with blood pressure

Abstract

In a study on the influence of different natural environments on self-perception and that of significant others, behavioral manifestations of Type A, Anger, and Social Support were assessed. It was hypothesized that due to different environmental demands, participants will be perceived as displaying differences in Type A behavior, anger, and social support at home and at work. Participants were 45 university employees, constituting a convenience sample. Assessment included Type A Structured Interview scores of participants and questionnaire scores for Type A, anger, and social support of participants who were also evaluated by their spouses and work supervisors. Other risk factors for coronary heart disease (i.e., blood pressure, smoking, previous heart condition, being sedentary, and family history) and their relationships with Type A, anger, and social support were also examined.

Participants and spouses agreed significantly on all measures, whereas participants and work supervisors agreed only on Type A behavior. Spouses' and work supervisors' evaluations of the participants' behavior were not or only marginally associated. Multiple regression analysis showed that the level of disagreement between the different informants with respect to Type A and social support were associated with elevated blood pressure. These results suggest that the perception of Vpe A behavior, anger, and social support may be situationally determined.     

The parent analogy: a reassessment

According to the parent analogy, as a caretaker’s goodness, ability and intelligence increase, the likelihood that the caretaker will make arrangements for the attainment of future goods that are unnoticed or underappreciated by their dependents also increases. Consequently, if this analogy accurately represents our relationship to God, then we should expect to find many instances of inscrutable evil in the world. This argument in support of skeptical theism has recently been criticized by Dougherty. I argue that Dougherty’s argument is incomplete, for there are two plausible ways of construing the parent analogy’s conclusion. I supplement Dougherty’s case by offering a new argument against the parent analogy based on failed expectations concerning the amount of inscrutable evils encountered in the world. Consequently, there remains a significant empirical hurdle for skeptical theism to overcome if it is to maintain its status as a defeater for our reliability when tracking gratuitous evils.     

Examining employee compliance with organizational surveillance and monitoring

Although the prevalence of employee monitoring and surveillance technologies (MSTs; e.g. e‐mail monitoring) is increasing, very little research has explored the question of whether employees simply accept these systems (compliance) or enact strategies for thwarting them (resistance). In the present study, we proposed a framework based on the theory of planned behaviour and ethical decision making research to predict employees' MST compliance and resistance intentions. We proposed that organizational commitment, organizational identification, and attitudes towards surveillance would predict intentions, with the relationships between attitudes and intentions being moderated by employees' perceived behavioural control and social norms. Moderated multiple regression models were tested and provided support for predictions about the attitudinal and belief constructs, and partial support for predictions about behavioural control and norms. Implications for organizational MST policies and practices are discussed.     

Understanding attitudes toward affirmative action programs in employment: summary and meta-analysis of 35 years of research

Affirmative action programs (AAPs) are controversial employment policies in the United States and elsewhere. A large body of evidence about attitudinal reactions to AAPs in employment has accumulated over 35 years: at least 126 independent samples involving 29,000 people. However, findings are not firmly established or integrated. In the current article, the authors summarize and meta-analytically estimate relationships of AAP attitudes with (a) structural features of such programs, (b) perceiver demographic and psychological characteristics, (c) interactions of structural features with perceiver characteristics, and (d) presentation of AAP details to perceivers, including justification of the AAP. Results are generally consistent with predictions derived from self-interest considerations, organizational justice theory, and racism theories. They also suggest practical ways in which AAPs might be designed and communicated to employees to reduce attitudinal resistance.     

Reactions to Affirmative Action: Substance and Semantics

For both theoretical and practical reasons, researchers have sought to map the motivations that underlie people's support for or opposition to affirmative action. In view of the amount of rhetoric surrounding the issues, it is possible that some of the apparent differences in degrees of support come from differences in how the words affirmative action are interpreted. The present investigation shows that the meanings that people ascribe to affirmative action statistically predict their attitudes toward the policy, even after one accounts for demographic and related attitudinal factors. The implications of our findings are important in both applied and conceptual ways.     

What Does it Take to Break the Silence in Teams: Authentic Leadership and/or Proactive Followership?

Leadership may help break the silence in teams, but this may not be equally true for all employees. Using behavioral plasticity theory, we propose that authentic leadership—a set of leadership behaviors through which leaders enact their true selves—reduces silence and motivates speaking up in employees low on proactive personality, but hardly affects employees who are proactive by nature, because proactive employees are less susceptible to social influences. Using data from 223 employees (nested in 45 work teams), we indeed find authentic leadership to reduce silence in employees with less proactive personalities, but not in more proactive employees. We discuss theoretical and practical implications for silence and authentic leadership.     

High involvement HR systems and innovative work behaviour: the mediating role of psychological empowerment,and the moderating roles of manager and co-worker support

Employees’ innovative work behaviour can help firms’ competitiveness. Existing research focuses on several factors, including HR policies, psychological empowerment as well as manager and co-worker support, to explain innovative work behaviour. However, much of this literature analyses just one of these, neglecting how they interact and limiting our understanding of the causes of innovative work behaviour. Synthesizing this work, we develop a novel and holistic framework that examines 1) how high-involvement HR systems are linked via the mediating role of psychological empowerment to innovative work behaviour and 2) how both manager and co-worker support moderate this relationship. Analysing software companies in Pakistan, we use hierarchical linear modelling to assess this framework. We draw on a unique dataset that captures HR policies at the organizational level as well as management and co-worker support, and supervisors’ assessments of individuals’ innovative work behaviour at the individual level. We analyse specific groups of HR practices. Psychological empowerment mediates the relationship between high-involvement HR systems and employees’ innovative work behaviour. Manager and co-worker support moderate the relationship between psychological empowerment and innovative work behaviour. Motivation-enhancing HR practices have a direct effect on innovative work behaviour, whereas ability- and opportunity-enhancing ones are mediated by psychological empowerment.