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.     

Gender discrimination may be worse than you think: testing ordinal interactions in power research

The authors reanalyze the data of a study by S. M. Elias and R. J. Loomis (2004), which aimed to determine how an instructor's gender may influence his or her ability to gain student compliance. S. M. Elias and R. J. Loomis observed few significant gender effects using traditional multivariate analyses of variance. The authors reanalyze this data using the more appropriate statistical techniques for detecting ordinal interactions recommended by M. J. Strube and P. Bobko (1989) and S. M. Elias (2004). An ordinal interaction occurs when 1 cell of a 2 x 2 design is responsible for a significant interaction (e.g., female instructors suffering only when rated by male students). Reanalysis of the data resulted in more robust findings.     

Voice and Culture: A Prospect Theory Approach

The present study examines the congruence of individuals' minimum preferred amounts of voice with the prospect theory value function across nine countries. Accounting for previously ignored minimum preferred amounts of voice and actual voice amounts integral to testing the steepness of gain and loss functions explicated in prospect theory, we use curve fitting to show that ratings of procedural justice fit prospect theory's value function specifically. Further, we investigate the form of this function across nine countries that range in power distance. Results suggest that the form of the value function is congruent with prospect theory, showing an S‐shaped curve that is steeper in the loss than in the gain domain. Further, this pattern is similar across countries. Theoretical and practical implications of these results for both decision making and organizational justice are discussed. Copyright © 2014 John Wiley & Sons, Ltd.     

Organizational justice and Black applicants' reactions to affirmative action

Using organizational justice as a guiding framework, the authors studied perceptions of affirmative action programs by presumed beneficiaries. Three conceptual issues were addressed: (a) the content of different affirmative action plans; (b) the 3-way interaction among distributive, procedural, and interactional justice; and (c) the distinction between outcome favorability and distributive justice. These ideas were tested with a sample of Black engineering students who responded to 1 of 6 plans. Participants distinguished among the various plans, with some policies being viewed as more fair than others. In addition, a 3-way interaction among the 3 types of organizational justice was observed. Specifically, the 2-way interaction between distributive and interactional fairness was only significant when procedural justice was low. Implications for organizational justice and for the design of affirmative action programs are discussed.     

State and Trait Correlates of Job Performance: A Tale of Two Perspectives

The relative importance of dispositional and situational influences on organizational behaviors has been widely debated within the organizational sciences. In the current research, we report the results of two field studies that, taken together, provide an opportunity to examine the relative contributions of psychological well-being, positive mood, and negative mood as predictors of job performance. In Study 1, bivariate correlational analyses demonstrated that psychological well-being and negative mood, but not positive mood, were related to job performance measured over the past year. Hierarchical regression analysis found that psychological well-being was positively related to job performance, even when controlling for positive and negative mood. These findings were replicated and extended in the second study. In particular, bivariate correlational analyses demonstrated that psychological well-being and negative mood were predictive of job performance at the present time. However, unlike Study 1, hierarchical regression analyses found that both psychological well-being and negative mood were predictive of performance, even after controlling for each other and positive mood.     

Goal hierarchies and plan revision

This paper examined the effects of goal failure on plan revision. We argued that plans can be conceptualized as hierarchies of interrelated goals, such that broad superordinate goals are progressively subdivided into chains of more concrete subgoals. It was further expected that following negative feedback individuals would be biased to revise their goals by resetting those subgoals which were most closely linked to the point where failure occurred. In Study 1, methodological problems prevented an adequate test of the research hypotheses. Unexpectedly, individuals formulated their plans with revision in mind. In particular, planners tended to overset lower-level subgoals such that minor failures would allow them to still achieve their higher-level goals without revision. These findings were replicated in Study 2. Study 3 again examined goal revision. We utilized an experimental design to achieve more control over the task and plan content. As expected, it was found that goal revision was biased by the structure of the goal hierarchy. In particular, individuals tended to focus on the specific subgoal where failure feedback existed. In doing so, they tended to ignore the overall plan and made changes only to a small section of the goal hierarchy.The authors would like to acknowledge the assistance of Carol Bormann, Keith James, Richard Hollenbeck, and Howard Weiss.     

The buffering role of sportsmanship on the effects of daily negative events

Affective events theory (AET) argues that everyday negative events are likely to lower both daily work engagement and momentary positive affect. These problems can then persist on subsequent days. However, AET also argues that individual strategies can diminish the ill effects of negative events. We explicitly focused on good sportsmanship or abstaining from unnecessary complaints and criticism as a possible moderator of the effects of daily negative work events on daily work engagement and positive affect. We tested this possibility with a 3-day diary study among 112 employees. As expected, we found that daily negative events lowered daily engagement and momentary positive affect for two consecutive days. However, this effect only held on days that people exhibited low sportsmanship. For days that people exhibited high sportsmanship, there were no significant effects. Creating a resource rich work environment that enhances individuals’ sportsmanship behaviour can help to minimize the unfavourable impact of daily negative events.     

Correlational and Known-Group Comparison Validation of a Workplace Prejudice/Discrimination Inventory

A new inventory designed to assess perceptions of prejudice and discrimination experiences on the job was developed. Three approaches to validating it were employed. First, factor analysis was done for responses from one set of workers then replicated with responses from a second sample. These analyses indicated that a single significant factor accounted for a large proportion of the variance in responses to 15 of the 16 items on the inventory. Second, to begin to develop its place in a nomological network, a study was done in which the prejudice/discrimination inventory scores were correlated with other theoretically relevant constructs. Finally, a known-group comparison approach was taken in which scores on the inventory were contrasted from three groups of respondents known to differ in perceptions of workplace prejudice/discrimination levels. Both the correlational and the comparative data generally supported the validity of the instrument