FAMILY-FRIENDLY PROGRAMS, ORGANIZATIONAL COMMITMENT, AND WORK WITHDRAWAL: THE MODERATING ROLE OF TRANSFORMATIONAL LEADERSHIP

Using data from China, Kenya, and Thailand, we investigated the moderating effect of transformational leadership in the relationships between family-friendly programs (childcare and work flexibility benefits), organizational commitment, and work withdrawal. Results supported the moderating effect of transformational leadership in the relationships between work flexibility benefits and both organizational commitment and work withdrawal, and between childcare benefits and work withdrawal. Theoretical contributions as well as practical implications are discussed.     

AN INVESTIGATION OF THE RELATIONSHIPS AMONG LEADER AND FOLLOWER PSYCHOLOGICAL CAPITAL,SERVICE CLIMATE,AND JOB PERFORMANCE

Using a sample of 79 police leaders and their direct reports (264 police followers), this study investigated the relationships of leader and follower psychological capital, service climate, and job performance. Hierarchical linear modeling (HLM) results revealed that leader psychological capital was positively related to follower performance, with this relationship mediated by follower psychological capital. We also found that the follower psychological capital-performance relationship was moderated by service climate such that the relationship was stronger when service climate was perceived to be high versus low. Finally, exploratory HLM analyses indicated that leader and follower psychological capital interacted to positively predict rated performance. We discuss implications of these findings, limitations, and directions for future research.     

BEHAVIORAL MANAGEMENT AND TASK PERFORMANCE IN ORGANIZATIONS: CONCEPTUAL BACKGROUND, META-ANALYSIS, AND TEST OF ALTERNATIVE MODELS

In this study, we provide the conceptual background, meta-analyze available behavioral management studies ( N = 72) in organizational settings, and examine whether combined reinforcement effects on task performance are additive (sum of individual effects), redundant (combined effects are less than the additive effects), or synergistic (combined effects are greater than the sum of the individual effects). We found a significant overall average effect size of ( d. ) = .47 (16% improvement in performance; 63% probability of success), and a significant within-group heterogeneity of effect sizes. To account for this variation, we conducted a theory-driven moderator analysis, which indicated that money, feedback, and social recognition each had a significant impact on task performance. However, when these 3 reinforcers were used in combination, they produced the strongest (synergistic) effect on task performance. Based on our findings, we offer directions for future research, and suggestions for effective application of behavioral management at work.     

Remarks on the psycho-logic of action

The present paper is a discussion of Jan Smedslund's main action axiom (4.3.1) in Psycho-logic. I have interpreted the axiom in two different ways: a) as a presupposition about the determinants of action, and b) as a definition of highest expected utility. My conclusion is that taken as a supposition about the determinants of action, 4.3.1 is basically right, though not in the form it has in Psychologic. 4.3.1 taken as a definition, on the other hand, is basically wrong.