Fairness Perceptions of Employee Promotion Systems: A Two-Study Investigation of Antecedents and Mediators

The present research provided a test of the Ferris, Buckley, and Allen (1992) model depicting the antecedents and consequences of promotion systems in organizations. A 2-study design is utilized to investigate the role of promotion system characteristics as mediating the relationship between organizational factors, environmental factors, and job factors/employee characteristics and perceptions of organizational justice and advancement opportunity. Results provide convergence of support for the model across both studies. Implications of the results and directions for future research are discussed.     

A Note on the Nonlinearity of the Age-Job-Satisfaction Relationship

Research assessing the relationship between age and job satisfaction has typically provided mixed results. Inherent problems including limited samples and a failure to control for tenure and affective disposition have potentially contributed to these conflicting results. Moreover, a significant concern has been researchers' focus on detecting linear effects alone. In the current study, we statistically controlled for gender, supervisor and position tenure, quadratic tenure terms, and affective disposition (NA and PA) based on previous research regarding the relationship between these variables and job satisfaction. Finally, we used hierarchical polynomial regression to assess the form of the age-satisfaction relationship. Results confirmed that a U shape best characterized the relationship between age and job satisfaction. Implications of these findings as well as directions for future research are discussed.     

A Multi‐Source,Multi‐Study Investigation of Job Performance Prediction by Political Skill

Political skill is a social effectiveness construct with a demonstrated capacity to predict job performance. However, because performance prediction research in this area to date has made exclusive use of self‐reports of political skill, and due to frequent distrust of self‐ratings of constructs in important personnel decisions, there is a need to investigate how multiple alternative sources of political skill and job performance measures relate, thus raising both theoretical and methodological issues. In three studies, employing a triadic data collection methodology, and utilising both cross‐sectional and longitudinal designs, this research tested the hypotheses that employee political skill, measured from the perspective of employees' assessor A, will positively predict job performance rated by assessor B (i.e. Hypothesis 1a), and vice versa, that employee political skill measured by assessor B will predict job performance ratings measured by assessor A (i.e. Hypothesis 1b).     

The influence of unionization on job satisfaction and work perceptions

Unionized and nonunionized processing employees were compared on their perceptions of job characteristics and different facets of satisfaction. In addition, the relationship between job characteristics and job satisfaction were compared for unionized and nonunionized samples. Jobs generally were not significantly different in relation to job challenge for the two groups, but nonunionized employees reported higher levels of some satisfaction measures. The correlations between job characteristics and job satisfaction were stronger in the unionized sample. Implications of the present results and suggestions for further research are discussed.This article is based on research presented at the meeting of the Industrial Relations Research Association at Chicago, December, 1987.The author would like to thank James Martin for his help on this project.     

The Dimensions and Consequences of Organizational Politics Perceptions: A Confirmatory Analysis1

The present study, using confirmatory factor analysis, investigated the factorial structure of organizational politics perceptions. A second-order factor model was supported for both supervisor and subordinate samples. In addition, the hypothesis that different dimensions of perceived organizational politics lead to different satisfaction outcomes was also supported. Furthermore, it was demonstrated that subordinates reacted more negatively than did supervisors to politics perceptions. The results of the present study are discussed in light of directions for future research.     

Cognitive and metacognitive activity in mathematical problem solving: prefrontal and parietal patterns

Students were taught an algorithm for solving a new class of mathematical problems. Occasionally in the sequence of problems, they encountered exception problems that required that they extend the algorithm. Regular and exception problems were associated with different patterns of brain activation. Some regions showed a Cognitive pattern of being active only until the problem was solved and no difference between regular or exception problems. Other regions showed a Metacognitive pattern of greater activity for exception problems and activity that extended into the post-solution period, particularly when an error was made. The Cognitive regions included some of parietal and prefrontal regions associated with the triple-code theory of (Dehaene, S., Piazza, M., Pinel, P., & Cohen, L. (2003). Three parietal circuits for number processing. Cognitive Neuropsychology, 20, 487–506) and associated with algebra equation solving in the ACT-R theory (Anderson, J. R. (2005). Human symbol manipulation within an 911 integrated cognitive architecture. Cognitive science, 29, 313–342. Metacognitive regions included the superior prefrontal gyrus, the angular gyrus of the triple-code theory, and frontopolar regions.     

Reconsidering the Job‐Performance—Turnover Relationship: The Role of Gender in Form and Magnitude1

Research assessing the relationship between job performance and turnover has historically yielded mixed results. Reported findings have reflected no relationships, linear associations, or U‐shaped forms between these constructs. The current study attempted to shed light on the intricate relationship between job performance and voluntary turnover by investigating gender boundaries and relevant controls. After controlling for age, tenure, and job satisfaction, the data provided evidence of a U‐shaped association between job performance and turnover. However, once the data were partitioned into male and female subsamples, a different pattern emerged, whereby males continued to reflect the U‐shaped relationship and females reflected no job‐performance‐turnover relationship. Implications of these findings for both theory and research are provided.