Joint effects of social networks and information giving on innovative performance after organizational entry

We combine the social network approach and organizational socialization literature in order to examine the influence of social networks and proactive behavior on newcomers' innovative performance. A sample of new employees completed questionnaires on social network and proactive measures, and their supervisors rated their innovative performance. The results suggest that both sparse (low density) social networks and newcomers' information giving were related to innovative performance. The results also indicate that information giving moderated the relation between sparse social networks and innovative performance: when newcomers' information giving was high, the characteristics of their social networks were not related to their innovative performance.     

An Updated Feminist View of Intimate Partner Violence

In this article, we explore intimate partner violence (IPV) from an intersectional, feminist perspective. We describe how an updated feminist view guides us to a perspective on IPV that is more strongly grounded in an antioppressive, nonviolent, socially just feminist stance than a second‐wave gender‐essential feminist stance that suggests that patriarchy is the cause of IPV. At the time we began to work together it seemed that a researcher had to be identified as a “family violence” researcher or a “feminist” researcher of violence against women, and that it wasn't possible to be a feminist researcher who looked beyond patriarchy as the cause of IPV. We advocate critically thinking about essentialist practices in clinical work so that we can maintain an antioppressive, socially just, nonviolent approach to working with clients who experience IPV.     

Les effets des demandes au travail et de la justice organisationnelle sur l’épuisement professionnel : quels effets médiateurs du soutien social et de l’estime de soi ?

This study focuses on the burnout framework and aims at examining the links between, on the one hand, the psychological burden, decision latitude, organizational justice and self-esteem and, on the other hand, the burnout. We measure the mediator effect of the social support. The data derived from a questionnaire submitted to 122 managers allowed us to establish a correlation matrix, linear regressions on the burnout and mediation analyzes. The results indicate that the predominant variables would be the organizational justice, support from colleagues, self-esteem and affects. The mediator effect of the social support between the different types of justice and the burnout was partially validated.     

Affective commitment as a moderator of the adverse relationships between day-specific self-control demands and psychological well-being

Recent research has focused on the day-specific adverse effects of stressors at work. Thus, in the present study, we examine the relationships between day-specific work-related self-control demands (SCDs) as a stressor and day-specific indicators of psychological well-being (ego depletion, need for recovery, and work engagement). On the basis of the limited strength model of self-control, we predict that SCDs deplete limited regulatory resources and impair psychological well-being. Furthermore, we propose affective commitment as a buffering moderator of this relationship. Consistent with the broaden and build theory of positive emotions and the self-determination theory, we suggest that affective commitment satisfies employees basic psychological needs and provides positive emotions, which, in turn, help restore limited regulatory resources. Thus, affective commitment should buffer the negative relationships between day-specific SCDs and day-specific psychological well-being. To examine our hypotheses, we conducted a diary study with N = 60 employees over 10 working days and used multi-level models to test our predictions. Our results demonstrated that day-specific SCDs indeed impaired indicators of psychological well-being. Furthermore, affective commitment buffered these adverse relationships; thus, on days with high SCDs, highly committed employees reported higher levels of psychological well-being than did less committed employees.     

Improving Public Perception of Behavior Analysis

The potential impact of behavior analysis is limited by the public’s dim awareness of the field. The mass media rarely cover behavior analysis, other than to echo inaccurate negative stereotypes about control and punishment. The media instead play up appealing but less-evidence-based approaches to problems, a key example being the touting of dubious diets over behavioral approaches to losing excess weight. These sorts of claims distort or skirt scientific evidence, undercutting the fidelity of behavior analysis to scientific rigor. Strategies for better connecting behavior analysis with the public might include reframing the field’s techniques and principles in friendlier, more resonant form; pushing direct outcome comparisons between behavior analysis and its rivals in simple terms; and playing up the “warm and fuzzy” side of behavior analysis.     

The Need for a More Effective Science of Cultural Practices

Behavior analysis has produced a robust theoretical analysis of the contingencies involved in cultural evolution. Yet, thus far, the empirical yield of this work remains quite limited. With this paper, I attempt to provide specific examples of the ways to advance an experimental analysis of the contingencies involved in cultural evolution. I begin with a review of the theoretical analyses developed by behavior analysts and other contextually oriented scientists. Next, I submit that, if the goal of our science is both predicting and influencing cultural phenomena, we must produce experimental analyses of the impact of meta-contingencies on organizations’ practices. There is no more pressing reason for doing this than the threat of climate change posed by the continuing growth in human use of fossil fuels. Therefore, the paper provides an analysis of the contingencies influencing organizational practices now affecting continued use of fossil fuels and the contingencies for organizations seeking to prevent their use. One concrete step to advance a science of cultural change relevant to climate change would be to create a database of organizations that are promoting vs. working to prevent fossil fuel consumption and the consequences that seem to maintain their practices. I call for experimental analysis of the impact of altering consequences for these practices and for experimental analyses of interventions intended to change the norms, values, and behavior of organizational leaders who can influence fossil fuel consumption. I then discuss the role of prosocial behavior and values in affecting behavior relevant to reducing fossil fuel consumption because the empirical evidence shows that prosociality favors more “green” behavior. Recent advances in prevention research have identified interventions to promote prosociality, but we need experimental analyses of how advocacy organizations can be more effective in getting these interventions widely adopted.     

Climate as situational strength: Safety climate strength as a cross-level moderator of the relationship between conscientiousness and safety behaviour

Extant research on climate strength has frequently invoked situational strength in passing. Given this, it is surprising that the fundamental prediction from the situational strength literature—namely, that strong situations attenuate personality–behaviour relationships—has thus far never been tested empirically using climate strength as an operationalization of situational strength. Consequently, in the present study, we tested this fundamental prediction by positing that organizational safety climate strength moderates the relationships between employee conscientiousness and two forms of employee safety behaviour, such that those relationships are attenuated in strong climates. Using a multilevel design consisting of 964 Korean employees nested within 17 manufacturing organizations, we found support for these cross-level interaction hypotheses. These findings legitimize the frequent invocation of situational strength by climate strength researchers, contribute to the theoretical foundation underlying climate strength, and yield important implications for future research and practice.     

Une analyse du leadership laissez-faire dans les organisations : le rôle des orientations d’objectifs des employés

Supervisors’ laissez-faire leadership has been scarcely studied in the management literature. Moreover, the role of individual differences in employees’ reactions to laissez-faire leadership remains unknown. In the present study (n = 248), we examine the relationship between supervisors’ laissez-faire leadership and employees’ (affective) commitment to the supervisor and the organization, and their job satisfaction, and consider employees’ goal orientations (learning, performance, and avoidance) as moderating variables of these relationships. The results of multiple regression analyses indicate that laissez-faire leadership is negatively associated with employee commitment to the supervisor and the organization and job satisfaction. In addition, the relationship between laissez-faire leadership and commitment to the supervisor and to the organization was more negative when performance orientation was high. In contrast, the relationship between laissez-faire leadership and commitment to the supervisor and the organization and job satisfaction was less negative when avoidance orientation was high. Learning orientation exerted no moderating effect. These results reveal that the undermining effect of laissez-faire leadership varies across levels of employees’ performance and avoidance orientations. We discuss the implications of these results for future research.     

Organizational citizenship behaviour and employee's strain: Examining the buffering effects of leader support and participation in decision making

Investing in citizenship behaviours could entail personal costs for the employee. Specifically, we argue that OCB contributes to employee's strain above and beyond the impact of role conflict, role ambiguity, and role overload. To study the buffering role of leader support and participation in decision making (PDM) on this relationship, we collected data from 457 employees at various organizations at different time points from multisources. The results supported our hypotheses: Higher levels of OCB were related to higher levels of employee's strain, above and beyond the impact of role overload, role ambiguity, and role conflict; and the relationship between OCB and strain was weaker for those enjoying a high degree of leader support or PDM.     

The Executive Manager and His or Her Organisation

Thoughts based on an inquiry and on experiences from my practice as a consultant, manager and company executive.