Social influence of a coworker: A test of the effect of employee and coworker exchange ideologies on employees’ exchange qualities

Integrating social comparison and social influence perspective within a social exchange theoretical framework, we examine how the exchange ideologies of employees and their coworkers affect the quality of the employees’ social exchanges. Drawing from social exchange theory, we hypothesize that the exchange ideology of a focal employee has a negative relationship with the quality of his/her social exchange with the organization (i.e., felt obligation) and the quality of his/her social exchange with a leader (i.e., leader–member exchange), both of which are related to task performance. Furthermore, we propose that a coworker close to the employee acts as a social referent and provides cues to exert influence on these relationships. Using data collected from 374 (employee–coworker–manager) triads in Hong Kong, we find support for the aforementioned relationships as well as the moderating roles of a coworker’s exchange ideology.     

Dual support in contract workers' triangular employment relationships

This study investigated the interplay between perceived investment in contract worker development by the client organization and contract workers' perceived organizational support from their temporary employment agency. A study among 2021 contract workers from three temporary employment agencies in Norway showed that the relationships between perceived investment in contract worker development and task and contextual performance were moderated by contract workers' perceived organizational support from the agency. The form of the moderations revealed no positive relationships between perceived investment in contract worker development and performance unless the perceived investment by the client organization was accompanied by higher levels of perceived support from the temporary employment agency. These findings suggest that client organizations, which hire from temporary employment agencies that provide support to their contract workers, will get the most out of their investments in these contract workers' development.     

Communal and exchange relationship perceptions as separate constructs and their role in motivations to donate

Researchers have operationalized communal and exchange relationship perceptions as either mutually exclusive categories or opposite ends of a continuum. This research conceptualizes these relationships as distinct constructs that should be measured separately. We develop multi-item measures of communal and exchange relationship perceptions and find that they are actually positively correlated. We also examine the way communal and exchange relationship perceptions combine to influence intrinsic, extrinsic, and social motivations to donate, a category stipulated in economics, but not in psychology. We find that both relationship perceptions influence consumer attitudes toward donating through a mix of intrinsic, extrinsic, and social motivations.     

Lmx And Job Tension: Linear And Non-Linear Effects And Affectivity

We examined whether linear or non-linear LMX-job tension relationships existed, and if these effects were consistent across levels of negative (NA) and positive (PA) affect. Results indicated that NA and PA moderated the non-linear LMX-job tension relationship. Specifically, the LMX-job tension association was best depicted by an inverted-U form for high NAs. Tension was highest when LMX was moderate and lowest when LMX was either low or high. Tension increased minimally for low NAs across levels of LMX. For high PAs, the relationship was linear and inverse. Conversely, a U-shaped form best represented the LMX-job tension relationship for low PAs. Implications, strengths and limitations, and directions for future research are discussed.     

Clergy Role Stress and Satisfaction: Role Ambiguity Isn’t Always Bad

This study examined relationships between role conflict and role ambiguity and clergy satisfaction with their church appointment. Questionnaire data obtained from 293 United Methodist clergy suggested that role conflict and role ambiguity each have a negative relationship with appointment satisfaction. However, when considered together, they displayed a more complex relationship with appointment satisfaction. Contrary to conventional wisdom, results indicated that although these stressors operate together to influence appointment satisfaction, their combined effect is not simply cumulative. That is, when role conflict is low, clergy report the most satisfaction when role ambiguity is high. However, when role conflict and role ambiguity are both high, appointment satisfaction is low. These findings are interpreted in light of clergy influence strategies. And, recommendations for remedying clergy role stress are offered. Furthermore, it is suggested that interactive models of role stressors could lead to more in-depth understanding of organizational stress as well as advances in role stress theory.     

Social support,negative social exchange,and response to case formulation-based cognitive behavior therapy

We investigated associations between pretreatment social support, negative social exchange, and slope of weekly symptom change for depression, anxiety, and stress over the course of ideographic, case formulation-based, cognitive behavior therapy. Participants were 74 adults treated in a private practice setting. We used self-report measures to assess social support and negative social exchange at intake and to assess symptoms on a weekly basis. At pretreatment, a higher level of social support was associated with lower levels of depression, and a higher level of negative social exchanges was associated with higher levels of depression and stress. Pretreatment social support was not significantly associated with slope of symptom change. However, a higher level of pretreatment negative social exchanges was associated with steeper slope of change in symptoms of depression and stress during treatment. These findings suggest that the association between pretreatment negative social exchanges and subsequent symptoms may be stronger than that of social support and subsequent symptoms. Additionally, we discuss the possibility that having data on negative social exchanges at the start of treatment may benefit the outcome of ideographic, case formulation-based, cognitive behavior therapy.     

LMX in team-based contexts: TMX,authority differentiation,and skill differentiation as boundary conditions for leader reciprocation

The purpose of the current study is to develop an integrated theoretical model based upon social exchange theory focused on the simultaneous interplay of leader–member exchange (LMX) and team–member exchange (TMX) in team-based contexts. We propose a model that extends current theories related to social exchange by integrating currently independent propositions in the literatures on LMX and TMX, showing how these propositions are contingent on the nature of the team in which leaders and followers are embedded. In a sample of 439 employees on 61 teams, the results show that when it comes to predicting individual performance (a) high TMX quality eliminates the otherwise negative effects of low LMX quality, (b) low authority differentiation weakens the otherwise positive effects of LMX, and (c) high skill differentiation weakens the otherwise positive effects of high LMX quality on performance. We discuss how the role of LMX may be changing in contemporary team-based work contexts relative to what was true in the historical literature when the construct was originally developed.     

Hidden consequences of the group-serving bias: Causal attributions and the quality of group decision making

A long stream of research in attribution theory suggests that groups are biased toward attributing their success to factors that are internal to their group. However, the existing research has confounded two types of attributions that are both internal to the group, but theoretically distinct: (1) attributions that differentiate between the contributions made by each individual group member and (2) attributions that focus on the group as a whole. This dichotomy is important because, drawing on theories of social influence, we predict that different types of attributions will have different consequences for the quality of group decision making. In Experiment 1, individually focused attributions for past success caused groups to consider more divergent alternatives prior to making a shared decision. In Experiment 2, individually focused attributions for past success facilitated the sharing of unique information and improved decision accuracy. These findings suggest that the group-serving tendency to internalize success may have important consequences for group performance that have not yet been considered in current research.     

CEO变革型领导行为对中层管理者工作绩效和工作满意度的影响：组织支持知觉和价值观的作用

本文以社会交换的理论和价值观领导理论为基础,探讨了CEO变革型领导行为及其价值观对中层管理者工作绩效和工作满意度的跨层次影响以及影响的中介作用机制。研究结果表明,CEO变革型领导行为有助于提升中层管理者的工作绩效和工作满意度,而组织支持知觉则在其中起着部分中介的作用。同时,CEO价值观对CEO变革型领导行为与组织支持知觉之间的关系具有调节的作用。本文的研究成果有利于进一步完善变革型领导理论,对企业实践也有一定的启示意义。     

Young People and Volunteerism: A Model of Sustained Volunteerism During the Transition to Adulthood

A model of sustained volunteerism in young people is proposed. The longitudinal study addresses the questions “Why do young people decide to continue to volunteer over an extended period of time?” There were 158 volunteers (82 female and 76 male). The volunteers completed measures of motivation to volunteer, integration, and satisfaction with the organization, merged effects due to voluntary service, social support, identity, and intention to volunteer on a first (Time 1) and a second research wave (Time 2). Results show that both dispositional and organizational variables are important in determining long-term volunteerism in young people and confirmed that role identity is the best predictor of intention to volunteer.