The mediating role of affective commitment in the relation of the feedback environment to work outcomes

The Feedback Environment, as opposed to the formal performance appraisal process, is comprised of the daily interactions between members of an organization (Steelman, Levy, & Snell, in press). Relations between the feedback environment and work outcome variables such as Organizational Citizenship Behavior (OCB) were examined through the mediating effects of affective commitment. Results indicate that affective commitment mediates the relation between the feedback environment and organizational citizenship behavior, and this mediated relation is stronger for OCBs directed at individuals than directed at the organization as a whole. Conclusions and implications are discussed.     

“儿童认知发展水平诊断工具”动态测验的初步编制与应用

本研究旨在将“儿童认知发展水平诊断工具” (Inventory of Piaget’s Developmental Task, IPDT)中的守恒与关系领域分测验改编成动态测验, 并应用于不同程度学业成绩儿童当中以探查其认知发展的潜在水平。在实验研究基础上结合以往动态测验的编制技术, 把动态施测过程分为“前测—干预—迁移—后测”4个阶段, 分别确定各阶段的测题并构建了6等级提示系统。在中等学业成绩儿童(n = 33)和低学业成绩儿童(n = 35)中的应用发现, 动态测验测得的能力获得变量对儿童的学业成绩具有重要的预测作用, 证实了所改编测验的有效性; 动态测验情境下中、低学业成绩儿童的潜在认知水平基本相同, 所改编的动态测验有助于发掘儿童的潜在认知发展水平。     

Influences on employee perceptions of organizational work–life support: Signals and resources

This study examined predictors of employee perceptions of organizational work–life support. Using organizational support theory and conservation of resources theory, we reasoned that workplace demands and resources shape employees' perceptions of work–life support through two mechanisms: signaling that the organization cares about their work–life balance and helping them develop and conserve resources needed to meet work and nonwork responsibilities. Consistent with our hypotheses, we found that higher demands (work hours and work overload) were associated with reduced perceptions that the organization was supportive of work–life integration. Resources (job security, fit between employees' needs and the flexible work options available to them, supervisor support and work group support) were positively associated with perceptions of organizational work–life support. The results of this study urge further scholarly attention to work-based demands and resources as predictors of perceived organizational work–life support and yield implications for managerial practice.     

Schedule control, supervisor support and work engagement: A winning combination for workers in hourly jobs?

The changing natures of both work and the lives of the U.S. workforce have created an array of challenges for organizations attempting to foster work engagement. To accommodate the work and family needs of an increasingly diverse workforce, many firms are offering flexible work solutions to employees. However, the distribution of these types of organizational resources is unequal, with workers in lower-wage hourly jobs having the least access to any form of flexibility. The purpose of this paper is to examine the relationship of schedule control, as a form of flexible work practice, and work engagement among workers employed in hourly retail jobs. Authors tested a model whereby the relationship between schedule control and work engagement is mediated by schedule satisfaction and perceived supervisor support. A sample of 1343 full-time hourly retail workers was used to address the study's purpose. Hypothesized relationships were fully or partially supported. Implications for research and practice are discussed.     

State mood,task performance,and behavior at work: A within-persons approach

We examine the intra-individual relationships between state mood and the primary components of the individual-level criterion space (task performance, organizational citizenship behavior, and work withdrawal) as they vary within the stream of work. Using experience-sampling methods, 67 individuals in a call center responded to surveys on palmtop computers at random intervals 4–5 times each day for 3 weeks (total N = 2329). These data were matched to objective task performance obtained from organizational call records (total N = 1191). Within-persons, periods of positive mood were associated with periods of improved task performance (as evidenced by shorter call time) and engaging in work withdrawal. Trait meta-mood moderated these relationships. Specifically, individuals who attended to their moods had a stronger relationship between mood and speed of task performance (call time) and individuals able to repair their mood cognitively evidenced a weaker relationship between mood and withdrawal. Implications and the use of within-persons designs are discussed.     

Motivation and engagement in diverse performance settings: Testing their generality across school,university/college,work, sport,music, and daily life

In the light of recent calls for more integrative approaches to theorizing and measurement in motivation and engagement research, the present study assesses the generality of key motivation and engagement constructs across seven performance domains: elementary school (N = 624), high school (N = 21,579), university/college (N = 420), work (N = 637), music (N = 224), sport (N = 204), and daily life (N = 249). Based on domain specific adaptations of the Motivation and Engagement Scale, multi-group confirmatory factor analyses (CFAs) tested invariance across the seven domains. First and higher order multi-group CFAs demonstrated broad invariance in factor loadings (in particular), factor correlations/variances, and uniquenesses across performance domains. Taken together, the present data support the hypothesized generality of key motivation and engagement constructs. Findings hold implications for pragmatic, statistical, substantive, and intervention considerations in motivation and engagement research and also for research into cognate constructs in personality psychology more generally.     

A Work-Life Identity Model of Well-Being: Towards a Research Agenda Linking Quality-of-Work-Life (QWL) Programs with Quality of Life (QOL)

QWL is conceptualized in terms of the interface between employee role identities and work resources. QWL programs serve to enhance QOL by (1) providing appropriate work resources to meet the expectations of employee role identities, (2) reducing role conflict in work and non-work life, (3) enhancing multiple role identities, (4) reducing role demands, (5) reducing stress related to work and non-work role identities, and (6) increasing the value of the role identity. We describe a variety of QWL programs related to work life (decentralized organization structures, teamwork, parallel structures, ethical corporate mission and culture, the organization work schedule, etc.) and non-work life (work at home, flextime, compressed work week, part-time work arrangements, job sharing, etc.) and show how they serve to enhance QOL using the language of work-life identity. Doing so helps develop a research agenda based on the work-life identify model.     

The nature, prevalence and correlates of generativity among men in middle career

Multiple methods were used to explore the character, contexts, and correlates of generativity among 41 men aged 45–55. Generativity in the role of worker was unrelated to generativity in men’s roles as father, citizen and ‘leisurite’. Individuals who were generative in their work reported greater job satisfaction and subjective career success. These associations were stronger for generativity targeting societal well-being and fellow-workers’ growth than for creative/productive generativity. As some theorists have argued, therefore, nurturant forms of generativity may be more adaptive in mid/late career than other varieties, and more indicative of psychosocial maturity. The status of creativity/productivity within the generativity construct seems problematic. Our findings offer qualified support for McAdams and de St Aubin’s (McAdams, D.P., & de St Aubin, E. (1992). A theory of generativity and its assessment through self-report, behavioral acts, and narrative themes in autobiography. Journal of Personality & Social Psychology, 62 (6), 1003–1015) contention that generativity is expressed differentially in the domains of concern, commitment and action, and that the different relationships of these generativity domains to third variables can be interpreted in meaningful ways.     

Similitudes et différences de perceptions chez des salariés hommes et femmes

This study investigates men and women perceptions in the work, accros the relations between work conditions and job satisfaction. Similarity and difference are questionned about the mean dimensions of the work conditions (factor analysis) as well as the prédictive value of theses dimensions for the job satisfaction (regression analysis). In the same point of view, similarity and difference are analysed about health, importance of life domains and work-family interferences. Men and women seem to organize in the same way work conditions. Three factors are retained (Relations with superiors, Development and autonomy, Work intensity), wich the first two predict job satisfaction, for the men and the women. Nevertheless we note some differences, both about the force of the prediction and about specific item. Results and and futur works are discussed.     

Daily self-management and employee work engagement

The present study adopts a bottom-up approach to work engagement by examining how self-management is related to employees' work engagement on a daily basis. Specifically, we hypothesized that on days that employees use more self-management strategies, they report higher resources at work and in turn, are more vigorous, dedicated, and absorbed in their work (i.e., engaged) on these days. We tested this hypothesis in a sample of 72 maternity nurses who filled out an online diary for 5 days (N = 360 data points). In line with our hypotheses, results of multilevel structural equation modeling analyses showed that daily self-management was positively related to the resourcefulness of the daily work environment (i.e., more skill variety, feedback, and developmental opportunities) and consequently, to employees' daily work engagement. However, contrary to our expectations, the measurement model showed that two of the five included self-management strategies (i.e., self-reward and self-punishment) loaded onto a separate factor and were unrelated to all job resources. The findings contribute to our understanding of employees' role in regulating their own daily work engagement.