Resiliency,Self-Regulation,and Reemployment After Job Loss

This study investigated self-regulation and resiliency in one's search for reemployment. Although trait-based approaches are central to many resiliency conceptualizations, recent research has found that self-regulation (affective, behavioral, and cognitive) contributes to predicting resiliency-related outcomes. We hypothesized that self-regulation would incrementally predict reemployment process outcomes, specifically the job search outcomes of psychological well-being, job search self-efficacy, and job search clarity. Results indicated that, over and above resiliency traits, behavioral and cognitive self-regulation incrementally predicted well-being and job search clarity, and cognitive self-regulation incrementally predicted job search self-efficacy. Implications for theory and continued research on resiliency in reemployment are discussed.     

It is all in good humor? Examining the impact of salesperson evaluations of leader humor on salesperson job satisfaction and job stress

Abstract

Salesperson job stress and job satisfaction have been identified as critical factors affecting job performance. Academic research suggests that sales managers can influence salesperson job stress and job satisfaction. Interestingly, a review of the sales literature finds very little research on the impact of sales leader humor usage on the stress and satisfaction of salespeople. Consequently, we explore how salespeople’s evaluation of their manager’s use of humor influences their individual levels of job stress and satisfaction. We investigate both the positive and negative roles of humor by analyzing the impact of salesperson evaluations of their managers’ use of affiliative and aggressive humor on their job stress and job satisfaction. Furthermore, we examine the mechanism by which these evaluations affect salesperson stress and satisfaction by identifying two critical mediating variables – social loneliness and willingness to cooperate. Using a sample of 299 professional salespeople, we empirically test this process model to find that affiliative humor usage by sales managers, as evaluated by salespeople, reduces social loneliness and stress for salespeople while also increasing followers’ acceptance of cooperation. Evaluations of aggressive humor, on the other hand, increase stress levels among salespeople. Both social loneliness and acceptance of cooperation, in turn, significantly affect job satisfaction.     

授权的测量及其与员工工作态度的关系

首先，对Spreitzer的授权量表在中国文化背景下的适用性进行了检验，3家企业395份调查问卷的探索性因素分析和内部一致性分析表明，授权量表具有较好的效度和信度；20家企业942份调查问卷的验证性因素分析和内部一致性分析进一步验证了授权量表的效度和信度，这表明Spreitzer的授权四维模型在中国得到了验证，其编制的授权量表在中国具有较强的适用性。然后，利用20家企业942份调查问卷的结果，采用结构方程模型技术对授权与员工满意度、组织承诺、离职意向与工作倦怠等员工工作态度变量之间的关系进行了交叉验证分析，结果表明，工作意义对员工满意度与组织承诺有正向的影响，对离职意向与工作倦怠有负向的影响；自主性对员工满意度与组织承诺有正向的影响；自我效能对组织承诺有正向的影响     

God Versus Party: Competing Effects on Attitudes Concerning Criminal Punishment,National Security,and Military Service

We explore how images of God interact with political party to predict attitudes concerning the appropriate role of government in both criminal punishment and national security. Using the second wave of the Baylor Religion Survey (2007), we analyze the extent to which beliefs regarding God's moral judgment moderate the influence of party affiliation on opinions about the death penalty, fighting terrorism, punishing criminals, serving in the military, and U.S. involvement in the Iraq War. Specifically, we find that Democrats who believe in a judgmental God tend to support more conservative policies. In fact, attitudes converge such that the effects of party membership are erased if rival partisans both believe in a judgmental moral authority.     

Effects of emotion regulation strategies on anxiety during job interviews in Chinese college students

Background and objectives: Few studies related to the impact of different emotion regulation strategies on anxiety have used externally and ecologically valid emotion-eliciting stimuli or Eastern populations. The present study compares the effects of reappraisal, suppression, and acceptance on anxiety induced by a simulated job interview in a Chinese sample. Methods: Eighty-two subjects were randomly assigned to one of four instructions: reappraisal, suppression, acceptance, or no-regulation strategies during a simulated job interview. Anxiety was assessed with an observer-based behavior rating scale during the interview and the State Anxiety Inventory before, during, and after the interview. Results: A repeated-measures MANOVA indicated a significantly greater reduction in anxiety in the reappraisal and acceptance groups compared to the control group during the interview (reappraisal: d = 1.42; acceptance: d = 1.30; each p < .001), but not during the recovery stage. The suppression and control group did not differ in any stage. Suppression led to a higher (p_max < .04) anxiety than reappraisal/acceptance in the anticipation (d = 0.65/0.68), interview (d = 0.87/0.79), and recovery stages (d = 0.94/1.03). No significant differences were found between reappraisal and acceptance. Conclusions: In Chinese students reappraisal and acceptance seem to be more effective anxiety regulation strategies than suppression.     

Servant leadership and employee outcomes: the moderating role of subordinates’ motives

Drawing from implicit leadership theories we advance servant leadership theory by examining moderating mechanisms that explain under what conditions servant leader behaviours impact followers in organizations. Specifically, we focused on the moderating role of subordinates’ motivational orientations—prosocial values or impression management motives—in relationships between servant leadership behaviours and job satisfaction, as well as subordinate organizational citizenship behaviours (OCBs). Using time-lagged data collected from 192 supervisor-subordinate dyads, we found that servant leadership was positively associated with employees’ job satisfaction, but not significantly related to their performance of OCBs. We also found evidence that subordinates’ motives moderate the relationships between servant leadership and outcomes. Specifically, employees high on impression management experienced lower levels of job satisfaction than their lower scoring counterparts. Our findings suggest that servant leadership may not be equally beneficial for all followers. We discuss implications for theory and practice.