Sales manager cost control engagement: antecedents and performance implications

Many organizations face competing agendas by which they are expected to simultaneously grow sales output while controlling associated costs. At the interface of this organizational pressure and the sales force’s implementation of such initiatives is the sales manager. However, questions with significant implications remain regarding how a sales manager’s requisite engagement with cost control affects sales performance. To address this issue, the authors conceptualize and operationalize the notion of sales manager cost control engagement. Results from a survey of 178 business-to-business sales managers show the antecedent and consequence effects of sales manager cost control engagement. A variety of organizational factors are shown to effectively direct the sales manager’s attention to cost control, which in turn has a positive impact on cost-related sales performance. These findings add to an emergent body of research aimed at understanding key skills required of sales managers for driving sales performance as well as provide a novel perspective for sales managers to consider when balancing pressures between cost inputs and sales outputs. Several theoretical and managerial implications are offered, as are future research directions.     

Organizational commitment and job performance: Examining the moderating roles of occupational commitment and transformational leadership

To address why the relationship between affective organizational commitment and job performance varies, we draw on the theorization of Meyer, Becker, and Vandenberghe to propose moderation of affective occupational commitment and transformational leadership, separately and interactively. Data collected from 398 employees and their supervisors supported our hypotheses. Specifically, affective organizational commitment was more strongly associated with job performance for employees with high occupational commitment, or when a supervisor's transformational leadership was high. Importantly, in a moderated mediation relationship, we found the effect of transformational leadership on the relationship between affective organizational commitment and job performance for employees with high occupational commitment was contrary to its effect on employees with low occupational commitment. Given the significant roles of both commitments as discussed in the present study, we offer suggestions on how to consider these factors during the assessment and selection of personnel and role assignment.     

Multiple test batteries as predictors for pilot performance: A meta‐analytic investigation

Test Batteries (TBs) have a long history of use in pilot selection. The extent to which TBs predict future pilot performance has important implications. The existing pilot‐related psychometric meta‐analyses have focused primarily on scores of individual ability tests, rather than the combined scores composited from multiple ability tests. The objective of this study was to investigate the predictive validity of TBs' composite scores for several criteria of pilot performance. Informed by the Cattell–Horn–Carroll theory, we proposed a classification scheme of six categories representing the most common composite scores in selection assessment: Acquired Knowledge, Perceptual Processing, Motor Abilities, Controlled Attention, General Ability, and Work Sample. For overall pilot performance, based on 267 correlations from 118 independent samples, results showed that the six categories of TBs are valid predictors (Mean_r = .10–.34), and at least five of them have validity that is likely to generalize across selection contexts.     

Predicting innovative performance through proactive personality: Examining its criterion validity and incremental validity over the five‐factor model

Innovation has emerged as a key work outcome for modern organizations. The present paper answers recent calls from several researchers for further empirical research on the validity of personality variables for predicting individual innovative performance. More specifically, it is focused on the validity of proactive personality. Using a sample of 170 software engineers and their direct supervisors from a multinational information technology firm, we found that this individual disposition represents a valid and meaningful predictor of individual innovative performance, when assessed through supervisor ratings. Further analyses have also shown that proactive personality remains a significant predictor of this criterion, when the big five factors of personality are taken into account. Theoretical and practical implications of these findings are presented and discussed.     

受助者结果类型对亲社会表现的影响:成人与儿童的对比研究

亲社会表现是指人们在社会交往中表现出来的谦让、帮助、合作、分享等行为,其影响机制受到广泛关注。本文通过两个研究（分别以大学生和二、四、六年级小学生为研究对象）探讨了受助者结果类型（受助者获得积极结果vs.受助者避免消极结果）对亲社会表现的影响。结果显示：（1）受助者避免消极结果条件比受助者获得积极结果条件诱发成人更高的亲社会意愿和行为;（2）六年级儿童帮助他人避免消极结果的亲社会意愿更强、情绪更积极;（3）相对于帮助他人避免消极结果,二年级儿童更倾向于帮助他人获得积极结果。这些结果说明受助者结果类型影响个体的亲社会表现（包括亲社会行为、亲社会意愿、亲社会情绪）,并且这种影响因成人和儿童有所不同：成人和年长儿童表现出亲社会损失规避现象,年幼儿童则表现出相反效应。     

A meta-analysis on promotion- and prevention-focused job crafting

The purpose of this study is to present a meta-analytical summary of the job crafting literature. We integrate resource- and role-based job crafting conceptualizations in one job crafting model, which can theoretically account for beneficial and detrimental job crafting effects. Applying reasoning from regulatory focus theory we differentiated promotion-focused (increasing job resources and challenging job demands; expansion-oriented task, relational, and cognitive crafting) from prevention-focused (decreasing hindering job demands; contraction-oriented task and relational crafting) job crafting. We hypothesized that promotion-focused job crafting relates positively and prevention-focused job crafting relates negatively with employee health, motivation, and performance. Results of cross-sectional meta-analytical structural equation modelling showed that promotion-focused job crafting was positively related with work engagement and negatively related with burnout, while prevention-focused job crafting was negatively related with work engagement and positively related with burnout. Moreover, promotion-focused job crafting was positively and prevention-focused job crafting was negatively related with performance through work engagement and burnout. Results of longitudinal meta-analytical structural equation modelling showed that there were reciprocal, positive relationships between promotion-focused job crafting and work engagement, and between prevention-focused job crafting and burnout. Implications for future research and practice are discussed.     

Perceived competence and impression management: Testing the mediating and moderating mechanisms

Using a diverse and unique sample of triads (N = 191 self, peer, and supervisor reports) from a field survey of two service sector organisations, this study examined the effects of perceived competence (self‐reported) and supervisor‐rated performance ratings on peer‐rated impression management. The study also tested the mediating role of performance in competence–impression management relationships and the moderating role of job satisfaction (self‐reported) in performance–impression management relationships using bootstrapping techniques. The study further examined the conditional indirect effects (i.e., moderated mediation) of perceived competence on impression management. The sample consisted of white collar employees from a government organisation and a leading cellular company in a developing country (i.e., Pakistan). Employees with low perceived competence were more likely to use impression management tactics than were those with high perceived competence. Similarly, poor performance ratings produced high impression management. Moreover, performance mediated the relationship between competence and impression management. The findings also suggest that perceived competence has a negative indirect effect on impression management for those with high levels of job satisfaction. Finally, impression management was highest when performance and satisfaction were low.