Goal regulation across time: the effects of feedback and affect

This research focused on the processes individuals use to regulate their goals across time. Two studies examined goal regulation following task performance with 6 samples of participants in a series of 8-trial task performance experiments. The experiments involved: (a) 3 task types, (b) 2 goal types, and (c) actual or manipulated performance feedback referring to the focal participant's own performance or to the participant's performance compared with others' performance. Applying multilevel methods, the authors examined (a) how performance feedback influences subsequent goals within individuals across both negative and positive performance feedback ranges, and (b) the mediating role of affect in explaining the relationship between feedback and subsequent goal setting. Results showed that participants adjusted their goals downwardly following negative feedback and created positive goal-performance discrepancies by raising their goals following positive feedback. In each sample, affect mediated substantial proportions of the feedback-goals relationship within individuals.     

Capitalising on Positive Work Events by Sharing them at Home

The authors integrate existing theory on work–family integration and interpersonal capitalisation on positive work events by examining the effects of sharing positive work events with one's spouse on employee life satisfaction. A field study was conducted with 131 employees of a large Midwestern university, who completed surveys online. Participants provided accounts of their most important positive event during the prior week and indicated whether they had shared this event with their spouse. They also retrospectively rated their positive affect and life satisfaction over the course of the study. Results based on hierarchical regression analysis indicated that having shared that event with one's spouse was positively associated with positive affect and life satisfaction after controlling for personality and event characteristics. These results were corroborated in a subsample of 99 employees whose spouses provided independent reports of whether the event was shared with them. This research reveals that sharing positive events with others has unique and significant contributions to positive affect and life satisfaction. More importantly, these findings show that the interpersonal act of sharing is effective when conducted cross‐domain: the act of sharing positive work events with family members increases positive affect and life satisfaction.     

Intraindividual models of employee well-being: What have we learned and where do we go from here?

As societal concern shifts from financial survival towards quality of life issues, both in and outside of the workplace, scholarly interest in employee well-being too has risen greatly in recent years. This greater attention to the antecedents and outcomes of employee well-being, such as job satisfaction, work engagement, and job burnout amongst others, is reflected in the proliferation of theories, constructs, and studies seeking to describe and explain why employees flourish or become exhausted at work, and the effect of employee well-being on individual behaviours and the organization at large. In this article, we provide a selective review of the current state of research in employee well-being, as well as key theories that have been employed in its study, with the aim of providing a critical assessment of the current state of employee well-being research as well as suggest future directions for the field. In particular, we discuss how research adopting intraindividual perspectives in the study of employee well-being can not only add value to our understanding of well-being but also complement the findings from between-individual studies, and offer suggestions for the development of a comprehensive theoretical model that integrates the two perspectives.     

An experience-sampling measure of job satisfaction and its relationships with affectivity,mood at work,job beliefs,and general job satisfaction

In this article, we proposed an experience-sampling method of measuring job satisfaction, assessed the contributions of average levels of mood at work and job beliefs to the prediction of job satisfaction, and examined the role of mood in mediating the relationship between affectivity and job satisfaction. The study involved a three-phase multisource longitudinal design that included experience-sampling surveys in the second phase of the study. Results suggested that average levels of experience-sampled job satisfaction indicate the general attitudinal construct of job satisfaction. As expected, pleasant mood at work and beliefs about the job made independent contributions to the prediction of job satisfaction (as measured with an overall evaluation and with an experience-sampling measure). In support of our mediation hypotheses, pleasant mood mediated the affectivity?–?job satisfaction relationship and the mediating effect was much stronger when job satisfaction was assessed with the experience-sampling method.     

Improving judgmental forecasts with judgmental bootstrapping and task feedback support

This study examines the utility of two widely advocated methods for supporting judgmental forecasts—providing task feedback and providing judgmental bootstrapping support. In a simulated laboratory based experiment that focused on producing composite sales forecasts from three individual components, we compared the effectiveness of these two methods in improving final judgmental forecasts. In the presence of cognitive feedback task, feedback led to better forecasts than providing judgmental bootstrap forecasts. Simply providing bootstrap forecasts was of no additional benefit over a control condition. This was true in terms of the Brunswik Lens model measures of achievement, knowledge, and consistency, and in terms of forecast accuracy. This occurred both in stable environments and when special events (unusual one‐time events requiring adjustments to the forecasts) arose. Copyright © 2005 John Wiley & Sons, Ltd.     

Work–family interpersonal capitalization: Sharing positive work events at home

In a 3-week experience-sampling study of 52 full-time employees, the authors investigated the within-individual relationships among positive work events, affective states, and job satisfaction. They also examined the influence of work–family interpersonal capitalization (sharing work events with one’s spouse or partner at home) on employees’ job and relationship satisfaction. Results revealed that positive events influenced job satisfaction through positive affect, and work–family interpersonal capitalization on the most positive work event of the day positively impacted job satisfaction over and above the effects of the event’s pleasantness and of the number of other positive work events experienced that day.     

Leader-member exchange and citizenship behaviors: a meta-analysis

This article provides a meta-analytic review of the relationship between the quality of leader-member exchanges (LMX) and citizenship behaviors performed by employees. Results based on 50 independent samples (N = 9,324) indicate a moderately strong, positive relationship between LMX and citizenship behaviors (rho = .37). The results also support the moderating role of the target of the citizenship behaviors on the magnitude of the LMX-citizenship behavior relationship. As expected, LMX predicted individual-targeted behaviors more strongly than it predicted organizational targeted behaviors (rho = .38 vs. rho = .31), and the difference was statistically significant. Whether the LMX and the citizenship behavior ratings were provided by the same source or not also influenced the magnitude of the correlation between the 2 constructs.     

Explaining affective linkages in teams: individual differences in susceptibility to contagion and individualism-collectivism

To expand on the understanding of how affective states are linked within teams, the authors describe a longitudinal study examining the linkages between team members' affective states over time. In a naturalistic team performance setting, they found evidence that the average affective state of the other team members was related to an individual team member's affect over time, even after controlling for team performance. In addition, they found that these affective linkages were moderated by individual differences in susceptibility to emotional contagion and collectivistic tendencies such that the strength of the linkage was stronger for those high in susceptibility and those with collectivistic tendencies. Implications for research and practice are discussed.     

The forgotten ones? The validity of consideration and initiating structure in leadership research

This study provided a meta-analysis of the relationship of the Ohio State leadership behaviors--Consideration and Initiating Structure--with leadership. Overall, 163 independent correlations for Consideration and 159 correlations for Initiating Structure were analyzed. Results revealed that both Consideration (.48) and Initiating Structure (.29) have moderately strong, nonzero relations with leadership outcomes. Consideration was more strongly related to follower satisfaction (leader satisfaction, job satisfaction), motivation, and leader effectiveness, and Initiating Structure was slightly more strongly related to leader job performance and group-organization performance. Validities did vary by leadership measure, but in most cases validities generalized regardless of the measure used. Overall, the results provide important support for the validity of Initiating Structure and Consideration in leadership research.