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Journal of Organizational Behavior

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ISSN (Print) 0894-3796 - ISSN (Online) 1099-1379
Published by John Wiley and Sons

[1587 journals]

Is humor the best medicine? The buffering effect of coping humor on traumatic stressors in firefighters
- Authors: Michael Sliter; Aron Kale, Zhenyu Yuan
  Pages: n/a - n/a
  Abstract: Although our understanding of workplace stressors has grown across the past 30 years, this research has generally ignored traumatic workplace stressors. This is a serious omission, given that many occupations (e.g., firefighters, emergency medical technicians, and police) are frequently exposed to traumatic stressors. As such, the first purpose of the current study was to examine the impact of exposure to traumatic stressors in firefighters. Post‐traumatic stress disorder (PTSD), burnout, and absenteeism were investigated as cognitive, affective, and behavioral outcomes. Additionally, we sought to investigate coping humor as a mechanism for dealing with traumatic stressors. We frame these expectations by discussing humor from a transactional theory of emotion/coping perspective, as well as through humor's social bonding feature and its ability to combat the physiological impact of stressors. We surveyed 179 firefighters at two time points on relevant variables, with dependent variables collected at Time 2. The results indicated that traumatic events significantly predicted burnout, PTSD, and absenteeism and that coping humor buffered this relationship for burnout and PTSD. We discuss the implications of these findings and call for more research investigating occupations in which traumatic stressors are a concern, as well as for more integration of humor into the workplace literature. Copyright © 2013 John Wiley & Sons, Ltd.
  PubDate: 2013-05-14T04:43:54.171208-05:
  DOI: 10.1002/job.1868
Personality across working life: The longitudinal and reciprocal influences of personality on work
- Authors: Stephen A. Woods; Filip Lievens, Filip De Fruyt, Bart Wille
  Pages: n/a - n/a
  Abstract: This paper focuses on the role of personality at different stages of people's working lives. We begin by reviewing the research in industrial, work, and organizational (IWO) psychology regarding the longitudinal and dynamic influences of personality as an independent variable at different career stages, structuring our review around a framework of people's working lives and careers over time. Next, we review recent studies in the personality and developmental psychology domain regarding the influence of changing life roles on personality. In this domain, personality also serves as a dependent variable. By blending these two domains, it becomes clear that the study of reciprocal effects of work and personality might open a new angle in IWO psychology's long‐standing tradition of personality research. To this end, we outline various implications for conceptual development (e.g., trait stability) and empirical research (e.g., personality and work incongruence). Finally, we discuss some methodological and statistical considerations for research in this new research domain. In the end, our review should enrich the way that IWO psychologists understand personality at work, focusing away from its unidirectional predictivist influence on job performance toward a more complex longitudinal reciprocal interplay of personality and working life. Copyright © 2013 John Wiley & Sons, Ltd.
  PubDate: 2013-05-14T01:35:42.844978-05:
  DOI: 10.1002/job.1863
Strategic alignment with organizational priorities and work engagement: A multi‐wave analysis
- Authors: Amanda Biggs; Paula Brough, Jennifer P. Barbour
  Pages: n/a - n/a
  Abstract: This study advances the limited research on work alignment and work engagement by investigating how perceived alignment of job tasks and organizational strategic priorities (strategic alignment) influences work engagement. Measures of job control and work social support were also included to enable comparisons between strategic alignment and other well‐established job resources. A total of 1011 employees of an Australian state police service responded to three electronic, self‐report surveys. A reciprocal model was assessed over three waves of data, with varying time lags: 18 (Time 1 to Time 2), 12 (Time 2 to Time 3), and 30 months (Time 1 to Time 3). Longitudinal, reciprocal relationships were observed for work engagement and job control, strategic alignment, and colleague support. Work engagement also predicted supervisor support over time (reverse effect). This study demonstrated that, in addition to job resources, perceived alignment of job tasks and organizational priorities plays an important role in maintaining high levels of work engagement over time. Copyright © 2013 John Wiley & Sons, Ltd.
  PubDate: 2013-05-09T07:07:29.352382-05:
  DOI: 10.1002/job.1866
The role of weekly high‐activated positive mood, context, and personality in innovative work behavior: A multilevel and interactional model
- Authors: Hector P. Madrid; Malcolm G. Patterson, Kamal S. Birdi, Pedro I. Leiva, Edgar E. Kausel
  Pages: n/a - n/a
  Abstract: This article proposed and tested a multilevel and interactional model of individual innovation in which weekly moods represent a core construct between context, personality, and innovative work behavior. Adopting the circumplex model of affect, innovative work behavior is proposed as resulting from weekly positive and high‐activated mood. Furthermore, drawing on the Big Five model of personality and cognitive appraisal theory, openness to experience and support for innovation are proposed as individual and contextual variables, respectively, which interplay in this process. Openness to experience interacts with support for innovation leading to high‐activated positive mood. Furthermore, openness interacts with these feelings leading to greater levels of innovative work behavior. Overall, the model entails a moderated mediation process where weekly high‐activated positive mood represents a crucial variable for transforming contextual and individual resources into innovative outcomes. These propositions were tested and supported using a diary methodology and multilevel structural equation modeling, on the basis of 893 observations of innovative work behavior and moods nested in 10 weekly waves of data. This information was collected from 92 individuals of diverse occupations employed in 73 distinct companies. Theoretical and practical implications are discussed. Copyright © 2013 John Wiley & Sons, Ltd.
  PubDate: 2013-05-09T01:03:09.28156-05:0
  DOI: 10.1002/job.1867
Episodic envy and counterproductive work behaviors: Is more justice always good?
- Authors: Abdul Karim Khan; Samina Quratulain, Chris M. Bell
  Pages: n/a - n/a
  Abstract: The authors examined how perceived event‐specific procedural and distributive justice about own and envied others' outcomes interacts with episodic envy to predict counterproductive work behaviors. Our results were consistent with the attribution model of justice, finding that episodic envy significantly predicted counterproductive work behaviors aimed at envied others in the workplace and that this relationship was more pronounced when perceptions of procedural, but not distributive, justice about own or envied others' outcomes were high rather than low. We tested a moderated‐mediation model in which self‐attributions for the outcome mediated the effect of episodic envy on counterproductive work behaviors and that the effect of envy was stronger when perceptions of own or others' procedural justice were high rather than low. This research contributes to the literature on envy processes in the workplace and is the first to use a specific emotion, envy, as a proxy for a negative outcome in a demonstration of the attribution model of justice. Copyright © 2013 John Wiley & Sons, Ltd.
  PubDate: 2013-04-29T08:47:36.09916-05:0
  DOI: 10.1002/job.1864
The role of supervisor political skill in mentoring: Dual motivational perspectives
- Authors: Li‐Yun Sun; Wen Pan, Irene Hau Siu Chow
  Pages: n/a - n/a
  Abstract: Drawing on self‐determination and self‐concept‐based theories, this study investigated the mediating effects of psychological empowerment and organization‐based self‐esteem on the relationship between supervisory mentoring and employee performance and the moderating effect of supervisor political skill on the direct and first stage of the indirect effects. Data were obtained from a sample of 330 subordinate–supervisor dyads from the People's Republic of China. Using PROCESS of conditional indirect effect, we found support for the moderated direct and indirect effects of supervisory mentoring. First, supervisor political skill moderates the direct effect of supervisory mentoring on employee promotability. Second, supervisor political skill moderates the indirect effect of supervisory mentoring on the following: (i) employee promotability via both psychological empowerment and organization‐based self‐esteem and (ii) contextual performance only via psychological empowerment. These direct and indirect effects of supervisory mentoring are stronger when supervisors demonstrate a higher level of political skill. Copyright © 2013 John Wiley & Sons, Ltd.
  PubDate: 2013-04-25T03:24:45.482659-05:
  DOI: 10.1002/job.1865
Workplace racial/ethnic similarity, job satisfaction, and lumbar back health among warehouse workers: Asymmetric reactions across racial/ethnic groups
- Authors: Annekatrin Hoppe; Kaori Fujishiro, Catherine A. Heaney
  Pages: n/a - n/a
  Abstract: Racial and ethnic minority employees constitute a significant proportion of the U.S. workforce. The literature on demographic similarity in the workplace suggests that the proportion of co‐workers who share the same racial/ethnic background (racial/ethnic similarity) can influence job attitudes and employee well‐being and that the reactions to racial/ethnic similarity may differ between the racially dominant and subordinate groups. This study applies status construction theory to examine the extent to which racial/ethnic similarity is associated with job satisfaction and lumbar back health among warehouse employees. We surveyed 361 warehouse workers (204 whites, 94 African‐Americans, and 63 Latino workers) in 68 jobs in nine distribution centers in the United States. Multilevel analyses indicate that white and racial/ethnic minority groups react differently to racial/ethnic similarity. For job satisfaction, white employees experience higher job satisfaction when they are highly racially/ethnically similar to their colleagues, whereas Latino employees experience higher job satisfaction when they are racially/ethnically dissimilar to others. As for lumbar back health, among Latino and African‐American employees, higher racial/ethnic similarity is associated with better lumbar back health whereas for white employees, the association is the opposite. Across all groups, moderate levels of racial/ethnic similarity were associated with the best lumbar back health. Copyright © 2013 John Wiley & Sons, Ltd.
  PubDate: 2013-04-19T12:36:11.883186-05:
  DOI: 10.1002/job.1860
Examining the effects of feeling trusted by supervisors in the workplace: A self‐evaluative perspective
- Authors: Dora C. Lau; Long W. Lam, Shan S. Wen
  Pages: n/a - n/a
  Abstract: Trusting and feeling trusted are related but unique components of a trusting relationship. However, we understand relatively little about the effects of felt trust on work performance and organizational citizenship behavior. From a self‐evaluative perspective, this study argued that when employees perceive that their supervisors trust them, their organization‐based self‐esteem is enhanced, leading them to perform better in the workplace. We tested our hypotheses on a sample of 497 teachers using two trust measures, that is, reliance and disclosure, and found support for them on the basis of the reliance (but not the disclosure) measure. The effect of felt trust especially reliance on the employees' work performances were mediated by their organization‐based self‐esteem. Copyright © 2013 John Wiley & Sons, Ltd.
  PubDate: 2013-04-19T12:27:05.994756-05:
  DOI: 10.1002/job.1861
How does spouse career support relate to employee turnover? Work interfering with family and job satisfaction as mediators
- Authors: Ann H. Huffman; Stephanie C. Payne, Wendy J. Casper
  Pages: n/a - n/a
  Abstract: Employee turnover is a major concern because of its cost to organizations. Although theory supports the influence of nonwork factors on turnover, our understanding of the degree to which nonwork factors relate to actual turnover behavior is not well developed. Using a sample of 5505 U.S. Army officers, we assessed the extent to which spouse career support related to reduced turnover four years later through work interfering with family (WIF) and job satisfaction as mechanisms. Results revealed that spouse career support decreased the odds of turnover, and WIF and job satisfaction sequentially mediated this relationship, with lower WIF and higher job satisfaction reducing the odds of turnover. Practical implications of using family support systems as retention interventions are discussed. Copyright © 2013 John Wiley & Sons, Ltd.
  PubDate: 2013-04-15T02:45:49.215222-05:
  DOI: 10.1002/job.1862
The “Incubation” of high‐impact ideas: Past directions and future perspectives
- Authors: Thomas A. Wright
  Pages: n/a - n/a
  PubDate: 2013-03-08T11:22:32.235807-05:
  DOI: 10.1002/job.1859
How career orientation shapes the job satisfaction–turnover intention link
- Authors: Cécile Tschopp; Gudela Grote, Marius Gerber
  Pages: n/a - n/a
  Abstract: This study examined the impact of career orientation on the static and dynamic relationships between job satisfaction and turnover intention. Longitudinal data of 255 employees were collected at three waves of measurement 1 year apart. Results for career orientations as a moderator differed between the static and dynamic job satisfaction–turnover links. The static relationship was found to be similar and less negative for employees with independent and loyalty‐focused career orientations than for promotion‐focused and disengaged employees. Regarding the dynamic relationship between job satisfaction change and turnover intention change, however, independent and loyalty‐focused employees differed: An increase (decline) in job satisfaction was more strongly related to a decline (increase) in turnover intention for independent employees than for loyalty‐focused employees. These findings provide new insights into the differential dynamics involved in assessing work situations and responding to them based on different career aspirations and interests. Consequences for research and practice regarding more effective human resource management are discussed. Copyright © 2013 John Wiley & Sons, Ltd.
  PubDate: 2013-02-04T02:00:26.887616-05:
  DOI: 10.1002/job.1857
Human capital diversity in the creation of social capital for team creativity
- Authors: Jing Han; Jian Han, Daniel J. Brass
  Pages: n/a - n/a
  Abstract: We highlight the social aspects of team creativity by proposing that team creativity is influenced by two types of team social capital: bridging and bonding social capital. Going beyond the structural perspective, we posit that team‐level human capital diversity is one of the potential antecedents of social capital for team creativity. We suggest that network structures are formed by teammates' interactions, which are largely the result of differences in their individual characteristics. The results of an empirical study using 36 teams of MBA students showed that the interaction of team‐bridging social capital with team‐bonding social capital was positively and significantly related to team creativity. Knowledge variety and knowledge disparity had a joint effect on team‐bridging social capital, and knowledge separation was negatively related to team‐bonding social capital. Moreover, team social capital mediated the effects of knowledge diversity on team creativity. Our study has several important implications for team creativity, social networks, and diversity research. Copyright © 2013 John Wiley & Sons, Ltd.
  PubDate: 2013-02-01T06:49:58.262634-05:
  DOI: 10.1002/job.1853
The two faces of high self‐monitors: Chameleonic moderating effects of self‐monitoring on the relationships between personality traits and counterproductive work behaviors
- Authors: In‐Sue Oh; Steven D. Charlier, Michael K. Mount, Christopher M. Berry
  Pages: n/a - n/a
  Abstract: This study examines whether and how self‐monitoring moderates the relationships between two personality traits (agreeableness and conscientiousness) and counterproductive work behavior directed toward the organization (CWB‐O) and toward other employees (CWB‐I). High self‐monitors strive to attain personal goals related to status and prestige enhancement by adjusting their behavior to what the situation requires or allows for. We propose that the status enhancement motive can take on two different yet related forms—impression management (interpersonal potency) and opportunism (win‐at‐all‐costs)—depending on relevant situational cues. We hypothesize that in public, interpersonal settings where their behavior is visible to others, high self‐monitors' desire to enhance their status by looking good to others suppresses the natural expression of low agreeableness via increased engagement in CWB‐I. Conversely, we hypothesize that in private, non‐interpersonal settings where their behavior is rarely visible to others, high self‐monitors' desire to enhance their status by doing whatever it takes to get what they want intensifies the natural expression of low conscientiousness via increased engagement in CWB‐O. On the basis of two independent samples of participants, results of moderated multiple regression analyses provided support for the hypotheses. Copyright © 2013 John Wiley & Sons, Ltd.
  PubDate: 2013-01-22T01:33:16.82819-05:0
  DOI: 10.1002/job.1856
When mentors feel supported: Relationships with mentoring functions and protégés' perceived organizational support
- Authors: Changya Hu; Sheng Wang, Chun‐Chi Yang, Tsung‐yu Wu
  Pages: n/a - n/a
  Abstract: We surveyed full‐time employees of ongoing mentoring relationships to investigate relationships among mentors' perceived organizational support (POS), the extent of mentoring functions protégés received, and protégés' POS. Moreover, we examined the moderating role of mentors' altruistic personality in the relationship between mentors' POS and mentoring functions received. Results showed that mentors' POS was positively related to the extent of mentoring protégés reported receiving, which was then related positively to protégés' POS. Furthermore, the extent of mentoring received partially mediated the relationship between mentors' POS and protégés' POS. We also found that mentors' altruistic personality moderated the positive relationship between mentors' POS and the extent of mentoring received such that this relationship was stronger for low altruistic mentors. Theoretical and practical implications of the findings are discussed. Copyright © 2013 John Wiley & Sons, Ltd.
  PubDate: 2013-01-10T03:09:20.038354-05:
  DOI: 10.1002/job.1851
A longitudinal examination of role overload and work–family conflict: The mediating role of interdomain transitions
- Authors: Russell A. Matthews; Doan E. Winkel, Julie Holliday Wayne
  Pages: n/a - n/a
  Abstract: Through the lens of boundary theory, we examine whether the relationship between role overload and work–family conflict is explained by the use of interdomain transitions. With a sample of 250 working adults, we examined whether individuals respond to role overload by engaging in interdomain transitions and how the frequency of these transitions influences work–family conflict both concurrently and over time. Results support our expectation that at a given time, interdomain transitions function as an episodic coping mechanism with short‐term costs (greater work–family conflict) and benefits (less role overload). Also, engaging in interdomain transitions was an explanatory variable linking role overload and work–family conflict. We expected that, over time, engaging in interdomain transitions would function as a preventive coping mechanism, serving to reduce role overload. Interestingly though, several of the longitudinal hypotheses were counter to prediction. Our findings provide further evidence for the use of boundary theory in examinations of the work–family interface. Insights on areas within the literature that require further theoretical development are discussed, along with a consideration of the application of emerging methodologies within our empirical designs. Copyright © 2013 John Wiley & Sons, Ltd.
  PubDate: 2013-01-03T03:46:53.525896-05:
  DOI: 10.1002/job.1855
Abusive supervision and feedback avoidance: The mediating role of emotional exhaustion
- Authors: Marilyn V. Whitman; Jonathon R. B. Halbesleben, Oscar Holmes
  Pages: n/a - n/a
  Abstract: The occurrence of abusive supervision is steadily rising. Extant literature continues to expand the number of destructive consequences linked to such improper workplace behavior. This study tested a model linking abusive supervision to feedback avoidance through emotional exhaustion. We invoked conservation of resources theory in our examination of the role that the loss of valued resources plays in instances where abuse is perceived. Results from three rounds of matched data from 460 nurses and 220 working adults demonstrated support for our model, suggesting a mediating effect for exhaustion on the relationship between abuse and feedback avoidance. Findings also revealed that feedback avoidance was associated with subsequent exhaustion, representing a loss spiral. These findings are important as they reveal the link between a subordinate's reactions (exhaustion) and coping behavior (feedback avoidance) when supervisory abuse is perceived. Theoretical and practical implications, limitations, and directions for future research are offered. Copyright © 2012 John Wiley & Sons, Ltd.
  PubDate: 2012-12-27T03:06:39.49269-05:0
  DOI: 10.1002/job.1852
Capitalizing on proactivity for informal mentoring received during early career: The moderating role of core self‐evaluations
- Authors: Jian Liang; Yaping Gong
  Pages: n/a - n/a
  Abstract: This paper examines the role of proactive personality in the receipt of informal mentoring received (i.e., psychosocial and career‐related mentoring) among a sample of 174 early career employees in China. The regression results indicated that networking behavior mediated the relationship between proactive personality and career‐related mentoring, whereas voice behavior mediated the relationship between proactive personality and psychosocial mentoring. Furthermore, core self‐evaluations moderated the aforementioned two indirect relationships such that they were stronger at higher levels of core self‐evaluations. Our analyses also showed that the moderating effects occurred at the first stage of the indirect relationships. We discuss the theoretical and practical implications of these findings. Copyright © 2012 John Wiley & Sons, Ltd.
  PubDate: 2012-12-21T04:39:43.554132-05:
  DOI: 10.1002/job.1849
Impact of authentic leadership on performance: Role of followers' positive psychological capital and relational processes
- Authors: Hui Wang; Yang Sui, Fred Luthans, Danni Wang, Yanhong Wu
  Pages: n/a - n/a
  Abstract: Authentic leadership has received considerable attention and research support over the past decade. Now the time has come to refine and better understand how it impacts performance. This study investigates the moderating role followers' positive psychological capital (PsyCap) and the mediating role that leader–member exchange (LMX) may play in influencing the relationship between authentic leadership and followers' performance. Specifically, we tested this mediated moderation model with matched data from 794 followers and their immediate leaders. We found that authentic leadership is positively related to LMX and consequently followers' performance, and to a larger degree, among followers who have low rather than high levels of PsyCap. Our discussion highlights the benefits of understanding the roles of relational processes and followers' positive psychological resources involved in the effectiveness of authentic leadership and how they can be practically implemented. Copyright © 2012 John Wiley & Sons, Ltd.
  PubDate: 2012-12-14T07:22:26.814474-05:
  DOI: 10.1002/job.1850
We're all in this together…except for you: The effects of workload, performance feedback, and racial distance on helping behavior in teams
- Authors: María del Carmen Triana; Christopher O. L. H. Porter, Sandra W. DeGrassi, Mindy Bergman
  Pages: n/a - n/a
  Abstract: We draw from social categorization theory and the actor–observer hypothesis to extend previous research regarding receiving high levels of help from team members. Specifically, we explore how a team member's performance feedback on how they handled a disproportionately heavy share of the team's workload and how their racial distance from the rest of their teammates affect the amount of helping that person receives from their teammates. Results from a laboratory study in which 79 teams worked on a computerized, decision‐making task demonstrated a three‐way interaction between workload, performance feedback, and the racial distance between the feedback recipient and the rest of their teammates. Racially distant negative feedback recipients who had a disproportionately heavy share of their team's workload received less help from teammates than their racially similar counterparts. Copyright © 2012 John Wiley & Sons, Ltd.
  PubDate: 2012-12-11T06:23:36.586177-05:
  DOI: 10.1002/job.1842
The interactive effects of conscientiousness, openness to experience, and political skill on job performance in complex jobs: The importance of context
- Authors: Gerhard Blickle; James A. Meurs, Andreas Wihler, Christian Ewen, Andrea Plies, Susann Günther
  Pages: n/a - n/a
  Abstract: Caveats concerning the ability of personality to predict job performance have been raised because of seemingly modest criterion‐related validity. The goal of the present research was to test whether narrowing the context via the type of job (i.e., jobs with complex task demands) and adding a social skill‐related moderator (i.e., political skill) would improve performance prediction. Further, along with political skill, the broad factor of personality demonstrated in prior research to have the strongest criterion validity (i.e., conscientiousness) was joined with a narrow construct closely related to openness to experience (i.e., learning approach) in a three‐way interactive prediction of supervisor‐rated task performance. With the employee–supervisor dyads among professionals, but not with the control group of non‐professional employees, task performance was predicted by the three‐way interaction, such that those high on all three received the highest performance ratings. Implications, strengths and limitations, and directions for future research are discussed. Copyright © 2012 John Wiley & Sons, Ltd.
  PubDate: 2012-12-11T06:16:47.858392-05:
  DOI: 10.1002/job.1843
Exploring the dark side of organizational citizenship behavior
- Authors: Mark C. Bolino; Anthony C. Klotz, William H. Turnley, Jaron Harvey
  Pages: n/a - n/a
  Abstract: In recent years, there has been increasing interest in positive organizational scholarship in general, including positive organizational behavior (POB) in particular. This work identifies organizational citizenship behavior (OCB) as a prototypical POB. Conceptualizing OCBs in this way is sensible in light of more than 30 years of research highlighting the desirable aspects of such behavior. At the same time, some researchers have raised questions about positive organizational scholarship and have called for a more balanced view of ostensibly positive behaviors. The purpose of this paper, then, is to take a more nuanced view of OCBs while highlighting the dark side of citizenship behavior. In doing so, we review conceptual and empirical work that has challenged the idea that OCBs are inherently positive. We also discuss research that seeks to develop a deeper understanding of the conditions under which OCB does more harm than good. Finally, important areas for future research and the practical realities facing scholars who seek to publish research investigating the dark side of citizenship are addressed as well. Copyright © 2012 John Wiley & Sons, Ltd.
  PubDate: 2012-12-07T00:45:22.84492-05:0
  DOI: 10.1002/job.1847
When the abuse is unevenly distributed: The effects of abusive supervision variability on work attitudes and behaviors
- Authors: Babatunde Ogunfowora
  Pages: n/a - n/a
  Abstract: The present study examined the consequences of a dispersion‐based conceptualization of unit‐level abusive supervision or abusive supervision variability. Abusive supervision variability was proposed to negatively affect a number of employee attitudes and behaviors through the mediating effects of interpersonal justice climate strength. The results revealed significant cross‐level effects such that abusive supervision variability was negatively related to individual perceptions of leader ethicality, organizational ethicality, leader satisfaction, and affective organizational commitment. These effects remained robust after controlling for individual‐level abusive supervision. Abusive supervision variability was also positively related to the frequency with which unit members as a whole engaged in counterproductive work behaviors. Last, the results revealed partial support for the mediating effects of interpersonal justice climate strength. In sum, the findings highlight the importance of examining abusive supervision at both the individual and unit levels of analyses. Copyright © 2012 John Wiley & Sons, Ltd.
  PubDate: 2012-12-07T00:31:42.742851-05:
  DOI: 10.1002/job.1841
Proactive and reactive helping: Contrasting the positive consequences of different forms of helping
- Authors: Matthias Spitzmuller; Linn Van Dyne
  Pages: n/a - n/a
  Abstract: Research on helping has identified positive consequences of helping for the helper, beneficiary, group, and organization. Recent research, however, raises concerns about contingencies that influence the outcomes of helping and suggests the need for a more nuanced perspective on the positive outcomes of helping. In this paper, we develop a novel theoretical perspective to address these contingencies by differentiating between proactive helping and reactive helping. Drawing from the two main theoretical frameworks, which have been used as the basis for studying helping—social exchange theory and functional motives theory—we discuss differences in the positive consequences of reactive and proactive helping for helpers, dyads, groups, and organizations. We submit that reactive helping facilitates heedful relationships, such that it creates and perpetuates social exchange norms that benefit others in the group. Conversely, we posit that proactive helping is often based on fulfilling personal needs, such that it benefits the self in terms of reputational benefits, well‐being, favorable self‐evaluations, need satisfaction, and self‐development. We discuss theoretical implications of this framework for future research on the positive consequences of helping. Copyright © 2012 John Wiley & Sons, Ltd.
  PubDate: 2012-12-07T00:27:58.660943-05:
  DOI: 10.1002/job.1848
Explaining task performance and creativity from perceived organizational support theory: Which mechanisms are more important'
- Authors: Chongxin Yu; Stephen J. Frenkel
  Pages: n/a - n/a
  Abstract: Perceived organizational support (POS) theory specifies three mechanisms—felt obligation, group identification, and outcome expectancy—to explain the effects of organizational support on employee work outcomes. These mechanisms have usually been examined in isolation so that it is not possible to assess their relative explanatory power. The present study aims to remedy this problem by examining the three mechanisms simultaneously using structural equation modeling. On the basis of a sample of 206 bank employees in China, we focus on two types of employee performance—task performance and creativity—as dependent variables. Drawing on self‐determination theory and characteristics of the research context, we propose that task performance is more strongly predicted by felt obligation than by the other two mechanisms, whereas identification and expectancy more strongly predict creativity than felt obligation. We conclude by discussing our contribution to POS and creativity research, and highlight some important implications of our findings. Copyright © 2012 John Wiley & Sons, Ltd.
  PubDate: 2012-12-06T07:02:23.184415-05:
  DOI: 10.1002/job.1844
Introduction: The dark and light sides of organizational citizenship behavior
- Authors: Paul E. Spector
  Pages: n/a - n/a
  Abstract: This is an introduction to a point/counterpoint exchange in Journal of Organizational Behavior on the negative versus positive sides of organizational citizenship behavior (OCB). Such behaviors go beyond the core tasks that individuals do on the job and are generally considered positive contributions that support organizations. Bolino, Klotz, Turnley, and Harvey cover the dark (negative) side of OCB, arguing that it can be performed for self‐serving motives and that it can have detrimental effects. They discuss the costs of performing OCB to the individuals who perform it, and potential negative consequences for organizations. Conversely, Spitzmuller and Van Dyne cover the light (positive) side, focusing on OCB as forms of either proactive or reactive helping behavior. Proactive helping is motivated by internal needs with the individual seeking out opportunities to engage in OCB. Reactive helping is an altruistic response to a perceived need by a colleague or the organization itself. Taken together, these two papers provide a comprehensive overview of the complex effects of OCB on actors who perform it and targets who receive it. Copyright © 2012 John Wiley & Sons, Ltd.
  PubDate: 2012-11-27T18:00:12.95489-05:0
  DOI: 10.1002/job.1846
Organizational citizenship behavior in work groups: A team cultural perspective
- Authors: Jennifer Y. M. Lai; Long W. Lam, Simon S. K. Lam
  Pages: n/a - n/a
  Abstract: Although researchers have often found positive relationships between organizational citizenship behavior (OCB) and performance rating, very few studies have scrutinized the team contexts in which such relationships exist. This study examines how OCB influences job performance ratings within different team cultures, as measured by team collectivism and individualism. On the basis of multilevel data collected from 81 teams working at a multinational bank in Hong Kong, team collectivism and individualism were found to moderate the OCB–performance rating relationship such that OCB targeting individuals improved rated performance in highly collectivistic teams only, whereas only organizational OCB produced a significant improvement in highly individualistic teams. The implications of these findings and directions for future research directions are discussed here. Copyright © 2012 John Wiley & Sons, Ltd.
  PubDate: 2012-11-06T06:00:36.296316-05:
  DOI: 10.1002/job.1840
A meta‐analytic evaluation of diversity training outcomes
- Authors: Zachary T. Kalinoski; Debra Steele‐Johnson, Elizabeth J. Peyton, Keith A. Leas, Julie Steinke, Nathan A. Bowling
  Pages: n/a - n/a
  Abstract: The purpose of this meta‐analysis was to use theory and research on diversity, attitudes, and training to examine potential differential effects on affective‐based, cognitive‐based, and skill‐based outcomes, to examine potential moderators of those effects with a focus on affective‐based outcomes, and finally, to provide quantitative estimates of these posited relationships. Results from 65 studies (N = 8465) revealed sizable effects on affective‐based, cognitive‐based, and skill‐based outcomes as well as interesting boundary conditions for these effects on affective‐based outcomes. This study provides practical value to human resources managers and trainers wishing to implement diversity training within organizations as well as interesting theoretical advances for researchers. Practitioners have quantitative evidence that diversity training changes affective‐based, cognitive‐based, and skill‐based trainee outcomes. This study also supports and addresses future research needs. Copyright © 2012 John Wiley & Sons, Ltd.
  PubDate: 2012-11-05T08:35:35.154873-05:
  DOI: 10.1002/job.1839
The dynamics of strike votes: Perceived justice during collective bargaining
- Authors: Julie Cloutier; Pascale L. Denis, Henriette Bilodeau
  Pages: n/a - n/a
  Abstract: Why do workers decide to go on strike or change their mind during a strike' This field study aims to determine to what extent employees' perceptions of justice formed during the collective bargaining process influence their strike vote. Data were collected from a North American university faculty that went on strike 21 months after the expiration of its collective agreement. The results show that perceived justice about collective bargaining is a determinant of the strike vote. The role played by the employer and the union as a source of (in)justice and the importance of the four types of justice perceptions (procedural, distributive, interpersonal, and informational) vary depending on the context of ballots (initiate, continue, or end the strike). This suggests that the reduction of uncertainty leads to the activation of three different mechanisms: judgmental heuristics (salience), social comparison, and cognitive dissonance. The results also suggest that employees attempt to be as rational as possible when they decide to go on strike. Nevertheless, the decision to join strikers and to continue the strike is partly based on an emotional process: employees use the strike to punish the employer. Copyright © 2012 John Wiley & Sons, Ltd.
  PubDate: 2012-10-25T05:50:22.084551-05:
  DOI: 10.1002/job.1838
When creativity enhances sales effectiveness: The moderating role of leader–member exchange
- Authors: Ieva Martinaityte; Claudia A. Sacramento
  Pages: n/a - n/a
  Abstract: This study extends research on creativity by exploring the boundary conditions of the creativity–job effectiveness relationship. Building on social exchange theory, we argue that the extent to which employee creativity is related to sales—an objective work effectiveness measure—depends on the quality of leader–member exchange (LMX). We hypothesize that the relationship between creativity and sales is significant and positive when LMX is high, but not when LMX is low. Hierarchical linear modelling analysis provided support for the interaction hypothesis in a sample of 151 sales agents and 26 supervisors drawn from both pharmaceutical and insurance companies. Results showed that sales agents who were more creative generated higher sales only when they had high‐quality LMX. An ad hoc qualitative study provided a more detailed understanding of the moderator role played by LMX. Copyright © 2012 John Wiley & Sons, Ltd.
  PubDate: 2012-10-24T10:02:07.901084-05:
  DOI: 10.1002/job.1835
How do leadership motives affect informal and formal leadership emergence'
- Authors: Gil Luria; Yair Berson
  Pages: n/a - n/a
  Abstract: To what extent and in what ways do leadership motives of potential leaders predict their informal and formal leadership assignments' To address these questions, we conducted two studies in a military setting. In the first study (n = 215), we examined a mediated‐moderation model in which we hypothesized that the motivation to lead (MTL) of candidates to an elite unit would predict their teamwork behaviors and their tendency to emerge as leaders of their peers. We further hypothesized that cognitive ability would interact with MTL to predict teamwork behaviors and that teamwork behaviors would mediate the relationship between this interaction and leadership emergence. In Study 2, we followed up 60 candidates who were selected to the unit and examined whether MTL would predict the extent to which they achieved formal leadership roles. The findings of Study 1 supported the hypotheses included in the moderated mediation model. In Study 2, as expected, MTL predicted formal leadership emergence. We discuss several theoretical implications of these findings. Copyright © 2012 John Wiley & Sons, Ltd.
  PubDate: 2012-10-10T05:35:25.135099-05:
  DOI: 10.1002/job.1836
Pay satisfaction and work–family conflict across time
- Authors: Devasheesh P. Bhave; Amit Kramer, Theresa M. Glomb
  Pages: n/a - n/a
  Abstract: On the basis of justice and exchange theories, the authors propose that employees offset their levels of work–family conflict (WFC) with their levels of pay satisfaction. Results based on two waves of data indicate that pay satisfaction has a negative relationship with WFC after controlling for actual pay and other work‐related and family‐related variables. Analysis of pay satisfaction dimensions reveals that satisfaction with benefits and pay structure are negatively related to WFC, whereas satisfaction with pay level and pay raise are not. Number of dependents and level of education moderate the relationship between pay satisfaction and WFC; specifically, having more dependents and higher education attenuates the relationship between pay satisfaction and WFC. Copyright © 2012 John Wiley & Sons, Ltd.
  PubDate: 2012-10-02T09:25:54.845076-05:
  DOI: 10.1002/job.1832
Emotion regulation as a boundary condition of the relationship between team conflict and performance: A multi‐level examination
- Authors: Jane Yan Jiang; Xiao Zhang, Dean Tjosvold
  Pages: n/a - n/a
  Abstract: Although task conflict is widely believed to be beneficial whereas relationship conflict is destructive, evidence overall does not support this conclusion. This study develops the idea that the emotion regulation abilities of team members affect how they manage task and relationship conflict, both as individuals and as a team. Findings from a field study involving 39 teams support the argument that individuals skilled in emotion regulation can take advantage of task conflict to perform effectively and limit the negative impact of relationship conflict. Groups that have individuals highly skilled in emotion regulation were also found to make good use of team conflict. Results suggest that emotion regulation skills contribute to the effective management of task conflict and relationship conflict at both individual and group levels. Copyright © 2012 John Wiley & Sons, Ltd.
  PubDate: 2012-09-26T01:55:21.796559-05:
  DOI: 10.1002/job.1834
Organizational predictors and health consequences of changes in burnout: A 12‐year cohort study
- Authors: Michael P. Leiter; Jari J. Hakanen, Kirsi Ahola, Salla Toppinen‐Tanner, Aki Koskinen, Ari Väänänen
  Pages: n/a - n/a
  Abstract: We investigated job burnout and job characteristics, including decision authority, skill discretion, predictability, and information flow, among Finnish forestry workers (N = 4356) in a longitudinal study. We linked these responses individually with data on the participants' subsequent prescriptions for psychotropic drugs including antidepressants. We aim to study the antecedents of changes in burnout levels over four years time and their health‐related consequences in an eight‐year follow‐up. The results showed that inconsistency among the levels of the Maslach Burnout Inventory subscales (e. g., high scores in exhaustion and low cynicism or vice versa) at baseline identified patterns that were prone to change in burnout four years later. Information flow predicted the direction of this change for the exhaustion and cynicism aspects of burnout, whereas skill discretion and predictability did so for reduced professional efficacy. Change toward burnout predicted future risk of psychotropic drug use. It seems that adverse changes in burnout are influenced by poor organizational resources, and change toward burnout is likely to elevate the risk of poor mental health. Copyright © 2012 John Wiley & Sons, Ltd.
  PubDate: 2012-09-20T06:39:26.880009-05:
  DOI: 10.1002/job.1830
Employee silence motives: Investigation of dimensionality and development of measures
- Authors: Chad T. Brinsfield
  Pages: n/a - n/a
  Abstract: In four studies, I examine the motives for employee silence. In Study 1, I examine open‐ended survey responses to determine the nature and scope of silence motives. Study 2 develops measures of these motives and explores their factor structure. Study 3 refines the measures and provides confirmatory evidence of factor structure. Study 4 examines relationships between the new measures and related factors (employee voice, psychological safety, neuroticism, extraversion). Results indicate that six dimensions of silence motives (ineffectual, relational, defensive, diffident, disengaged, and deviant) emerged from the data, which can be reliably measured and provide incremental value for understanding and assessing employee silence. Copyright © 2012 John Wiley & Sons, Ltd.
  PubDate: 2012-09-17T07:13:47.385028-05:
  DOI: 10.1002/job.1829
Customer‐related social stressors and service providers' affective reactions
- Authors: Sarah Dudenhöffer; Christian Dormann
  Pages: n/a - n/a
  Abstract: Previous research has shown that customer‐related social stressors (CSS) have negative effects on service providers' long‐term well‐being. Little is known, however, about short‐term and mid‐term affective stress reactions and reciprocal effects between service providers' affect and CSS. The aim of this study was to expand extant research (i) by analyzing service providers' short‐term (across a day) and mid‐term (across 2 weeks) affective reactions to perceived CSS; (ii) by analyzing intraindividual as well as interindividual effects; and (iii) by investigating reciprocal effects of affective reactions and CSS that may eventually lead to psychosocial cycles. Our study employed a diary design with three measurement occasions per day over five consecutive days and a two‐week panel design using a sample of employees from public service organizations (N = 106). Results showed that CSS elicit changes in service providers' short‐term and mid‐term negative affects. We also found support for reversed effects of service providers' affective reactions on experienced CSS indicating psychosocial cycles between customers and service providers. To prevent escalation, we discuss potential resources. Copyright © 2012 John Wiley & Sons, Ltd.
  PubDate: 2012-09-17T07:12:45.01026-05:0
  DOI: 10.1002/job.1826
Effects of leadership consideration and structure on employee perceptions of justice and counterproductive work behavior
- Authors: Brian C. Holtz; Crystal M. Harold
  Pages: n/a - n/a
  Abstract: In this paper, we examine the effects of leadership consideration and structure on two important organizational behavior outcomes: employee perceptions of organizational justice and counterproductive work behavior (CWB). We examine these effects across two studies using multisource data (employees and supervisors in Study 1; employees and coworkers in Study 2). Results reveal that consideration and structure have distinct effects across distributive, procedural, informational, and interpersonal dimensions of justice. Moreover, results suggest that consideration and structure have multiplicative effects on employee CWB. We find the highest levels of CWB among employees of supervisors who exhibit high structure and low consideration. Interestingly, results also suggest that the effects of structure on CWB may be curvilinear (u‐shaped) such that moderate levels of structure are associated with the lowest levels of CWB. We discuss implications for future consideration and structure research as well as managerial practice. Copyright © 2012 John Wiley & Sons, Ltd.
  PubDate: 2012-09-14T09:16:21.373005-05:
  DOI: 10.1002/job.1825
Antecedents and outcomes of employee perceptions of intra‐organizational mobility channels
- Authors: Jennica R. Webster; Terry A. Beehr
  Pages: n/a - n/a
  Abstract: Employees' beliefs about how promotions are awarded within their organizations can have important consequences. We conducted two studies that focus on perceptions of the criteria used to make promotion decisions. In Study 1, we identified two types of perceived promotion criteria, performance‐based and nonperformance‐based. Then we use justice and social exchange theories to develop a model linking employee perceptions of promotion criteria to performance via their relationships with promotional justice and organizational commitment. In a sample of 305 employee–supervisor pairs, we found that both promotional justice and organizational commitment mediated between perceptions of promotion criteria and supervisor rated in‐role and extra‐role performance, and that having received a promotion in the past predicted attributions that promotions were based relatively more on performance or nonperformance criteria. Study 2 further examined the role of promotions themselves in the formation of perceptions of promotion criteria. Drawing from image and attribution theories, we hypothesized that the relationship between having received a promotion or not and perceptions of promotion criteria depends on ego defensiveness. In a sample of 145 employees, we found that those who scored high on ego defensiveness and who had not been promoted were especially likely to attribute promotion decisions to nonperformance criteria. Copyright © 2012 John Wiley & Sons, Ltd.
  PubDate: 2012-09-14T02:54:01.641103-05:
  DOI: 10.1002/job.1823
Transformational leadership, relationship quality, and employee performance during continuous incremental organizational change
- Authors: Min Z. Carter; Achilles A. Armenakis, Hubert S. Feild, Kevin W. Mossholder
  Pages: n/a - n/a
  Abstract: Although transformational leadership has been investigated in connection with change at higher levels of organizations, less is known about its “in‐the‐trenches” impact. We examined relations among transformational leadership, explicit change reactions (i.e., relationship quality), change frequency, and change consequences (i.e., task performance and organizational citizenship behavior (OCB)) during continuous incremental organizational change at lower hierarchical levels. In a sample of 251 employees and their 78 managers, analyses revealed that the quality of relationships between leaders and employees mediated the influence of transformational leadership on employee task performance and OCB. We also found that change frequency moderated the positive association of relationship quality with task performance and OCB, such that associations were stronger when change frequency was high. Copyright © 2012 John Wiley & Sons, Ltd.
  PubDate: 2012-08-30T10:20:51.863304-05:
  DOI: 10.1002/job.1824
Organization–environment adaptation: A macro‐level shift in modeling work distress and morale
- Authors: Maureen F. Dollard; Karen Osborne, Ian Manning
  Pages: n/a - n/a
  Abstract: We theorized that organization–environment adaptation, the interaction between external demands and personnel resources, predicts distress and morale. We tested this hypothesis in 29 stations within one state police department, and combined three data sources. We measured environmental demands for policing via census data pertaining to the station precinct (e.g., per cent unemployed; per cent in public housing). We assessed resources via personnel numbers within stations. Outcomes were employee's perceptions of staff distress and morale at the station (N = 247), assessed twice, 14 months apart. Using hierarchical linear modeling, we found that environmental demands predicted perceptions of workgroup distress and morale and that the relationships were moderated by personnel resources. For distress, when resources were low, demands were positively associated with distress; when resources were high, demands were negatively associated with distress. For morale, when resources were high, demands were positively associated with morale; there was no relationship when resources were low. Results show that aversive and pleasurable reactions at work may be traced to how resources are employed to manage external demands. Results support a macro‐level shift in modeling distress and morale, incorporating external demands, and strategic management decisions regarding personnel resourcing. Our research suggests that rather than being a result of individual failure to adapt, compromised work ability may result from an organizational failure to adapt to the environmental context. Copyright © 2012 John Wiley & Sons, Ltd.
  PubDate: 2012-08-28T10:21:05.897588-05:
  DOI: 10.1002/job.1821
When does centrality matter' Scientific productivity and the moderating role of research specialization and cross‐community ties
- Authors: Daniele Rotolo; Antonio Messeni Petruzzelli
  Pages: n/a - n/a
  Abstract: The present study addresses the ongoing debate concerning academic scientific productivity. Specifically, given the increasing number of collaborations in academia and the crucial role networks play in knowledge creation, we investigate the extent to which building social capital within the academic community represents a valuable resource for a scientist's knowledge‐creation process. We measure the social capital in terms of structural position within the academic collaborative network. Furthermore, we analyse the extent to which an academic scientist's research specialization and ties that cross‐community boundaries act as moderators of the aforementioned relationship. Empirical results derived from an analysis of an Italian academic community from 2001 to 2008 suggest academic scientists that build social capital by occupying central positions in the community outperform their more isolated colleagues. However, scientific productivity declines beyond a certain threshold value of centrality, hence revealing the existence of an inverted U‐shaped relationship. This relationship is negatively moderated by the extent to which an academic focuses research activities in few scientific knowledge domains, whereas it is positively moderated by the number of cross‐community ties established. Copyright © 2012 John Wiley & Sons, Ltd.
  PubDate: 2012-08-16T10:52:41.321601-05:
  DOI: 10.1002/job.1822
The role of positive affectivity in team effectiveness during crises
- Authors: Seth Kaplan; Kate LaPort, Mary J. Waller
  Pages: n/a - n/a
  Abstract: Organizational efforts to improve team effectiveness in crisis situations primarily have focused on team training initiatives and, to a lesser degree, on staffing teams with respect to members' ability, experience, and functional backgrounds. Largely neglected in these efforts is the emotional component of crises and, correspondingly, the notion of staffing teams with consideration for their affective makeup. To address this void, we examined the impact of team member dispositional positive affect (PA) on team crisis effectiveness and the role of felt negative emotion in transmitting that influence. A study of 21 nuclear power plant crews engaged in crisis training simulations revealed that homogeneity in PA, but not mean‐level PA, was associated with greater team effectiveness. Mediation analysis suggested that homogeneity in PA leads to greater team effectiveness by reducing the amount of negative emotions that team members experience during crises. Furthermore, homogeneity in PA compensated for lower mean‐level PA in predicting effectiveness. Discussion focuses on the implications of these findings for understanding and further exploring the importance of affective factors and especially team affective composition in team crisis performance. Copyright © 2012 John Wiley & Sons, Ltd.
  PubDate: 2012-07-12T10:01:22.436806-05:
  DOI: 10.1002/job.1817
The moderating effects of job control and selection, optimization, and compensation strategies on the age–work ability relationship
- Authors: Matthias Weigl; Andreas Müller, Severin Hornung, Hannes Zacher, Peter Angerer
  Pages: n/a - n/a
  Abstract: Work ability describes employees' capability to carry out their work with respect to physical and psychological job demands. This study investigated direct and interactive effects of age, job control, and the use of successful aging strategies called selection, optimization, and compensation (SOC) in predicting work ability. We assessed SOC strategies and job control by using employee self‐reports, and we measured employees' work ability using supervisor ratings. Data collected from 173 health‐care employees showed that job control was positively associated with work ability. Additionally, we found a three‐way interaction effect of age, job control, and use of SOC strategies on work ability. Specifically, the negative relationship between age and work ability was weakest for employees with high job control and high use of SOC strategies. These results suggest that the use of successful aging strategies and enhanced control at work are conducive to maintaining the work ability of aging employees. We discuss theoretical and practical implications regarding the beneficial role of the use of SOC strategies utilized by older employees and enhanced contextual resources at work for aging employees. Copyright © 2012 John Wiley & Sons, Ltd.
  PubDate: 2012-07-12T10:01:18.122881-05:
  DOI: 10.1002/job.1810
Introducing the construct curiosity for predicting job performance
- Authors: Patrick Mussel
  Pages: n/a - n/a
  Abstract: The present paper provides a conceptual and empirical examination regarding the relevance of the construct curiosity for work‐related outcomes. On the basis of a review and integration of the literature regarding the construct itself, the construct is conceptually linked with performance in the work context. In line with a confirmatory research strategy, the sample of the present study (N = 320) has requirements which reflect this conceptual link. Results from a concurrent validation study confirmed the hypothesis regarding the significance of curiosity for job performance (r = .34). Furthermore, incremental validity of curiosity above 12 cognitive and non‐cognitive predictors for job performance suggests that curiosity captures variance in the criterion that is not explained by predictors traditionally used in organizational psychology. It is concluded that curiosity is an important variable for the prediction and explanation of work‐related behavior. Furthermore, given the dramatic changes in the world of work, the importance is likely to rise, rather than to decline, which has important implications for organizational theories and applied purposes, such as personnel selection. Copyright © 2012 John Wiley & Sons, Ltd.
  PubDate: 2012-06-27T04:46:33.695746-05:
  DOI: 10.1002/job.1809
Dynamics of calling: A longitudinal study of musicians
- Authors: Shoshana R. Dobrow
  Pages: n/a - n/a
  Abstract: The dominant view of calling among management scholars is that it is a stable construct that does not change. This view has resulted in a research void about calling's early development and subsequent evolution. Insight into the dynamic process through which callings develop is fundamental to understanding its role in people's careers and lives. In this study, I focus on the antecedents of calling, a consuming, meaningful passion people can experience toward a domain. I propose a dynamic model in which calling can change over time and can be shaped by antecedent factors, specifically, through people's ability, behavioral involvement, and social comfort in the area toward which they feel a calling. I tested these ideas in a seven‐year, four‐wave prospective longitudinal survey study of 450 amateur musicians. Multilevel analyses indicate individuals who were more behaviorally involved and felt higher social comfort in the calling domain (e.g., music) experienced higher levels of calling early on but experienced a decline in calling over time. Individuals' ability in the calling domain was not related to initial calling or change in calling. I discuss the implications for theory and research on calling, meaning of work, and the dynamics of careers. Copyright © 2012 John Wiley & Sons, Ltd.
  PubDate: 2012-06-11T17:33:20.119492-05:
  DOI: 10.1002/job.1808
Age and innovation‐related behavior: The joint moderating effects of supervisor undermining and proactive personality
- Authors: Thomas W. H. Ng; Daniel C. Feldman
  Pages: n/a - n/a
  Abstract: Previous research has yielded mixed results regarding the effects of age on innovation‐related behavior (IRB; i.e., generating, disseminating, and implementing new ideas). This paper hypothesizes that the relationship of age with IRB is jointly moderated by undermining behavior on the part of the supervisor and the extent to which the employee possesses a proactive personality. We collected data from 196 employees at three points in time over a one‐year period. Results supported the hypothesized 3‐way interaction of age, supervisor undermining, and proactive personality on IRB. As predicted, highly proactive older workers responded to high supervisor undermining with more IRB, whereas older workers low on proactive personality responded to high supervisor undermining with less IRB. On the other hand, when supervisor undermining was low, proactive personality did not moderate the relationship of age with IRB. Copyright © 2012 John Wiley & Sons, Ltd.
  PubDate: 2012-05-23T05:21:00.571513-05:
  DOI: 10.1002/job.1802