for Journals by Title or ISSN
for Articles by Keywords
Followed Journals
Journal you Follow: 0
Sign Up to follow journals, search in your chosen journals and, optionally, receive Email Alerts when new issues of your Followed Journals are published.
Already have an account? Sign In to see the journals you follow.
Journal Cover
Journal of Applied Psychology
Journal Prestige (SJR): 4.694
Citation Impact (citeScore): 6
Number of Followers: 144  
  Full-text available via subscription Subscription journal
ISSN (Print) 0021-9010 - ISSN (Online) 1939-1854
Published by APA Homepage  [74 journals]
  • “Why and when workplace ostracism inhibits organizational citizenship
           behaviors: An organizational identification perspective: Correction to Wu
           et al. (2016).
    • Abstract: Reports an error in "Why and when workplace ostracism inhibits organizational citizenship behaviors: An organizational identification perspective" by Chia-Huei Wu, Jun Liu, Ho Kwong Kwan and Cynthia Lee (Journal of Applied Psychology, 2016[Mar], Vol 101[3], 362-378). In the article, the authors incorrectly reported that they measured job mobility using three items from Tepper (2000) in the Measures section of Study 1. The section for job mobility should read: “We measured job mobility using two items from Tepper (2000) and one item added by the authors. A sample item from Tepper (2000) was: ‘I would have no problem finding an acceptable job if I quit.’ The added item was: ‘If I went out to find a job, many companies would consider giving me offers with a similar or higher salary.’ Cronbach’s alpha was .80.” (The following abstract of the original article appeared in record 2015-49213-001.) Why and when do employees respond to workplace ostracism by withholding their engagement in citizenship behavior' Beyond perspectives proposed in past studies, we offer a new account based on a social identity perspective and propose that workplace ostracism decreases citizenship behavior by undermining employees’ identification with the organization. We also theorize that perceived job mobility influences the extent to which employees identify with the organization when being ostracized. These hypotheses were examined in two time-lagged studies conducted in China. The proposed hypotheses were supported by results in Study 1, and findings were generally replicated in Study 2, where effects of other known mediators (i.e., organization-based self-esteem, job engagement, and felt obligation toward the organization) and moderators (i.e., collectivism, power distance, and future orientation) suggested by previous perspectives were controlled. Results of Study 2 provided further support of the hypothesized directional effect of workplace ostracism on citizenship behavior via organizational identification. Our studies support the identification perspective in understanding workplace ostracism and also strengthen the application of this perspective in understanding workplace aggression broadly. (PsycINFO Database Record (c) 2018 APA, all rights reserved)
      PubDate: Mon, 09 Jul 2018 04:00:00 GMT
  • Issues in solving the problem of effect size heterogeneity in
           meta-analytic structural equation modeling: A commentary and simulation
           study on Yu, Downes, Carter, and O’Boyle (2016).
    • Abstract: Meta-analytic structural equation modeling (MASEM) is becoming increasingly popular for testing theoretical models from a pool of correlation matrices in management and organizational studies. One limitation of the conventional MASEM approaches is that the proposed structural equation models are only tested on the average correlation matrix. It remains unclear how far the proposed models can be generalized to other populations when the correlation matrices are heterogeneous. Recently, Yu, Downes, Carter, and O’Boyle (2016) proposed a full-information MASEM approach to address this limitation by fitting structural equation models from the correlation matrices generated from a parametric bootstrap. However, their approach suffers from several conceptual issues and technical errors. In this study, we reran some of the simulations in Yu et al. by correcting all of the errors in their original studies. The findings showed that bootstrap credible intervals (CVs) work reasonably well, whereas test statistics and goodness-of-fit indices do not. We advise researchers on what they can and cannot achieve by applying the full-information MASEM approach. We recommend fitting MASEM with the two-stage structural equation modeling approach, which works well for the simulation studies. If researchers want to inspect the heterogeneity of the parameters, they may use the bootstrap CVs from the full-information MASEM approach. All of these analyses were implemented in the open-source R statistical platform; researchers can easily apply and verify the findings. This article concludes with several future directions to address the issue of heterogeneity in MASEM. (PsycINFO Database Record (c) 2018 APA, all rights reserved)
      PubDate: Mon, 09 Jul 2018 04:00:00 GMT
  • The heterogeneity problem in meta-analytic structural equation modeling
           (MASEM) revisited: A reply to Cheung.
    • Abstract: Yu, Downes, Carter, and O’Boyle (2016) introduce a new technique to incorporate effect size heterogeneity into meta-analytic structural equation modeling (MASEM) labeled full information meta-analytical structural equation modeling (FIMASEM). Cheung’s (2018) commentary raises concerns about the viability of FIMASEM and provides its initial validation. In this reply, we briefly respond to those concerns noting how they relate to Yu et al.’s original conclusions, general MASEM practices, and operational decisions within the FIMASEM procedure. We synthesize Cheung’s criticisms and build on his findings to lay out a research agenda for the future of MASEM and the role that our technique might play in it. In doing so, we clarify the conceptual nature of FIMASEM, identity inferential mistakes that current MASEM studies are likely to make, and offer specific and actionable recommendations in terms of the types of research questions FIMASEM is best suited to address and how FIMASEM results can best be interpreted and reported. (PsycINFO Database Record (c) 2018 APA, all rights reserved)
      PubDate: Mon, 09 Jul 2018 04:00:00 GMT
  • Daily micro-breaks and job performance: General work engagement as a
           cross-level moderator.
    • Abstract: Despite the growing research on work recovery and its well-being outcomes, surprisingly little attention has been paid to at-work recovery and its job performance outcomes. The current study extends the work recovery literature by examining day-level relationships between prototypical microbreaks and job performance as mediated by state positive affect. Furthermore, general work engagement is tested as a cross-level moderator weakening the indirect effects of microbreaks on job performance via positive affect. Using multisource experience sampling method, the authors collected two daily surveys from 71 call center employees and obtained objective records of daily sales performance for two consecutive weeks (n = 632). Multilevel path analysis results showed that relaxation, socialization, and cognitive microbreaks were related to increased positive affect at work which, in turn, predicted greater sales performance. However, breaks for nutrition-intake (having snacks and drinks) did not show significant effects. Importantly, microbreaks had significant indirect effects on job performance via positive affect only for workers who had lower general work engagement, whereas the indirect effects did not exist for workers who had higher general work engagement. Furthermore, Bayesian multilevel analyses confirmed the results. Theoretical and practical implications, limitations, and future research directions are discussed. (PsycINFO Database Record (c) 2018 APA, all rights reserved)
      PubDate: Thu, 29 Mar 2018 04:00:00 GMT
  • Proactivity despite discouraging supervisors: The powerful role of
           prosocial motivation.
    • Abstract: Although considerable research demonstrates that employees are unlikely to be proactive when they view their supervisors as discouraging this type of behavior, we challenge the assumption that this is true for all employees. Drawing on motivated information processing theory, we argue that prosocial motivation can spark employees to be proactive even when supervisors are perceived as discouraging. Specifically, prosocial motivation may weaken the negative relationship between perceived discouraging supervisor behaviors and proactivity by driving employees to bring about change to impact coworkers or the organization. Because they are less focused on self-interest and more focused on benefitting others, prosocially motivated employees are able to maintain their reason-to (felt responsibility for change) and can-do (efficacy to be proactive) motivation even when supervisors do not welcome proactivity. We test our hypotheses across three studies, using multisource data from employees and supervisors in two organizations (Studies 1a and 1b), and lagged data from employees working in a range of industries (Study 2). By identifying the mechanisms driving prosocially motivated employees to be proactive despite having supervisors who are perceived to be discouraging, we offer novel theoretical and practical insights regarding the effects of context on proactivity at work. (PsycINFO Database Record (c) 2018 APA, all rights reserved)
      PubDate: Mon, 26 Mar 2018 04:00:00 GMT
  • An exploration of the role of subordinate affect in leader evaluations.
    • Abstract: Leadership research has been encumbered by a proliferation of constructs and measures, despite little evidence that each is sufficiently conceptually and operationally distinct from the others. We draw from research on subordinates’ implicit theories of leader behavior, behaviorally anchored rating scales, and decision making to argue that leader affect (i.e., the degree to which subordinates have positive and negative feelings about their supervisors) underlies the common variance shared by many leadership measures. To explore this possibility, we developed and validated measures of positive and negative leader affect (i.e., the Leader Affect Questionnaires; LAQs). We conducted 10 studies to develop the five-item positive and negative LAQs and to examine their convergent, discriminant, predictive, and criterion-related validity. We conclude that a) the LAQs provide highly reliable and valid tools for assessing subordinates’ evaluations of their leaders; b) there is significant overlap between existing leadership measures, and a large proportion of this overlap is a function of the affect captured by the LAQs; c) when the LAQs are used as control variables, in most cases, they reduce the strength of relationships between leadership measures and other variables; d) the LAQs account for significant variance in outcomes beyond that explained by other leadership measures; and e) there is a considerable amount of unexplained variance between leadership measures that the LAQs do not capture. Research suggestions are provided and the implications of our results are discussed. (PsycINFO Database Record (c) 2018 APA, all rights reserved)
      PubDate: Mon, 26 Mar 2018 04:00:00 GMT
  • The predictive power of people’s intraindividual variability across
           situations: Implementing whole trait theory in assessment.
    • Abstract: In the last decade, there has been increased recognition that traits refer not only to between-person differences but also to meaningful within-person variability across situations (i.e., whole trait theory). So far, this broader more contemporary trait conceptualization has made few inroads into assessment practices. Therefore, this study focuses on the assessment and predictive power of people’s intraindividual variability across situations. In three studies (either in student or employee samples), both test-takers’ mean trait scores and the variability of their responses across multiple written job-related situations of a situational judgment test (SJT) were assessed. Results revealed that people’s intraindividual variability (a) was related to their self-rated functional flexibility, (b) predicted performance above their mean scores, and (c) predicted their actual personality state variability over 10 days. These results open opportunities for complementing traditional selection procedures with more dynamic indices in assessment. (PsycINFO Database Record (c) 2018 APA, all rights reserved)
      PubDate: Thu, 22 Mar 2018 04:00:00 GMT
  • Breaking the cycle: The effects of role model performance and ideal
           leadership self-concepts on abusive supervision spillover.
    • Abstract: Building on identity theories and social learning theory, we test the notion that new leaders will model the abusive behaviors of their superiors only under certain conditions. Specifically, we hypothesize that new leaders will model abusive supervisory behaviors when (a) abusive superiors are perceived to be competent, based on the performance of their teams and (b) new leaders’ ideal leadership self-concepts are high on tyranny or low on sensitivity. Results of an experiment in which we manipulated abusive supervisory behaviors using a professional actor, and created a role change where 93 individuals moved from team member to team leader role, generally support our hypotheses. We found the strongest association between abuse exposure and new leader abuse under conditions where the abusive superior’s team performed well and the new team leaders’ self-concepts showed low concern for others. (PsycINFO Database Record (c) 2018 APA, all rights reserved)
      PubDate: Mon, 19 Mar 2018 04:00:00 GMT
  • Narcissistic leaders: An asset or a liability' Leader visibility,
           follower responses, and group-level absenteeism.
    • Abstract: Although narcissists often emerge as leaders, research has thus far shown inconsistent results on the relationship between leader narcissism and effectiveness in the eyes of followers. Here we draw on leader distance theory (Shamir, 1995) and implicit leader theory (Lord & Maher, 1991) to propose that followers’ assessment of a narcissistic leader and followers’ overall job attitudes depend on the leader’s visibility to the followers. The more opportunities followers have to observe narcissistic leaders the more they will experience these leaders’ toxic behavior (e.g., exploitativeness) and the less they will perceive the leader as effective. To test our hypotheses we collected multisource, longitudinal data from 175 retail stores and obtained subjective (followers’ perceptions of leader effectiveness and their overall job attitudes) as well as objective (leaders’ organizational experience at time of hire, employee absenteeism trends) indices of leader functionality. Results showed that narcissistic leaders had less organizational experience at the time they were hired. Moreover, when followers had fewer opportunities to observe their leader, leader narcissism was positively related to perceived leadership effectiveness and job attitudes. However, when followers had more opportunity to observe their leader, the positive relationship disappeared. Finally, leader narcissism was neither positively nor negatively associated with absenteeism, whereas absenteeism declined over time under non-narcissistic leaders. These findings advance our knowledge of how followers respond to narcissistic leaders and how these leaders function in organizational settings where they have legitimate positions of power. (PsycINFO Database Record (c) 2018 APA, all rights reserved)
      PubDate: Mon, 19 Mar 2018 04:00:00 GMT
School of Mathematical and Computer Sciences
Heriot-Watt University
Edinburgh, EH14 4AS, UK
Tel: +00 44 (0)131 4513762
Fax: +00 44 (0)131 4513327
Home (Search)
Subjects A-Z
Publishers A-Z
Your IP address:
About JournalTOCs
News (blog, publications)
JournalTOCs on Twitter   JournalTOCs on Facebook

JournalTOCs © 2009-