Journal of Applied Psychology最新文献

Most work-family conflict (WFC) research does not theorize, hypothesize, or empirically test phenomena at the dimension level. Instead, researchers have predominantly used composite-level approaches based on the directions of WFC (work-to-family and family-to-work conflict). However, conceptualizing and operationalizing WFC at the composite level instead of at the dimension level has not been confirmed as a well-founded strategy. The goal of the current research is to explore whether there is theoretical and empirical evidence in the WFC literature to support the importance of dimension-level theorizing and operationalization when compared to composite-level approaches. To advance theory related to the dimensions of WFC, we begin by reviewing WFC theories and then demonstrate the relevance of resource allocation theory to the time-based dimension, spillover theory to the strain-based dimension, and boundary theory to the behavior-based dimension. From this theorizing, we highlight and meta-analytically test the relative importance of specific variables from the WFC nomological network that are theoretically connected to each dimension: time and family demands for the time-based dimension, work role ambiguity for the strain-based dimension, and family-supportive supervisor behaviors and nonwork support for the behavior-based dimension. Reviewing and drawing from bandwidth-fidelity theory, we also question whether composite-based WFC approaches are more appropriate for broad constructs (i.e., job satisfaction and life satisfaction). The results of our meta-analytic relative importance analyses generally support a dimension-based approach and overall follow the pattern of results expected from our dimension-level theorizing, even when broad constructs are considered. Theoretical, future research, and practical implications are discussed. (PsycInfo Database Record (c) 2024 APA, all rights reserved).

Though we would like to believe that people universally consider workplace mistreatment to be an indicator of injustice, we describe why bystanders can react to justice events (in this study, vicariously observing or becoming aware of others being mistreated) with diverging perceptions of organizational injustice. We show that a bystander's gender and their gender similarity to the target of mistreatment can produce identity threat, which affects whether bystanders perceive the overall organization to be rife with gendered mistreatment and unfairness. Identity threat develops via two pathways-an emotion-focused reaction and a cognitive-focused processing of the event-and each pathway distally relates to different levels of bystanders' justice perceptions. We test these notions in three complementary studies: two laboratory experiments (N = 563; N = 920) and a large field study (N = 8,196 employees in 546 work units). Results generally show that bystanders who are women or similar in gender to the target of mistreatment reported different levels of emotional and cognitive identity threat that related to psychological gender mistreatment climate and workplace injustice following the incident as compared to men and those not similar in gender to the target. Overall, by integrating and extending bystander theory and dual-process models of injustice perceptions, through this work, we provide a potentially overlooked reason why negative behaviors like incivility, ostracism, and discrimination continue to occur in organizations. (PsycInfo Database Record (c) 2024 APA, all rights reserved).

The PCMT model of organizational support conceptualizes organizational support as consisting of four forms that differ in terms of their perceived target and ascribed motive. Across six studies (n = 1,853), we create and validate a psychometrically reliable scale that captures these four forms of organizational support, as well as offer a theoretical advancement to the organizational support literature. In particular, the first five studies involve content validation; assessment of factor analytic structure; tests of test-retest reliability and measurement invariance; and establishment of discriminant, convergent, and predictive validity. The final study involves deployment of the validated, 24-item scale in the field and illustrates that the four different forms of organizational support differentially predict the discrete dimensions of job burnout, the effects of which spillover and crossover into the home domain. This investigation thus offers both empirical and theoretical contributions. Empirically, we provide applied psychologists with an instrument for measuring the four forms of organizational support, enabling the emergence of new lines of research. Theoretically, we illustrate that the content and characteristics associated with the different forms of organizational support are important considerations as conceptual alignment between the type of organizational support perceived and the well-being outcome under study enhances the support's predictive validity. (PsycInfo Database Record (c) 2024 APA, all rights reserved).

The prevailing perspective in the organizational politics literature is that political skill facilitates heightened employee performance. Indeed, meta-analytic results have consistently found a positive relationship between political skill and both task and contextual performance. However, the literature has neglected the possibility of a contingent relationship between political skill and employee performance, despite arguments that organizations are political arenas in which employees also need political will. This is problematic because although politics are described as an ever-present facet of organizations, the extent to which work environments are politicized varies (Pfeffer, 1981), and such contexts can either constrain or enhance organizational behavior (Johns, 2006, 2018). Therefore, underpinned by the multiplicative framework of performance (i.e., P = f(M × A × C); Hirschfeld et al., 2004), we argue that the effects of political skill on employee task and contextual performance are contingent upon employee political will and the degree to which the work context is politicized. Results from a sample of working adults and their supervisors provided support for our hypothesis. Namely, political skill and political will interacted to predict heightened levels of task performance and citizenship behavior within more political contexts, but not within less political contexts. The contributions of this study to the politics literature are discussed commensurate with this study's associated strengths and limitations. (PsycInfo Database Record (c) 2024 APA, all rights reserved).

The ambiguous credibility of online allegations can pose a significant threat to an organization's reputation, relationships with stakeholders, and future performance. As a result, addressing false or misleading allegations has emerged as an important priority among corporate executives. In this research, we examine how CEO gender influences the effectiveness of different types of denial responses in the wake of rumor crises. We find that, after reading damaging allegations about an organization, consumers react more favorably to denials issued by male versus female CEOs. We argue that this is attributable to the dominance that characterizes denial responses, which results in a greater (negative) expectancy violation for female (vs. male) CEOs issuing such statements. Such violations result in lower trust in, and less willingness to do business with, organizations led by women (vs. men) who issue a denial response. We show that these relationships are moderated by increased prescriptive agency (i.e., clarified denials) and the attribution of the response (i.e., to the CEO vs. organization). Taken together, our findings have implications for theory on agentic characteristics, crisis communication, and female leadership, as well as practical implications for how all organizations can adopt more effective crisis responses. (PsycInfo Database Record (c) 2024 APA, all rights reserved).

Given the centrality of the job performance construct to organizational researchers, it is critical to understand the reliability of the most common way it is operationalized in the literature. To this end, we conducted an updated meta-analysis on the interrater reliability of supervisory ratings of job performance (k = 132 independent samples) using a new meta-analytic procedure (i.e., the Morris estimator), which includes both within- and between-study variance in the calculation of study weights. An important benefit of this approach is that it prevents large-sample studies from dominating the results. In this investigation, we also examined different factors that may affect interrater reliability, including job complexity, managerial level, rating purpose, performance measure, and rater perspective. We found a higher interrater reliability estimate (r = .65) compared to previous meta-analyses on the topic, and our results converged with an important, but often neglected, finding from a previous meta-analysis by Conway and Huffcutt (1997), such that interrater reliability varies meaningfully by job type (r = .57 for managerial positions vs. r = .68 for nonmanagerial positions). Given this finding, we advise against the use of an overall grand mean of interrater reliability. Instead, we recommend using job-specific or local reliabilities for making corrections for attenuation. (PsycInfo Database Record (c) 2024 APA, all rights reserved).

Leader bottom-line mentality (LBLM) exists when leaders solely focus on securing bottom-line outcomes to the exclusion of alternative considerations. Our research examines why leaders adopt LBLMs and the implications of this focused leadership strategy on team sales performance and pro-environmental behavior. Utilizing social information processing theory, we examine LBLM as a mediator and contend that competitive action intensity in the work environment provokes LBLM, which then signals to teams the importance of raising sales performance and reducing pro-environmental behavior. We also suggest that leader performance reward expectancy (i.e., perceptions that rewards are directly tied to high performance) serves as a first-stage moderator and team performance reward expectancy serves as a second-stage moderator, with higher (vs. lower) levels of each strengthening the indirect effects of competitive action intensity, through LBLM, onto team sales performance and pro-environmental behavior. Utilizing field data from a large pharmaceutical company (Study 1) as well as an experimental causal chain design (Studies 2a and 2b), we found support for our theoretical model. (PsycInfo Database Record (c) 2024 APA, all rights reserved).

Recognizing the challenges that conflict poses, organizational researchers have invested considerable energy toward investigating the processes by which conflict occurs and spreads within a team. However, current theoretical frameworks of conflict contagion posit a static growth trajectory in which members become engaged in conflict and stay in conflict. While this trajectory is certainly possible, the broader conflict literature outside of the organizational sciences has shown evidence for a more varied set of potential trajectories of conflict contagion. To advance theory on team conflict, we integrate conflict research from micro-level (interpersonal) to macro-level (interstate) perspectives into a formal theory of intrateam conflict contagion. Drawing from conflict stage and social contagion theory, we theorize that team members move through three stages of conflict (disengaged, at-risk, engaged) at rates determined by four process mechanisms (faultlines, forgiveness, frustration, integration) such that disengaged individuals become at-risk of engaging in conflict, engage in conflict, then disengage, only to potentially become at risk of reengaging at a later point in time. Using computational modeling, we demonstrate the generative sufficiency of our theory to account for conflict trajectories observed in the broader conflict literature. To facilitate the interpretation of such trajectories, we present a typology of contagion trajectories, discuss the dynamic properties of these trajectories (e.g., stability, bifurcations), and provide implications for future theory building and practice. (PsycInfo Database Record (c) 2024 APA, all rights reserved).

Within the hierarchical taxonomy of effective leadership, change-oriented leadership stands as a distinct and meaningful metacategory, primarily focusing on promoting change by communicating a compelling vision for the future. However, we consider whether there might be room to broaden the scope of change-oriented leadership by examining more negative-focused leadership behaviors. In this article, we explore the concept of vigilant leadership, which we suggest could be a change-oriented and negative-focused leadership style, and investigate its usefulness as a new leadership construct. In Study 1, we take preliminary steps toward developing a measure of vigilant leadership, employing content adequacy assessment and item response theory analysis. Drawing on the integrative trait-behavioral model of leadership effectiveness (DeRue et al., 2011), we further explore how vigilant leadership is associated with an array of antecedents (i.e., leader characteristics) and leadership outcomes. In Studies 2a and 2b, we present initial findings that leaders high on consideration of future consequences, prevention focus, general self-efficacy, and emotional intelligence might be more inclined to exhibit vigilant leadership. In Study 3, our results suggest that, even after controlling for the effect of visionary leadership (a type of positive-focused change-oriented leadership), vigilant leadership is positively related to follower felt responsibility for change, proactivity, specific proactive work behaviors (taking charge, voice, and problem prevention), teamwork proactivity, and teamwork proficiency. However, it does not seem to relate to follower proficiency, follower adaptivity, teamwork adaptivity, organizational citizenship behavior, positive affect toward the leader, leader-member exchange, or relational identification with the leader. With these preliminary findings, we encourage further discussion and investigation into the potential implications of this emerging construct. (PsycInfo Database Record (c) 2024 APA, all rights reserved).

Discussions of politics have become increasingly common in the workplace, likely due to increasing political polarization around the world. Because of this, political conversations have the potential to be emotionally charged and disruptive, creating tension in the workplace and negatively affecting employee productivity and well-being. In light of this possibility, the goal of the current investigation was to examine the costs of ambient political conversations in the workplace, assuming that simply overhearing such discussions-without being a participant in them-may have unintended consequences for employees. Across three studies, our findings indicated that employees experience negative affect after overhearing political conversations at work, with these effects being attenuated (amplified) in contexts where employees perceive that their coworkers are more (less) similar to them. In addition to unpacking the mechanisms through which ambient workplace political conversations might impact employee outcomes, our findings from Studies 3A-B provide evidence that under certain circumstances (i.e., when employees agree with the content of ambient workplace political conversations), employees may experience a boost in positive affect after overhearing such conversations at work. Altogether, our findings provide insight into the costs and potential benefits associated with overhearing coworkers discussing politics in the workplace, particularly for those employees who perceive themselves to be dissimilar from their coworkers. (PsycInfo Database Record (c) 2024 APA, all rights reserved).