Journal of Applied Psychology最新文献

Existing research presents mixed perspectives on the impact of abusive supervision climate on team processes and effectiveness. This discrepancy prompts an important question: when, why, and how does abusive supervision climate become more or less detrimental to teams? By integrating the social functional perspective of gossip with recent theoretical advancements on abusive supervision climate, we develop a novel theoretical model to explain how leader-targeted negative team gossip-defined as the extent to which team members share negative evaluations of the leader's behaviors with each other when the leader is absent-can mitigate the adverse effects of abusive supervision climate on teams. Our model posits that leader-targeted negative team gossip serves its social function in two key ways: (a) It diminishes team members' perception of the leader as a role model, thereby reducing the influence of abusive supervision climate on team aggressive behavior, and (b) it fosters perceived similarity among team members regarding their negative attitudes toward the leader, which lessens the impact of abusive supervision climate on team affective trust. We further argue that these buffering effects of leader-targeted negative team gossip have significant downstream implications for team effectiveness, specifically in terms of team performance and team voluntary turnover. Our model was tested using two multiwave, multisource field studies employing a round-robin design, with samples of 111 and 237 work teams, respectively. The results largely supported our model. We conclude by discussing the theoretical and practical implications of our findings. (PsycInfo Database Record (c) 2025 APA, all rights reserved).

Recent advancements in range restriction (RR) correction research suggest that Case V (Dahlke & Wiernik, 2020; Le et al., 2016) is one of the most accurate approaches to correct for (indirect) RR. However, researchers have had difficulty applying the Case V approach, especially in validation and meta-analytic (including validity generalization) studies, because of the lack of information regarding one of its key components: the RR ratio of the criterion (uY), particularly in the context of job performance ratings. In the present study, we provide a solution to this problem by presenting a mixed approach using Case IV to estimate the uY of job performance ratings, a critical input in implementing Case V correction (by doing so, mixing Cases IV and V). The premise for this mixed approach hinges upon prior findings that Case IV yields the same unbiased estimates as does Case V as long as its "full mediation" assumption is met. The accuracy of the approach is then tested and compared to those of existing RR correction approaches (Cases II, IV, and V) using Monte Carlo simulations covering a wide range of conditions researchers may realistically encounter in their research. We discuss the present study's implications for personnel selection research and practice, along with study limitations and future research directions. (PsycInfo Database Record (c) 2025 APA, all rights reserved).

Sexual harassment bystander intervention (SHBI) has been deemed critical to addressing persistent incidents in the workplace, yet scholarly knowledge of this behavior remains sporadic and limited. To move this field of research forward, the present study departs from the traditional variable-centered approach and instead adopts a latent profile approach to answer three key questions: (1) Which combinations (profiles) of actions do bystanders take to intervene? (2) When do bystanders intervene with specific profiles of SHBI? and (3) What happens when bystanders intervene with different behavioral combinations? We first developed and validated a scale to measure five distinct SHBI behaviors (i.e., confronting, distracting, supporting, reporting, and discussing) with two scenario-based pilot studies. Then, using this scale and latent profile analysis, we identified three distinctive profiles (i.e., active intervention, low-risk intervention, and no/limited intervention) in a field survey study (N₁ = 381). In two additional field survey studies (N₂ = 312; N₃ = 326), by integrating social cognitive theory with the moral lens, we not only replicated the three similar profiles but also examined antecedents (i.e., organizational norms about sexual harassment and gender, and bystanders' anger, empathy, and harassment-curbing expectancy) and outcomes of the profile memberships (i.e., aggression from the harasser, target gratitude, third-party elevation, and bystander guilt and pride). Overall, this research provides new insights into the nature of SHBI, its distinct patterns in the workplace, and potential organizational practices related to SHBI profiles. (PsycInfo Database Record (c) 2025 APA, all rights reserved).

The predominant view in the employee proactivity literature highlights the importance of personality as well as a trio of agentic forces-namely, "can do," "reason to," and "energized to" motivation-that drive employee proactive behavior. Complementing existing theoretical frameworks, we introduce the concept of proactivity permission, defined as an employee's tacit perception of the extent to which they are "allowed to" perform proactive behaviors at work. In this article, we investigate the psychological experience of proactivity permission. Directly drawn from the dominance theory of deontic reasoning, we model a set of individual (employee status, psychological entitlement), relational (leader-member exchange), and group-level predictors (organizational rule consistency, normative tightness) of proactivity permission and demonstrate the construct's value in predicting proactive behavior over and above many well-established antecedents from the literature. In a field study of 388 employees and 110 supervisors in 35 organizations, we found support for our predictions. We discuss implications of our work for the literature on employee behavior and proactive work behavior. (PsycInfo Database Record (c) 2025 APA, all rights reserved).

To date, little is known about what interventions can help individuals attain leadership roles in organizations. To address this knowledge gap, we integrate insights from the communication and leadership literatures to test debate training as a novel intervention for leadership emergence. We propose that debate training can increase individuals' leadership emergence by fostering assertiveness-"an adaptive style of communication in which individuals express their feelings and needs directly, while maintaining respect for others" (American Psychological Association, n.d.)-a valued leadership characteristic in U.S. organizations. Experiment 1 was a three-wave longitudinal field experiment at a Fortune 100 U.S. company. Individuals (N = 471) were randomly assigned to either receive a 9-week debate training or not. Eighteen months later, the treatment-group participants were more likely to have advanced in leadership level than the control-group participants, an effect mediated by assertiveness increase. In a sample twice as large (N = 975), Experiment 2 found that individuals who were randomly assigned to receive debate training (vs. nondebate training or no training) acted more assertively and had higher leadership emergence in a subsequent group activity. Results were consistent across self-rated, group-member-rated, and coder-rated assertiveness. Moderation analyses suggest that the effects of debate training were not significantly different for (a) U.S.- and foreign-born individuals, (b) men and women, or (c) different ethnic groups. Overall, our experiments suggest that debate training can help individuals attain leadership roles by developing their assertiveness. (PsycInfo Database Record (c) 2025 APA, all rights reserved).

Promoting internal employees to managerial positions (internal sourcing) is a popular employee retention tactic. Although some research indicates that internal sourcing reduces voluntary turnover, conflicting evidence suggests that internal sourcing strategies make employees more difficult to retain in strong job markets (i.e., when job opportunities are plentiful relative to job seekers) because promotions increase an employee's external marketability. The onset of the COVID-19 pandemic-a global exogenous shock that triggered an event chain characterized by a weak job market followed by a historically strong one-provided a unique opportunity to test these competing perspectives. Drawing upon event system theory and the unfolding model of turnover, we argue that internal sourcing creates positive perceptions among employees about their employer, making them less inclined to seek external opportunities during periods of heightened employee mobility. Specifically, we predict that internally sourced employees perceive lower levels of employment threat and higher levels of organizational support than those hired externally, which mitigates their turnover risk in strong job markets. We tested these predictions in two studies: a longitudinal field study involving 11,072 restaurant managers who were newly promoted or hired into their roles in the years surrounding the onset of the COVID-19 pandemic and the strong job market that followed and an experiment designed to mirror the field study conditions, in which we examined the psychological mechanisms underlying this phenomenon. Collectively, the results of our studies support our predictions, offering valuable insights into the effects of internal versus external sourcing on employee retention. (PsycInfo Database Record (c) 2025 APA, all rights reserved).

Employees, especially in the service sector, often work long hours exposed to background music that they have little control over because it is usually selected to enhance customer experience. How does this affect employees' daily work experience? This research focuses on how a misfit between the type of music employees need and the background music played in their workplace impacts their psychological states and behaviors. Integrating stimulus-organism-response theory with the research on self-regulation of attention in the workplace, we theorize that workplace music misfit can lower employees' positive affect and increase cognitive depletion, further impacting their organizationally directed citizenship and counterproductive work behaviors. We also theorize that these adverse effects of workplace music misfit are stronger for employees who have lower stimulus screening ability. The test of our hypotheses across two studies-an online experimental study and a 3-week experience sampling methodology field study-broadly supported our theory. Our research offers a novel and dynamic account of workplace background music and its effects on employees' psychological states and workplace behavior. (PsycInfo Database Record (c) 2025 APA, all rights reserved).