Journal of Applied Psychology最新文献

Research has identified seven characteristics-value congruence, shared interests, perceived demographic similarity, needs-supplies match, goal similarity, common workstyle, and complementary attributes-on which group members simultaneously evaluate their perceived person-group (PG) fit. Most of extant research has focused on how each characteristic or them as a composite predicts outcomes. However, these variable-centered approaches fail to address how there may be subpopulations of members who differentially combine the PG fit characteristics and how such conjunctive effects differentially relate to various work outcomes. To address these issues, we adopt a profile-based approach using latent profile analysis to understand how group members are similar to and different from each other on more holistic configurations of perceived PG fit experiences. With two widely different samples of employees working in group settings, we found seven unique profiles of PG fit: perfect fits, comfortable fits, surface-level misfits, out of syncs, social misfits, lone wolves, and total misfits. We also found in Sample 2 that these profiles differentially predicted group member outcomes commonly studied in the PG fit literature, including attitudes (satisfaction and cohesion), performance behaviors (task performance and citizenship behaviors of helping and voice), and withdrawal (social loafing and turnover). Complementing research that used variable-centered approaches, our profile-based results reveal new theoretical and practical insights of perceived PG fit, suggesting that different group members have distinct configurations of PG fit, and that higher levels of PG fit are not universally positive, and neither is every type of misfit universally negative. (PsycInfo Database Record (c) 2024 APA, all rights reserved).

Many employees are members of multiple teams, and research suggests that this may profoundly affect their stress experiences and work outcomes. We argue that progress in this research area has been hampered by a lack of clarity about what multiple team membership (MTM) is and how to conceptualize it. Prevailing conceptualizations of MTM have focused on the total number of teams an individual is a member of (MTM number). We identify how frequently employees shift their attention between different team contexts (MTM switching) and the extent to which they prioritize one membership over all others (MTM coreness) as alternative conceptualizations that better capture MTM's consequences for individuals. Our analysis of 1,345 knowledge workers involved in 4,329 project teams shows that MTM number, MTM switching, and MTM coreness differ meaningfully in their antecedents and consequences. MTM switching and coreness (but not MTM number), respectively, relate positively and negatively to multiteamers' emotional exhaustion and subsequent turnover. The positive consequences of MTM coreness only occur, however, when multiteamers have prior work experience with the members of their teams (i.e., team member familiarity). These findings help to clarify the potential benefits and detriments of MTM and advance the growing literature in this area. (PsycInfo Database Record (c) 2024 APA, all rights reserved).

Increasing racial diversity in organizations remains a challenge, as stereotype threat undermines the performance and career aspirations of minority group members during job recruitment. The present study examines how prospective leaders can leverage their influence on their followers' identities to mitigate the stereotype threat Black individuals face in this context. We explore the effects of two moral leadership styles (ethical vs. authentic) on stereotype threat in the context of recruitment. Specifically, we investigate whether prospective leaders' ingroup status moderates the relationship between ethical versus authentic leadership styles and candidates' stereotype threat during the selection process and candidates' willingness to join the organization. To this end, we conducted four experiments with Black residents of Brazilian favelas (impoverished neighborhoods), two of which included real-world job recruitment processes and physiological measures of stress (i.e., salivary cortisol and blood pressure). The results indicate that when the prospective leaders are from the outgroup, displaying ethical leadership by relying on community norms is more helpful in reducing Black candidates' threat and, in turn, promotes willingness to apply for the job. In contrast, when the leader is from the ingroup, displaying authentic leadership by emphasizing the importance of an internal moral compass is more helpful in reducing threat, and this effect is mediated by the identity process of inclusion of the leader in the self. Overall, the present study suggests that prospective direct supervisors have the critical ability to reduce stereotype threat, which can negatively affect Black applicants and their desire to join organizations. (PsycInfo Database Record (c) 2024 APA, all rights reserved).

The vast majority of studies on trait narcissism have adopted a static unidirectional approach, documenting the mainly detrimental effects of this trait on a variety of work outcomes. The present study contributes to this literature by adopting a novel bidirectional perspective, investigating how trait narcissism shapes and is shaped by our experiences at work. Specifically, this study examines how trait narcissism develops during the first 6 years after the transition from college to work, and how agentic versus communal work demands may either enhance or diminish the development of this trait. Reciprocal relationships between narcissism and subjective and objective work activities are examined in a sample of 1,513 college alumni who were assessed four times across a time period of 6 years. Both selection (i.e., narcissism shapes work activities) and socialization effects (i.e., narcissism is shaped by work activities) were examined using bivariate latent change score models. Results showed that trait narcissism prior to the college-to-work transition positively predicted the selection of agentic work activities at the beginning of the career, but not future changes in these activities. Importantly, the results regarding socialization effects indicated that engagement in communal activities, particularly those that require relating with others at work (e.g., to help them), diminished trait narcissism over time. (PsycInfo Database Record (c) 2024 APA, all rights reserved).

The relationship between general cognitive ability (GCA) and overall job performance has been a long-accepted fact in industrial and organizational psychology. However, the most prominent data on this relationship date back more than 50 years. This meta-analysis examines the relationship between GCA and overall job performance using studies from the current century. Results across 153 samples and a total sample size of 40,740 show a mean observed validity of .16, with a residual SD of .09. Correcting for unreliability in the criterion and correcting predictive studies for range restriction produces a mean corrected validity of .22 and a residual SD of .11. While this is a much smaller estimate than the .51 value offered by Schmidt and Hunter (1998), that value has been critiqued by Sackett et al. (2022), who offered a mean corrected validity of .31 based on integrating findings from prior meta-analyses of 20th century data. We obtain a lower value (.22) for 21st century data. We conclude that GCA is related to job performance, but our estimate of the magnitude of the relationship is lower than prior estimates. (PsycInfo Database Record (c) 2024 APA, all rights reserved).

Supervisors struggle to encourage employees to engage in diversity advocacy-key behaviors that help promote more equitable workplaces. Research hints that one reason for this struggle may be that employees lack the empowerment to engage in such behaviors. Drawing on perspectives that conceptualize diversity advocacy as a moral and virtuous behavior, we integrate research on leadership and empowerment to suggest that supervisor integrity can empower observers to engage in diversity advocacy. In exploring boundary conditions, we draw on performance models to counterintuitively suggest that this effect is strongest when employees perceive a negative diversity climate, as employees see the greatest need for change in these contexts. We test our theory in three complementary studies: A field sample with employees, a preregistered experimental vignette study, and an additional preregistered immersive experiment with a behavioral dependent variable. Our results contribute to theory on diversity, empowerment, and organizational climate. Additionally, we make an empirical contribution by developing and validating a four-item diversity advocacy scale. (PsycInfo Database Record (c) 2024 APA, all rights reserved).

Researchers have begun to focus on the influence of political affiliation in organizations. In this context, we investigated how doxing (i.e., using social media to post information online with malintent) influences hiring-related decisions. Based on the integration of a political affiliation and state suspicion model, we investigated how a dox containing different types of information (affirming a political party affiliation vs. providing derogatory/negative information about an opposing party) and political party affiliation similarity influenced hiring-related perceptions of job applicants. Given doxing's characteristics, we expanded the "decision space" to include effects about expected organizational image and expected retaliation. In Study 1, we found that the type of information and party similarity influenced suspicion of the applicant and perceived similarity with the applicant, whereas doxing only influenced suspicion. In turn, suspicion and perceived similarity predicted expected task performance and organizational image, and exploratory analyses suggested an interactive effect of these variables. Suspicion also predicted expected retaliation from individuals outside the organization. In Study 2, we confirmed that doxing was related to suspicion as well as the interactive effect of information type and party similarity. We explain that interaction using the notion of symbolic threat. In both studies, the effects of type of information and party similarity were pervasive. Our results support the similarity-attraction paradigm and a model of political affiliation. Expanding relevant theories to include suspicion helps better understand politically related judgments and the additional outcomes of expected organizational image and retaliation. (PsycInfo Database Record (c) 2024 APA, all rights reserved).

Previous studies have found that workplace mistreatment positively relates to depression, a critical mental health disorder. However, it is unknown whether mistreatment affects all individuals' depressive symptoms equally. Drawing from the hopelessness theory of depression and the stigma literature, we suggest that Blacks suffer from greater depression than Whites when they experience similar levels of workplace mistreatment because Blacks, as members of a racial minority group, are more likely to attribute workplace mistreatment to their race. This, in turn, causes them to make a pessimistic attribution (i.e., attributions that are internal, stable, and global) about themselves that, ultimately, leads to depression. We tested these predictions across two studies. In Study 1, we used a multiyear time-lagged design and multiple indicators of depression (i.e., self-reported clinical depression scale, device-traced sleep quantity, and self-reported sleep quality) and found that the positive relationship between workplace mistreatment and depression was stronger for Blacks than Whites, and that these patterns were consistent across the various indicators (although only results with the clinical depression scale and sleep quantity were statistically significant). In Study 2, we found that the influence of workplace mistreatment on depression is partly due to racial differences in how workplace mistreatment is attributed. We conclude by discussing the theoretical and practical implications of these findings and directions for future research. (PsycInfo Database Record (c) 2024 APA, all rights reserved).

The burgeoning literature on leader-member exchange (LMX) differentiation indicates that differentiating LMX relationships within groups has both benefits and costs when it comes to group effectiveness. Although some clarity is emerging surrounding the null total effect of LMX differentiation on group performance, we still know little about how leaders themselves shape the differentiation process. In this article, we extend theory to suggest that some leaders may differentiate more effectively than others. Drawing from functional leadership theory, we first identify a potential approach available to leaders likely to enhance their functional effectiveness-strategically investing in and developing stronger social exchange relationships with subordinates who can best help them fulfill the task functions (via task performance-based differentiation) and group maintenance functions (via contextual performance-based differentiation) specified within functional leadership theory. Embedding this potential approach within the ability-motivation-opportunity framework, we then develop a theory for which leaders are best positioned to recognize and pursue strategic relationship development this way. Specifically, we posit that leaders with stronger cognitive abilities (g) are more likely to recognize the value of such an approach, and those high in core self-evaluation are more likely to believe in their capabilities to successfully process, execute on, and persist with the approach. The results from two studies-a multisource study of leaders and team members in newly formed teams as well as a preregistered online vignette study using a sample of current and former supervisors-largely supported our predictions. (PsycInfo Database Record (c) 2024 APA, all rights reserved).

In assessment and selection, organizations often include interpersonal interactions because they provide insights into candidates' interpersonal skills. These skills are then typically assessed via one-shot, retrospective assessor ratings. Unfortunately, the assessment of interpersonal skills at such a trait-like level fails to capture the richness of how the interaction unfolds at the behavioral exchange level within a role-play assessment. This study uses the lens of interpersonal complementarity theory to advance our understanding of interpersonal dynamics in role-play assessment and their effects on assessor ratings. Ninety-six MBA students participated in four different flash role-plays as part of diagnosing their strengths and weaknesses. Apart from gathering assessor ratings and criterion measures, coders also conducted a fine-grained examination of how the behavior of the two interaction partners (i.e., MBA students and role-players) unfolded at the moment-to-moment level via the Continuous Assessment of Interpersonal Dynamics (CAID) measurement tool. In all role-plays, candidates consistently showed mutual adaptations in line with complementarity principles: Affiliative behavior led to affiliative behavior, whereas dominant behavior resulted in docile, following behavior and vice versa. For affiliation, mutual influence also occurred in that both interaction partners' temporal trends in affiliation were entrained over time. Complementarity patterns were significantly related to ratings of in situ (role-playing) assessors but not to ratings of ex situ (remote) assessors. The effect of complementarity on validity was mixed. Overall, this study highlights the importance of going beyond overall ratings to capture behavioral contingencies such as complementarity patterns in interpersonal role-play assessment. (PsycInfo Database Record (c) 2024 APA, all rights reserved).