Pub Date : 2023-11-13DOI: 10.1026/0932-4089/a000422
Martin Zeschke, Karoline Schubert, Hannes Zacher
Abstract: Idle time is a time during which employees are unable to complete work tasks for reasons beyond their control, which negatively impacts their performance and well-being. However, it has not yet been examined whether the objective event or the subjective appraisal of this situation causes these effects. Drawing on affective events theory, we conducted an experiment ( N = 338) in which we manipulated objective idle time and measured the effects on well-being, mediated by subjective idle time. We found that objective idle time positively predicted subjective idle time, which in turn was negatively related to affect but not to task satisfaction. We found indirect effects of objective idle time on affect through subjective idle time. Boredom proneness was positively and age was negatively associated with subjective idle time. The results are consistent with affective events theory and suggest that idle time is appraised as such and negatively influences affect.
{"title":"Effects of Idle Time on Well-Being: An Experimental Study","authors":"Martin Zeschke, Karoline Schubert, Hannes Zacher","doi":"10.1026/0932-4089/a000422","DOIUrl":"https://doi.org/10.1026/0932-4089/a000422","url":null,"abstract":"Abstract: Idle time is a time during which employees are unable to complete work tasks for reasons beyond their control, which negatively impacts their performance and well-being. However, it has not yet been examined whether the objective event or the subjective appraisal of this situation causes these effects. Drawing on affective events theory, we conducted an experiment ( N = 338) in which we manipulated objective idle time and measured the effects on well-being, mediated by subjective idle time. We found that objective idle time positively predicted subjective idle time, which in turn was negatively related to affect but not to task satisfaction. We found indirect effects of objective idle time on affect through subjective idle time. Boredom proneness was positively and age was negatively associated with subjective idle time. The results are consistent with affective events theory and suggest that idle time is appraised as such and negatively influences affect.","PeriodicalId":44883,"journal":{"name":"Zeitschrift Fur Arbeits-Und Organisationspsychologie","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2023-11-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"136346306","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"心理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-11-13DOI: 10.1026/0932-4089/a000421
Rebecca Müller, Conny H. Antoni
Abstract: Due to the continuous implementation of information and communication technologies (ICTs), members of one team often have a different understanding (i. e., mental models) about their ICT use. Consequently, the ability to adapt their ICT use and to converge their divergent mental models is an essential requirement for teams to remain effective. The results of a laboratory experiment examining 198 participants in 66 teams confirm the hypothesis that the higher the initial divergence of mental models about their ICT use, the more the teams engage in team adaptation processes (i. e., situation assessment, plan formulation, and plan execution). Furthermore, the divergent mental models of team members, mediated by sequential team adaptation processes (i. e., situation assessment, plan formulation, and plan execution) and convergence of mental models, lead to a positive change in ICT use. Our results underscore that theories and research on team adaptation should focus more on team members’ divergence of and convergence toward shared mental models.
{"title":"Divergent Mental Models as a Trigger of Team Adaptation","authors":"Rebecca Müller, Conny H. Antoni","doi":"10.1026/0932-4089/a000421","DOIUrl":"https://doi.org/10.1026/0932-4089/a000421","url":null,"abstract":"Abstract: Due to the continuous implementation of information and communication technologies (ICTs), members of one team often have a different understanding (i. e., mental models) about their ICT use. Consequently, the ability to adapt their ICT use and to converge their divergent mental models is an essential requirement for teams to remain effective. The results of a laboratory experiment examining 198 participants in 66 teams confirm the hypothesis that the higher the initial divergence of mental models about their ICT use, the more the teams engage in team adaptation processes (i. e., situation assessment, plan formulation, and plan execution). Furthermore, the divergent mental models of team members, mediated by sequential team adaptation processes (i. e., situation assessment, plan formulation, and plan execution) and convergence of mental models, lead to a positive change in ICT use. Our results underscore that theories and research on team adaptation should focus more on team members’ divergence of and convergence toward shared mental models.","PeriodicalId":44883,"journal":{"name":"Zeitschrift Fur Arbeits-Und Organisationspsychologie","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2023-11-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"136346314","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"心理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-10-12DOI: 10.1026/0932-4089/a000416
Ilona Thelen, Jörg von Garrel
Zusammenfassung: Technostress – d. h. Stress, der aus dem Umgang mit digitalen Technologien resultiert – ist eine gravierende Schattenseite der voranschreitenden Digitalisierung der Arbeitswelt. Die negativen Auswirkungen dieses Phänomens sind bereits heute erkennbar. Sie beinhalten sowohl negative gesundheitliche Folgen für die betroffenen Mitarbeiter_innen als auch gravierende Folgekosten für Unternehmen durch gesteigerte Fehlzeiten sowie negative Auswirkungen auf Mitarbeiterproduktivität und -zufriedenheit. Die vorliegende Studie untersucht, ob das Führungsverhalten einer Führungskraft die Entstehung von Technostress bei den ihr direkt unterstellten Mitarbeiter_innen beeinflusst. Darüber hinaus werden Einflüsse weiterer individueller und organisationaler Faktoren überprüft. Mittels validierter Erhebungsinstrumente werden selbstberichtete Daten von N=849 Mitarbeiter_innen deutscher Unternehmen erhoben. Die Einschätzung des Führungsverhaltens der direkten Führungskraft erfolgt auf Grundlage der Führungsstile des „Full Range of Leadership Modells“ nach Avolio und Bass (1991) unter Zuhilfenahme des MLQ 5x short. Die Ergebnisse der Datenauswertung mittels Strukturgleichungsmodellierung weisen darauf hin, dass das Führungsverhalten der bzw. des direkten Vorgesetzten Einfluss auf das Technostress-Empfinden der Mitarbeiter_innen hat.
{"title":"Digital gestresst durch Vorgesetzte?","authors":"Ilona Thelen, Jörg von Garrel","doi":"10.1026/0932-4089/a000416","DOIUrl":"https://doi.org/10.1026/0932-4089/a000416","url":null,"abstract":"Zusammenfassung: Technostress – d. h. Stress, der aus dem Umgang mit digitalen Technologien resultiert – ist eine gravierende Schattenseite der voranschreitenden Digitalisierung der Arbeitswelt. Die negativen Auswirkungen dieses Phänomens sind bereits heute erkennbar. Sie beinhalten sowohl negative gesundheitliche Folgen für die betroffenen Mitarbeiter_innen als auch gravierende Folgekosten für Unternehmen durch gesteigerte Fehlzeiten sowie negative Auswirkungen auf Mitarbeiterproduktivität und -zufriedenheit. Die vorliegende Studie untersucht, ob das Führungsverhalten einer Führungskraft die Entstehung von Technostress bei den ihr direkt unterstellten Mitarbeiter_innen beeinflusst. Darüber hinaus werden Einflüsse weiterer individueller und organisationaler Faktoren überprüft. Mittels validierter Erhebungsinstrumente werden selbstberichtete Daten von N=849 Mitarbeiter_innen deutscher Unternehmen erhoben. Die Einschätzung des Führungsverhaltens der direkten Führungskraft erfolgt auf Grundlage der Führungsstile des „Full Range of Leadership Modells“ nach Avolio und Bass (1991) unter Zuhilfenahme des MLQ 5x short. Die Ergebnisse der Datenauswertung mittels Strukturgleichungsmodellierung weisen darauf hin, dass das Führungsverhalten der bzw. des direkten Vorgesetzten Einfluss auf das Technostress-Empfinden der Mitarbeiter_innen hat.","PeriodicalId":44883,"journal":{"name":"Zeitschrift Fur Arbeits-Und Organisationspsychologie","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2023-10-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"136013540","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"心理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-10-12DOI: 10.1026/0932-4089/a000420
Vincent Mustapha, Renate Rau
Zusammenfassung: Für die Gestaltung von Arbeit wird als ein Ziel die Vollständigkeit der Tätigkeit genannt. Hintergrund ist, dass vollständige Tätigkeiten für das Lernen und die Gesundheit förderlich sein sollen. Allerdings existieren kaum Studien, die diese Annahmen geprüft haben. Ziel der vorliegenden Arbeit ist es daher, den Zusammenhang zwischen vollständig gestalteten Tätigkeiten und Beanspruchungsfolgen unter Berücksichtigung der Mediatoren Tätigkeitsspielraum und Arbeitsintensität zu untersuchen. Dazu wurden bei 801 Mitarbeitenden unterschiedlichster Berufe und Branchen Arbeits- und Beanspruchungsanalysen mittels Beobachtungsinterviews und Fragebögen durchgeführt. Im Ergebnis zeigte sich, dass vollständige Tätigkeiten, vermittelt über Tätigkeitsspielraum, mit mehr positiven und weniger negativen Beanspruchungsfolgen zusammenhängen. Gleichzeitig hängen vollständige Tätigkeiten über die Arbeitsintensität mit mehr negativen Beanspruchungsfolgen zusammen, falls der Tätigkeitsspielraum nicht wahrgenommen wird oder nicht nutzbar ist. Gute Arbeitsgestaltung sollte daher vollständige Tätigkeiten schaffen, dabei aber das Ausmaß der Arbeitsintensität kontrollieren (darf nicht überfordern). Außerdem sollte das Erkennen und Nutzen des in vollständigen Tätigkeiten immanenten Tätigkeitsspielraums unterstützt werden.
{"title":"Das Konstrukt der „vollständigen Tätigkeit“ als Ziel guter Arbeitsgestaltung","authors":"Vincent Mustapha, Renate Rau","doi":"10.1026/0932-4089/a000420","DOIUrl":"https://doi.org/10.1026/0932-4089/a000420","url":null,"abstract":"Zusammenfassung: Für die Gestaltung von Arbeit wird als ein Ziel die Vollständigkeit der Tätigkeit genannt. Hintergrund ist, dass vollständige Tätigkeiten für das Lernen und die Gesundheit förderlich sein sollen. Allerdings existieren kaum Studien, die diese Annahmen geprüft haben. Ziel der vorliegenden Arbeit ist es daher, den Zusammenhang zwischen vollständig gestalteten Tätigkeiten und Beanspruchungsfolgen unter Berücksichtigung der Mediatoren Tätigkeitsspielraum und Arbeitsintensität zu untersuchen. Dazu wurden bei 801 Mitarbeitenden unterschiedlichster Berufe und Branchen Arbeits- und Beanspruchungsanalysen mittels Beobachtungsinterviews und Fragebögen durchgeführt. Im Ergebnis zeigte sich, dass vollständige Tätigkeiten, vermittelt über Tätigkeitsspielraum, mit mehr positiven und weniger negativen Beanspruchungsfolgen zusammenhängen. Gleichzeitig hängen vollständige Tätigkeiten über die Arbeitsintensität mit mehr negativen Beanspruchungsfolgen zusammen, falls der Tätigkeitsspielraum nicht wahrgenommen wird oder nicht nutzbar ist. Gute Arbeitsgestaltung sollte daher vollständige Tätigkeiten schaffen, dabei aber das Ausmaß der Arbeitsintensität kontrollieren (darf nicht überfordern). Außerdem sollte das Erkennen und Nutzen des in vollständigen Tätigkeiten immanenten Tätigkeitsspielraums unterstützt werden.","PeriodicalId":44883,"journal":{"name":"Zeitschrift Fur Arbeits-Und Organisationspsychologie","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2023-10-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135969901","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"心理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-10-01DOI: 10.1026/0932-4089/a000418
Greta Ontrup, Jana Moeschke, Ralf Buechsenschuss, Torsten Biemann
Free AccessWhen to Think Like a ScientistBalancing Scientific Rigor and Satisfying Business Needs in HR AnalyticsGreta Ontrup, Jana Moeschke, Ralf Buechsenschuss, and Torsten BiemannGreta OntrupGreta Ontrup, Department of Work, Organizational and Business Psychology, Ruhr University Bochum, Universitätsstraße 150, 44801 Bochum, Germany, [email protected]https://orcid.org/0000-0003-4720-1494Department of Work, Organizational and Business Psychology, Ruhr University Bochum, GermanySearch for more papers by this author, Jana MoeschkeCommunardo Software GmbH, Bonn, GermanySearch for more papers by this author, Ralf BuechsenschussZurich Insurance Company Ltd., Zürich, SwitzerlandDepartment of Business Administration, Human Resource Management and Leadership, University of Mannheim, GermanySearch for more papers by this author, and Torsten Biemannhttps://orcid.org/0000-0003-1728-6765Department of Business Administration, Human Resource Management and Leadership, University of Mannheim, GermanySearch for more papers by this authorPublished Online:July 20, 2023https://doi.org/10.1026/0932-4089/a000418PDF ToolsAdd to favoritesDownload CitationsTrack Citations ShareShare onFacebookTwitterLinkedInReddit SectionsMorePresentation of the ProblemHuman resource analytics (HR-A) refers to a data-driven HR practice that is based on analyzing data related to employees, HR processes, and organizational performance (Marler & Boudreau, 2017). The results serve as a basis for decision-making on strategically relevant business issues (Falletta & Combs, 2020). It further concerns the aspiration to show how HR measures can create (monetary) value by linking “soft” people factors (e. g., employee engagement) to strategically relevant outcomes such as customer satisfaction (Falletta & Combs, 2020).A prerequisite for using HR-A to improve decision-making is increased research and experimentation within the organization (Falletta & Combs, 2020; Peeters, et al., 2020). In this, HR-A constitutes an intersection between a science-oriented operational practice and an application-oriented HR science. We argue that it is a key challenge for successful HR-A to meet high scientific standards but to also satisfy business needs in a direct way.Concern: Balancing Scientific Rigor and Satisfying Business NeedsOn the one hand, the use of scientific methods for generating value-adding insights fosters the expectation to use rigorous methods. Successful science is characterized by (a) rigorous research questions and hypotheses that derive logically from theory, (b) rigorous methods and research designs that allow valid conclusions to be drawn and eliminate alternative hypothesis, and (c) rigorous measures (Dipboye, 2007). Psychometric quality and fitness for use of the data are discussed as critical prerequisites for HR-A (Cai & Zhu, 2015; Levenson & Fink, 2017). Expressed poignantly by the phrase “garbage in, garbage out,” good quality data are a necessary condition for valuable insights (
{"title":"When to Think Like a Scientist","authors":"Greta Ontrup, Jana Moeschke, Ralf Buechsenschuss, Torsten Biemann","doi":"10.1026/0932-4089/a000418","DOIUrl":"https://doi.org/10.1026/0932-4089/a000418","url":null,"abstract":"Free AccessWhen to Think Like a ScientistBalancing Scientific Rigor and Satisfying Business Needs in HR AnalyticsGreta Ontrup, Jana Moeschke, Ralf Buechsenschuss, and Torsten BiemannGreta OntrupGreta Ontrup, Department of Work, Organizational and Business Psychology, Ruhr University Bochum, Universitätsstraße 150, 44801 Bochum, Germany, [email protected]https://orcid.org/0000-0003-4720-1494Department of Work, Organizational and Business Psychology, Ruhr University Bochum, GermanySearch for more papers by this author, Jana MoeschkeCommunardo Software GmbH, Bonn, GermanySearch for more papers by this author, Ralf BuechsenschussZurich Insurance Company Ltd., Zürich, SwitzerlandDepartment of Business Administration, Human Resource Management and Leadership, University of Mannheim, GermanySearch for more papers by this author, and Torsten Biemannhttps://orcid.org/0000-0003-1728-6765Department of Business Administration, Human Resource Management and Leadership, University of Mannheim, GermanySearch for more papers by this authorPublished Online:July 20, 2023https://doi.org/10.1026/0932-4089/a000418PDF ToolsAdd to favoritesDownload CitationsTrack Citations ShareShare onFacebookTwitterLinkedInReddit SectionsMorePresentation of the ProblemHuman resource analytics (HR-A) refers to a data-driven HR practice that is based on analyzing data related to employees, HR processes, and organizational performance (Marler & Boudreau, 2017). The results serve as a basis for decision-making on strategically relevant business issues (Falletta & Combs, 2020). It further concerns the aspiration to show how HR measures can create (monetary) value by linking “soft” people factors (e. g., employee engagement) to strategically relevant outcomes such as customer satisfaction (Falletta & Combs, 2020).A prerequisite for using HR-A to improve decision-making is increased research and experimentation within the organization (Falletta & Combs, 2020; Peeters, et al., 2020). In this, HR-A constitutes an intersection between a science-oriented operational practice and an application-oriented HR science. We argue that it is a key challenge for successful HR-A to meet high scientific standards but to also satisfy business needs in a direct way.Concern: Balancing Scientific Rigor and Satisfying Business NeedsOn the one hand, the use of scientific methods for generating value-adding insights fosters the expectation to use rigorous methods. Successful science is characterized by (a) rigorous research questions and hypotheses that derive logically from theory, (b) rigorous methods and research designs that allow valid conclusions to be drawn and eliminate alternative hypothesis, and (c) rigorous measures (Dipboye, 2007). Psychometric quality and fitness for use of the data are discussed as critical prerequisites for HR-A (Cai & Zhu, 2015; Levenson & Fink, 2017). Expressed poignantly by the phrase “garbage in, garbage out,” good quality data are a necessary condition for valuable insights (","PeriodicalId":44883,"journal":{"name":"Zeitschrift Fur Arbeits-Und Organisationspsychologie","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2023-10-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"136039889","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"心理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-07-20DOI: 10.1026/0932-4089/a000417
Linda Loberg, Stephan Nüesch, Alexandra M. Allendorf
Abstract: In performance appraisal processes, corporations face the problem that the subjective ratings of employee performance tend to be largely biased toward being too favorable and too homogeneous. Drawing on prospect theory, we conceptualize below-average employee ratings as perceived losses and suggest that the proportion of such ratings increases under a recommended rating distribution because of a higher rating dispersion. The perceived losses may decrease employees’ organizational commitment, job satisfaction, and cooperation while increasing their turnover intentions. Using a large-scale, dual-source proprietary panel dataset from the German Federal Employment Agency, we show that a recommended distribution rating system is negatively related to organizational commitment, while job satisfaction, turnover intentions, and cooperation are unaffected when considering the whole sample. Post-hoc analyses reveal that the adverse effects appear in employees without managerial responsibility, while employees with managerial responsibility remain unaffected by the recommended distribution rating system.
{"title":"Unwanted Recommendation","authors":"Linda Loberg, Stephan Nüesch, Alexandra M. Allendorf","doi":"10.1026/0932-4089/a000417","DOIUrl":"https://doi.org/10.1026/0932-4089/a000417","url":null,"abstract":"Abstract: In performance appraisal processes, corporations face the problem that the subjective ratings of employee performance tend to be largely biased toward being too favorable and too homogeneous. Drawing on prospect theory, we conceptualize below-average employee ratings as perceived losses and suggest that the proportion of such ratings increases under a recommended rating distribution because of a higher rating dispersion. The perceived losses may decrease employees’ organizational commitment, job satisfaction, and cooperation while increasing their turnover intentions. Using a large-scale, dual-source proprietary panel dataset from the German Federal Employment Agency, we show that a recommended distribution rating system is negatively related to organizational commitment, while job satisfaction, turnover intentions, and cooperation are unaffected when considering the whole sample. Post-hoc analyses reveal that the adverse effects appear in employees without managerial responsibility, while employees with managerial responsibility remain unaffected by the recommended distribution rating system.","PeriodicalId":44883,"journal":{"name":"Zeitschrift Fur Arbeits-Und Organisationspsychologie","volume":null,"pages":null},"PeriodicalIF":1.2,"publicationDate":"2023-07-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"78716098","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"心理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-07-20DOI: 10.1026/0932-4089/a000419
Markus E. Langer
{"title":"Business and Science – Not So Different After All? A Commentary on Ontrup et al. (2023)","authors":"Markus E. Langer","doi":"10.1026/0932-4089/a000419","DOIUrl":"https://doi.org/10.1026/0932-4089/a000419","url":null,"abstract":"","PeriodicalId":44883,"journal":{"name":"Zeitschrift Fur Arbeits-Und Organisationspsychologie","volume":null,"pages":null},"PeriodicalIF":1.2,"publicationDate":"2023-07-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"85166509","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"心理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-06-13DOI: 10.1026/0932-4089/a000414
L. Creon, C. Schermuly
Abstract: Since team colleagues and leaders are the first points of contact for organizational newcomers, they could play an important role in newcomers’ socialization success. On the basis of the social identity approach and signaling theory, we expect perceived subgroups in the team and leader–member exchange (LMX), respectively, to predict socialization outcomes (i. e., social integration, organizational attractiveness, intentions to remain). Furthermore, we expect psychological safety to mediate these processes. We conducted a two-wave field study ( N = 56 interns) and an experimental vignette study ( N = 144 students). Results showed perceived subgroups (only in Study 2) and LMX to be related to socialization outcomes. Study 2 showed these relationships to be mediated by psychological safety. Thus, newcomers’ perceptions of their team and leader may be important in determining whether newcomers feel integrated and perceive their organization as attractive to remain in. Human resources practitioners should make organizational insiders aware of their role in newcomer socialization.
{"title":"Welcome to Our (Divided) Team","authors":"L. Creon, C. Schermuly","doi":"10.1026/0932-4089/a000414","DOIUrl":"https://doi.org/10.1026/0932-4089/a000414","url":null,"abstract":"Abstract: Since team colleagues and leaders are the first points of contact for organizational newcomers, they could play an important role in newcomers’ socialization success. On the basis of the social identity approach and signaling theory, we expect perceived subgroups in the team and leader–member exchange (LMX), respectively, to predict socialization outcomes (i. e., social integration, organizational attractiveness, intentions to remain). Furthermore, we expect psychological safety to mediate these processes. We conducted a two-wave field study ( N = 56 interns) and an experimental vignette study ( N = 144 students). Results showed perceived subgroups (only in Study 2) and LMX to be related to socialization outcomes. Study 2 showed these relationships to be mediated by psychological safety. Thus, newcomers’ perceptions of their team and leader may be important in determining whether newcomers feel integrated and perceive their organization as attractive to remain in. Human resources practitioners should make organizational insiders aware of their role in newcomer socialization.","PeriodicalId":44883,"journal":{"name":"Zeitschrift Fur Arbeits-Und Organisationspsychologie","volume":null,"pages":null},"PeriodicalIF":1.2,"publicationDate":"2023-06-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"87216603","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"心理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-06-13DOI: 10.1026/0932-4089/a000415
Jaqueline Vieregge, C. Sutter, S. Sülzenbrück
Abstract: Sensory processing sensitivity (SPS) is a personality trait characterized by a high sensitivity to sensory stimuli ( Aron & Aron, 1997 ). On the basis of environmental sensitivity theory ( Pluess & Boniwell, 2015 ) as well as the job characteristics model ( Hackman & Oldham, 1976 ), we investigated the moderating impact of SPS (HSP Scale; Aron & Aron, 1997 ; Konrad & Herzberg, 2019 ) on the relationship between job characteristics (Work Design Questionnaire; Morgeson & Humphrey, 2006 ; Stegmann et al., 2010 ) and organizational citizenship behavior (OCB Scale; Podsakoff et al., 1990 ). The results of our two-wave survey study with 199 employees from a broad range of industries and students indicate that SPS strengthens the relationship between feedback as well as task significance and OCB, but SPS weakens the relationship between autonomy (work methods) as well as task variety and OCB.
{"title":"How Sensory Processing Sensitivity Shapes Employee Reactions to Core Job Characteristics","authors":"Jaqueline Vieregge, C. Sutter, S. Sülzenbrück","doi":"10.1026/0932-4089/a000415","DOIUrl":"https://doi.org/10.1026/0932-4089/a000415","url":null,"abstract":"Abstract: Sensory processing sensitivity (SPS) is a personality trait characterized by a high sensitivity to sensory stimuli ( Aron & Aron, 1997 ). On the basis of environmental sensitivity theory ( Pluess & Boniwell, 2015 ) as well as the job characteristics model ( Hackman & Oldham, 1976 ), we investigated the moderating impact of SPS (HSP Scale; Aron & Aron, 1997 ; Konrad & Herzberg, 2019 ) on the relationship between job characteristics (Work Design Questionnaire; Morgeson & Humphrey, 2006 ; Stegmann et al., 2010 ) and organizational citizenship behavior (OCB Scale; Podsakoff et al., 1990 ). The results of our two-wave survey study with 199 employees from a broad range of industries and students indicate that SPS strengthens the relationship between feedback as well as task significance and OCB, but SPS weakens the relationship between autonomy (work methods) as well as task variety and OCB.","PeriodicalId":44883,"journal":{"name":"Zeitschrift Fur Arbeits-Und Organisationspsychologie","volume":null,"pages":null},"PeriodicalIF":1.2,"publicationDate":"2023-06-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"82521286","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"心理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2023-05-08DOI: 10.1026/0932-4089/a000413
U. Kanning, Anja Carstens, Annalena Stenneken
Zusammenfassung: Die vieldiskutierte Diskrepanz zwischen Forschung und Praxis zeigt sich in der Personalauswahl u. a. in einer geringen Verbreitung sehr valider Auswahlmethoden. Eine wichtige Ursache hierfür mag darin liegen, dass Informationen über Auswahlmethoden in der Praxis in selektiver Weise verarbeitet werden. In zwei Online-Experimenten wird untersucht, inwieweit die Verarbeitung von Informationen über Intelligenztests und strukturierte Einstellungsinterviews, durch Menschen, die beruflich mit der Personalauswahl zu tun haben, einem Confirmation Bias unterliegt. Beide Studien belegen den Confirmation Bias. Die untersuchten Personen präferieren Informationen, die ihre Voreinstellung zu beiden Methoden unterstützen. Zudem erscheinen ihnen Informationen über beide Personalauswahlmethoden glaubwürdiger, überzeugender und nützlicher, wenn sie der eigenen Einstellung entsprechen.
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