Pub Date : 2022-11-03DOI: 10.1080/08959285.2022.2142228
Gargi Sawhney, Mallory A. McCord, A. Cunningham, Kwesi Adjei, Henry R. Young, David R. Glerum
ABSTRACT Despite the rise in research on leader behaviors and workplace deviance, a comprehensive understanding of the magnitude of associations between the different forms of leader behaviors and workplace deviance is lacking. Drawing on Social Learning Theory and Banks and colleagues’) framework of leader behaviors, our meta-analysis provides a rank ordering of leader behaviors (i.e., moral, inspirational, task-oriented, relational, and passive) based on their importance in predicting workplace deviance using 104 independent samples (N = 42,968). Additionally, we consolidate the literatures on perpetrated and experienced deviance to investigate the association between leader behaviors and deviance from both perspectives. We also assess three boundary conditions that could moderate the leader behavior – workplace deviance relationship. Our findings suggest that passive leader behaviors explain the greatest variance in workplace deviance, followed by moral, relational, inspirational, and task-oriented leader behaviors. We also find support for the moderating effects of deviance target, study design, and rater in(dependence) on the association between leader behaviors and workplace deviance. We highlight that passive leader behaviors exhibit a greater influence on workplace deviance relative to the influence of positive leader behaviors. We discuss the implications of our results for both research and practice.
{"title":"Good and Bad Influences: A Meta-Analysis of Leader Behavior on Followers’ Experienced and Perpetrated Deviance","authors":"Gargi Sawhney, Mallory A. McCord, A. Cunningham, Kwesi Adjei, Henry R. Young, David R. Glerum","doi":"10.1080/08959285.2022.2142228","DOIUrl":"https://doi.org/10.1080/08959285.2022.2142228","url":null,"abstract":"ABSTRACT Despite the rise in research on leader behaviors and workplace deviance, a comprehensive understanding of the magnitude of associations between the different forms of leader behaviors and workplace deviance is lacking. Drawing on Social Learning Theory and Banks and colleagues’) framework of leader behaviors, our meta-analysis provides a rank ordering of leader behaviors (i.e., moral, inspirational, task-oriented, relational, and passive) based on their importance in predicting workplace deviance using 104 independent samples (N = 42,968). Additionally, we consolidate the literatures on perpetrated and experienced deviance to investigate the association between leader behaviors and deviance from both perspectives. We also assess three boundary conditions that could moderate the leader behavior – workplace deviance relationship. Our findings suggest that passive leader behaviors explain the greatest variance in workplace deviance, followed by moral, relational, inspirational, and task-oriented leader behaviors. We also find support for the moderating effects of deviance target, study design, and rater in(dependence) on the association between leader behaviors and workplace deviance. We highlight that passive leader behaviors exhibit a greater influence on workplace deviance relative to the influence of positive leader behaviors. We discuss the implications of our results for both research and practice.","PeriodicalId":47825,"journal":{"name":"Human Performance","volume":"36 1","pages":"24 - 44"},"PeriodicalIF":2.2,"publicationDate":"2022-11-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42003021","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 : 2022-09-18DOI: 10.1080/08959285.2022.2123486
A. Hetrick, Marie S. Mitchell, Margo C. Villarosa-Hurlocker, Taylor Sullivan
ABSTRACT We explore how the impacts of unethical leadership are influenced either beneficially or detrimentally by perceived organizational support. A stress–resource view suggests organizational support is a resource that should offset the negative implications of unethical leadership. The negative exacerbator view suggests that receiving organizational support in light of unethical leadership should heighten the threat because it draws a stronger focus on and salience to the harm of the leader’s behavior for the employee. The results of a time-separated survey study and an experiment support our model and the negative exacerbator view. The findings show that unethical leader behavior elicits negative affect and indirectly (through negative affect) diminishes employees’ well-being and has a stronger effect when perceived organizational support was higher rather than lower.
{"title":"The Consequence of Unethical Leader Behavior to Employee Well-Being: Does Support from the Organization Mitigate or Exacerbate the Stress Experience?","authors":"A. Hetrick, Marie S. Mitchell, Margo C. Villarosa-Hurlocker, Taylor Sullivan","doi":"10.1080/08959285.2022.2123486","DOIUrl":"https://doi.org/10.1080/08959285.2022.2123486","url":null,"abstract":"ABSTRACT We explore how the impacts of unethical leadership are influenced either beneficially or detrimentally by perceived organizational support. A stress–resource view suggests organizational support is a resource that should offset the negative implications of unethical leadership. The negative exacerbator view suggests that receiving organizational support in light of unethical leadership should heighten the threat because it draws a stronger focus on and salience to the harm of the leader’s behavior for the employee. The results of a time-separated survey study and an experiment support our model and the negative exacerbator view. The findings show that unethical leader behavior elicits negative affect and indirectly (through negative affect) diminishes employees’ well-being and has a stronger effect when perceived organizational support was higher rather than lower.","PeriodicalId":47825,"journal":{"name":"Human Performance","volume":"35 1","pages":"323 - 344"},"PeriodicalIF":2.2,"publicationDate":"2022-09-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42336283","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 : 2022-09-16DOI: 10.1080/08959285.2022.2123805
L. Brown, Christopher M. Harris
ABSTRACT Corporate lobbyists play a vital role in the Corporate Political Activity process. They act as a mediator between corporations and politicians when firms engage in lobbying activities. Firms value professional lobbyists for their connections in Washington and their knowledge of the political process. While previous Corporate Political Activity research on lobbying has focused primarily on the amount of money firms spend on lobbying, including antecedents of lobbying and outcomes, very little research has examined lobbyists’ individual differences and how those influence important outcomes. In this paper, we examine how lobbyists’ specialization and experience as both a lobbyist and a former politician can influence the number of bills lobbied on passed into law. Using a sample of corporate lobbyists who were hired by S&P 500 firms, we look at 8,630 lobbyist’s careers from 2005–2016. We find that lobbyists lower in specialization are more likely to lobby on bills which are eventually passed into law than highly specialized lobbyists. We also find that social capital moderates the relationship between specialization and lobbying effectiveness. These results suggest that while corporate political activity spending is important, both scholars and firms should also understand who firms are hiring to lobby for them and how differences in lobbyist specialization might influence firm effectiveness in the nonmarket arena.
{"title":"Specializing in Politics: Effects of Specialization, Social Capital, and Human Capital on Corporate Lobbying","authors":"L. Brown, Christopher M. Harris","doi":"10.1080/08959285.2022.2123805","DOIUrl":"https://doi.org/10.1080/08959285.2022.2123805","url":null,"abstract":"ABSTRACT Corporate lobbyists play a vital role in the Corporate Political Activity process. They act as a mediator between corporations and politicians when firms engage in lobbying activities. Firms value professional lobbyists for their connections in Washington and their knowledge of the political process. While previous Corporate Political Activity research on lobbying has focused primarily on the amount of money firms spend on lobbying, including antecedents of lobbying and outcomes, very little research has examined lobbyists’ individual differences and how those influence important outcomes. In this paper, we examine how lobbyists’ specialization and experience as both a lobbyist and a former politician can influence the number of bills lobbied on passed into law. Using a sample of corporate lobbyists who were hired by S&P 500 firms, we look at 8,630 lobbyist’s careers from 2005–2016. We find that lobbyists lower in specialization are more likely to lobby on bills which are eventually passed into law than highly specialized lobbyists. We also find that social capital moderates the relationship between specialization and lobbying effectiveness. These results suggest that while corporate political activity spending is important, both scholars and firms should also understand who firms are hiring to lobby for them and how differences in lobbyist specialization might influence firm effectiveness in the nonmarket arena.","PeriodicalId":47825,"journal":{"name":"Human Performance","volume":"35 1","pages":"345 - 358"},"PeriodicalIF":2.2,"publicationDate":"2022-09-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43389182","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 : 2022-09-13DOI: 10.1080/08959285.2022.2121964
Chieh-Yu Lin, Nai‐Wen Chi
ABSTRACT Recent studies have attempted to clarify the detrimental consequences of compulsory citizenship behaviors (CCB; employees are pressured or forced to engage in extra-role activities). Based on the retributive justice and impression management perspectives, we simultaneously examine potentially harmful outcomes (i.e., destructive voice, DSV) and constructive outcomes (organizational citizenship behaviors, OCB) of CCB, and propose justice and impression management mechanisms and boundaries to explain the dark and potential bright sides of CCB. Data was collected from 276 supervisor-subordinate pairs across various industries at different time points. The results show that CCB increases DSV through increased perceived distributive injustice, while employees’ equity sensitivity further enhances such effects. Moreover, the indirect effect of CCB on OCB via increased impression management motive depends on employees’ self-monitoring: it becomes positive when employees rate high in self-monitoring. Theoretical and practical implications are discussed.
{"title":"Understanding Why and When Compulsory Citizenship Behaviors Lead to Subsequent Destructive Voice and Citizenship Behaviors: The Retributive Justice and Impression Management Perspectives","authors":"Chieh-Yu Lin, Nai‐Wen Chi","doi":"10.1080/08959285.2022.2121964","DOIUrl":"https://doi.org/10.1080/08959285.2022.2121964","url":null,"abstract":"ABSTRACT Recent studies have attempted to clarify the detrimental consequences of compulsory citizenship behaviors (CCB; employees are pressured or forced to engage in extra-role activities). Based on the retributive justice and impression management perspectives, we simultaneously examine potentially harmful outcomes (i.e., destructive voice, DSV) and constructive outcomes (organizational citizenship behaviors, OCB) of CCB, and propose justice and impression management mechanisms and boundaries to explain the dark and potential bright sides of CCB. Data was collected from 276 supervisor-subordinate pairs across various industries at different time points. The results show that CCB increases DSV through increased perceived distributive injustice, while employees’ equity sensitivity further enhances such effects. Moreover, the indirect effect of CCB on OCB via increased impression management motive depends on employees’ self-monitoring: it becomes positive when employees rate high in self-monitoring. Theoretical and practical implications are discussed.","PeriodicalId":47825,"journal":{"name":"Human Performance","volume":"35 1","pages":"303 - 322"},"PeriodicalIF":2.2,"publicationDate":"2022-09-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44041303","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 : 2022-08-08DOI: 10.1080/08959285.2022.2111432
Allison A. Toth, A. Dunn, L. Shanock, Amanda C. Sargent, K. Kavanagh, Stephanie R. Leonard
ABSTRACT The extant research on organizational socialization has primarily focused on newcomer perceptions of the socialization process, neglecting the perspective of insiders (veteran employees) who socialize newcomers. The veteran perspective is important to consider, as veterans take on additional work responsibilities to help newcomers assimilate to the organization. The current study examines how veterans’ perceptions of their personal resources (e.g., assimilation, job demands) may influence their own well-being during the socialization process, as well as newcomer outcomes (i.e., role clarity, job performance). Data from 108 matched veteran-newcomer pairs across a variety of occupations were analyzed using path analysis. Results suggest veteran assimilation and job demands during socialization are related to both veteran and newcomer outcomes, including veteran emotional exhaustion and newcomer role clarity. In addition, veteran assimilation was significantly related to newcomer performance. Implications of these findings for organizations are discussed.
{"title":"You Being New Can Be Hard on Me Too: Considering the Veteran Employee during Newcomer Socialization","authors":"Allison A. Toth, A. Dunn, L. Shanock, Amanda C. Sargent, K. Kavanagh, Stephanie R. Leonard","doi":"10.1080/08959285.2022.2111432","DOIUrl":"https://doi.org/10.1080/08959285.2022.2111432","url":null,"abstract":"ABSTRACT The extant research on organizational socialization has primarily focused on newcomer perceptions of the socialization process, neglecting the perspective of insiders (veteran employees) who socialize newcomers. The veteran perspective is important to consider, as veterans take on additional work responsibilities to help newcomers assimilate to the organization. The current study examines how veterans’ perceptions of their personal resources (e.g., assimilation, job demands) may influence their own well-being during the socialization process, as well as newcomer outcomes (i.e., role clarity, job performance). Data from 108 matched veteran-newcomer pairs across a variety of occupations were analyzed using path analysis. Results suggest veteran assimilation and job demands during socialization are related to both veteran and newcomer outcomes, including veteran emotional exhaustion and newcomer role clarity. In addition, veteran assimilation was significantly related to newcomer performance. Implications of these findings for organizations are discussed.","PeriodicalId":47825,"journal":{"name":"Human Performance","volume":"35 1","pages":"261 - 277"},"PeriodicalIF":2.2,"publicationDate":"2022-08-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46001513","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 : 2022-08-08DOI: 10.1080/08959285.2022.2111433
D. Jackson, G. Michaelides, Christopher Dewberry, Amanda Jones, S. Toms, Benjamin Schwencke, Wei-Ning Yang
ABSTRACT We modeled the effects commonly described as defining the measurement structure of supervisor performance ratings. In doing so, we contribute to different theoretical perspectives, including components of the multifactor and mediated models of performance ratings. Across two reanalyzed samples (Sample 1, N ratees = 392, N raters = 244; Sample 2, N ratees = 342, N raters = 397), we found a structure primarily reflective of general (>27% of variance explained) and rater-related (>49%) effects, with relatively small performance dimension effects (between 1% and 11%). We drew on findings from the assessment center literature to approximate the proportion of rater variance that might theoretically contribute to reliability in performance ratings. We found that even moderate contributions of rater-related variance to reliability resulted in a sizable impact on reliability estimates, drawing them closer to accepted criteria.
{"title":"Uncertainty about Rater Variance and Small Dimension Effects Impact Reliability in Supervisor Ratings","authors":"D. Jackson, G. Michaelides, Christopher Dewberry, Amanda Jones, S. Toms, Benjamin Schwencke, Wei-Ning Yang","doi":"10.1080/08959285.2022.2111433","DOIUrl":"https://doi.org/10.1080/08959285.2022.2111433","url":null,"abstract":"ABSTRACT We modeled the effects commonly described as defining the measurement structure of supervisor performance ratings. In doing so, we contribute to different theoretical perspectives, including components of the multifactor and mediated models of performance ratings. Across two reanalyzed samples (Sample 1, N ratees = 392, N raters = 244; Sample 2, N ratees = 342, N raters = 397), we found a structure primarily reflective of general (>27% of variance explained) and rater-related (>49%) effects, with relatively small performance dimension effects (between 1% and 11%). We drew on findings from the assessment center literature to approximate the proportion of rater variance that might theoretically contribute to reliability in performance ratings. We found that even moderate contributions of rater-related variance to reliability resulted in a sizable impact on reliability estimates, drawing them closer to accepted criteria.","PeriodicalId":47825,"journal":{"name":"Human Performance","volume":"35 1","pages":"278 - 301"},"PeriodicalIF":2.2,"publicationDate":"2022-08-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43268027","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 : 2022-08-08DOI: 10.1080/08959285.2022.2110104
Natalie Armenteros, Aniqa Hatem, Laura M. Heron, C. Viswesvaran
ABSTRACT The use of social media in selection processes to gather information about job candidates is a heavily debated and controversial topic. However, research that focuses on whether applicant reactions differ when social networking sites (SNSs) are screened is limited. This study used a quasi-experimental design to examine perceptions of face validity, predictive validity, and test fairness when personal (Facebook or Twitter) versus professional (LinkedIn) profiles are screened. The moderating role of self-monitoring was also explored. Findings demonstrated that applicants react negatively to screenings involving personal SNSs. High self-monitors had favorable face validity and predictive validity reactions to a professional SNS screening, but the opposite effect was found for personal SNSs. Practical implications for organizations and future directions for research are discussed.
{"title":"It’s Not Fair! Are Applicant Reactions to Personal and Professional Social Media Screenings Similar?","authors":"Natalie Armenteros, Aniqa Hatem, Laura M. Heron, C. Viswesvaran","doi":"10.1080/08959285.2022.2110104","DOIUrl":"https://doi.org/10.1080/08959285.2022.2110104","url":null,"abstract":"ABSTRACT The use of social media in selection processes to gather information about job candidates is a heavily debated and controversial topic. However, research that focuses on whether applicant reactions differ when social networking sites (SNSs) are screened is limited. This study used a quasi-experimental design to examine perceptions of face validity, predictive validity, and test fairness when personal (Facebook or Twitter) versus professional (LinkedIn) profiles are screened. The moderating role of self-monitoring was also explored. Findings demonstrated that applicants react negatively to screenings involving personal SNSs. High self-monitors had favorable face validity and predictive validity reactions to a professional SNS screening, but the opposite effect was found for personal SNSs. Practical implications for organizations and future directions for research are discussed.","PeriodicalId":47825,"journal":{"name":"Human Performance","volume":"35 1","pages":"241 - 260"},"PeriodicalIF":2.2,"publicationDate":"2022-08-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42054016","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 : 2022-08-02DOI: 10.1080/08959285.2022.2108034
Bret Sanner, Karoline Evans, D. Fernández
ABSTRACT Performance appraisals can have a large impact on organizations and individuals during crises, but they may also be biased by shortcomings in raters’ cognitive processes. Despite the importance of performance appraisals during such periods, only scant research has examined how crises affect cognitive processes in performance ratings. We address this by extending the reflective-impulsive model to develop and test a theoretical model that shows how people assess performance during a crisis. Because crises deplete people’s cognitive resources, we hypothesize that raters will form less accurate impressions of ratees’ task abilities during crises and reduce the weight they assign to ratees’ task abilities in performance ratings. We also hypothesize that raters will positively weight ratees’ team satisfaction more heavily in performance ratings during a crisis, because raters tend to use interpersonal affect as a heuristic during a crisis and feel more positive interpersonal affect toward members who are higher on team satisfaction. Data on members of in-person and virtual teams from before and during the COVID-19 crisis largely support our hypotheses. Our findings respond to calls in the performance appraisal literature to investigate environmental factors; we do so by examining the effect of a critically important environmental factor: a crisis.
{"title":"Do Desperate Times Call for Desperate Measures? The Effect of Crises on Performance Appraisals","authors":"Bret Sanner, Karoline Evans, D. Fernández","doi":"10.1080/08959285.2022.2108034","DOIUrl":"https://doi.org/10.1080/08959285.2022.2108034","url":null,"abstract":"ABSTRACT Performance appraisals can have a large impact on organizations and individuals during crises, but they may also be biased by shortcomings in raters’ cognitive processes. Despite the importance of performance appraisals during such periods, only scant research has examined how crises affect cognitive processes in performance ratings. We address this by extending the reflective-impulsive model to develop and test a theoretical model that shows how people assess performance during a crisis. Because crises deplete people’s cognitive resources, we hypothesize that raters will form less accurate impressions of ratees’ task abilities during crises and reduce the weight they assign to ratees’ task abilities in performance ratings. We also hypothesize that raters will positively weight ratees’ team satisfaction more heavily in performance ratings during a crisis, because raters tend to use interpersonal affect as a heuristic during a crisis and feel more positive interpersonal affect toward members who are higher on team satisfaction. Data on members of in-person and virtual teams from before and during the COVID-19 crisis largely support our hypotheses. Our findings respond to calls in the performance appraisal literature to investigate environmental factors; we do so by examining the effect of a critically important environmental factor: a crisis.","PeriodicalId":47825,"journal":{"name":"Human Performance","volume":"35 1","pages":"218 - 240"},"PeriodicalIF":2.2,"publicationDate":"2022-08-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43747161","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 : 2022-08-01DOI: 10.1080/08959285.2023.2219061
Christopher E. Whelpley, Haley M. Woznyj
ABSTRACT Effective management of autistic employees is a topic germane to the successful integration of individuals on the spectrum into the workplace, but is a question that management researchers are only starting to broach. Unlike past research, we examine successful management for autistic employees without applying a priori leadership constructs traditionally found in the literature. Instead, we use a grounded approach to investigate how managers can effectively structure the day-to-day interactions they have with autistic employees. In doing so, we identify a dialectic between wanting to treat all employees as equal while understanding that different employees have very different needs. Based on this dialectic, we explore managerial behaviors associated with the poles and propose four different management types that lead to different outcomes for employees and organizations. Lastly, we build on aspects of identity negotiation to unpack how managers can balance the dialectic between different needs and wanting equal treatment .
{"title":"Balancing the Teeter Totter: A Dialectical View of Managing Neurodiverse Employees","authors":"Christopher E. Whelpley, Haley M. Woznyj","doi":"10.1080/08959285.2023.2219061","DOIUrl":"https://doi.org/10.1080/08959285.2023.2219061","url":null,"abstract":"ABSTRACT Effective management of autistic employees is a topic germane to the successful integration of individuals on the spectrum into the workplace, but is a question that management researchers are only starting to broach. Unlike past research, we examine successful management for autistic employees without applying a priori leadership constructs traditionally found in the literature. Instead, we use a grounded approach to investigate how managers can effectively structure the day-to-day interactions they have with autistic employees. In doing so, we identify a dialectic between wanting to treat all employees as equal while understanding that different employees have very different needs. Based on this dialectic, we explore managerial behaviors associated with the poles and propose four different management types that lead to different outcomes for employees and organizations. Lastly, we build on aspects of identity negotiation to unpack how managers can balance the dialectic between different needs and wanting equal treatment .","PeriodicalId":47825,"journal":{"name":"Human Performance","volume":"36 1","pages":"133 - 154"},"PeriodicalIF":2.2,"publicationDate":"2022-08-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48840374","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 : 2022-07-27DOI: 10.1080/08959285.2022.2104846
M. Thompson, Dawn S. Carlson, Wayne S. Crawford, K. Kacmar, Sally Weaver
ABSTRACT Though research on abuse at work is abundant, abusive supervision’s effects on healthcare utilization and outcomes remains unknown. We use two working samples (n 1 = 701; n 2 = 155) to test abusive supervision’s effects on subjective health perceptions and objective health and healthcare utilization (i.e., chronic illness and pain medications/diagnoses and number of visits to a medical professional). We argue that work-family balance and burnout serially mediated these effects. Using surveys and electronic health records, we find support tying abusive supervision to both subjective and objective health outcomes. Integrating logic from gender socialization theory, we argue (and find support) for the moderation of these effects by gender, such that the relationships are stronger for men. We conclude with future research directions and organizational implications.
{"title":"You Make Me Sick: Abuse at Work and Healthcare Utilization","authors":"M. Thompson, Dawn S. Carlson, Wayne S. Crawford, K. Kacmar, Sally Weaver","doi":"10.1080/08959285.2022.2104846","DOIUrl":"https://doi.org/10.1080/08959285.2022.2104846","url":null,"abstract":"ABSTRACT Though research on abuse at work is abundant, abusive supervision’s effects on healthcare utilization and outcomes remains unknown. We use two working samples (n 1 = 701; n 2 = 155) to test abusive supervision’s effects on subjective health perceptions and objective health and healthcare utilization (i.e., chronic illness and pain medications/diagnoses and number of visits to a medical professional). We argue that work-family balance and burnout serially mediated these effects. Using surveys and electronic health records, we find support tying abusive supervision to both subjective and objective health outcomes. Integrating logic from gender socialization theory, we argue (and find support) for the moderation of these effects by gender, such that the relationships are stronger for men. We conclude with future research directions and organizational implications.","PeriodicalId":47825,"journal":{"name":"Human Performance","volume":"35 1","pages":"193 - 217"},"PeriodicalIF":2.2,"publicationDate":"2022-07-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44071209","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}
京公网安备 11010802042870号
京ICP备2023020795号-1
扫码关注我们
求助内容：
应助结果提醒方式：