Pub Date : 2019-09-22DOI: 10.1080/08959285.2019.1669038
Domenico Berdicchia, G. Masino
ABSTRACT Literature provides mixed results on the effect of participatory practices on outcomes such as individual performance and job stressors. By examining these relationships via the mediation of job crafting behaviors, while considering the moderating effect of autonomy, we help clarifying the reasons behind the apparently ambiguous effects of participation. We surveyed 318 employees in an Italian mass retail company. On the one hand, we found a positive effect of participation on performance and a reduction of both role conflict and role overload thanks to increased job crafting behaviors aimed at seeking job resources. On the other hand, we also found that participation and autonomy may augment job stressors because of an associated increase of job crafting behaviors aimed at seeking challenging demands.
{"title":"The Ambivalent Effects of Participation on Performance and Job Stressors: The Role of Job Crafting and Autonomy","authors":"Domenico Berdicchia, G. Masino","doi":"10.1080/08959285.2019.1669038","DOIUrl":"https://doi.org/10.1080/08959285.2019.1669038","url":null,"abstract":"ABSTRACT Literature provides mixed results on the effect of participatory practices on outcomes such as individual performance and job stressors. By examining these relationships via the mediation of job crafting behaviors, while considering the moderating effect of autonomy, we help clarifying the reasons behind the apparently ambiguous effects of participation. We surveyed 318 employees in an Italian mass retail company. On the one hand, we found a positive effect of participation on performance and a reduction of both role conflict and role overload thanks to increased job crafting behaviors aimed at seeking job resources. On the other hand, we also found that participation and autonomy may augment job stressors because of an associated increase of job crafting behaviors aimed at seeking challenging demands.","PeriodicalId":47825,"journal":{"name":"Human Performance","volume":"32 1","pages":"220 - 241"},"PeriodicalIF":2.2,"publicationDate":"2019-09-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1080/08959285.2019.1669038","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48186704","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 : 2019-09-13DOI: 10.1080/08959285.2019.1664548
Michael D. Robinson, Michelle R. Persich, C. Stawicki, Sukumarakurup Krishnakumar
ABSTRACT Employees are thought to engage in deviant workplace behaviors (e.g., sabotage, theft) when they are stressed, frustrated, or angry. Given the emotional nature of these actions, individual differences in work-related emotional intelligence (W-EI) should, potentially, be consequential. Three studies (ns = 91, 198, & 147) examined this possibility by assessing variations in emotion perception and management skills with an ability measure specifically designed for the workplace context. Employees who received higher W-EI scores were less prone to both interpersonal deviance and organizational deviance and these relationships displayed discriminant validity as well as meaningful interactive effects with organizational stressors. The investigation extends our understanding of workplace deviance in a way that highlights an important role for work-related variations in emotional intelligence.
{"title":"Deviant Workplace Behavior as Emotional Action: Discriminant and Interactive Roles for Work-Related Emotional Intelligence","authors":"Michael D. Robinson, Michelle R. Persich, C. Stawicki, Sukumarakurup Krishnakumar","doi":"10.1080/08959285.2019.1664548","DOIUrl":"https://doi.org/10.1080/08959285.2019.1664548","url":null,"abstract":"ABSTRACT Employees are thought to engage in deviant workplace behaviors (e.g., sabotage, theft) when they are stressed, frustrated, or angry. Given the emotional nature of these actions, individual differences in work-related emotional intelligence (W-EI) should, potentially, be consequential. Three studies (ns = 91, 198, & 147) examined this possibility by assessing variations in emotion perception and management skills with an ability measure specifically designed for the workplace context. Employees who received higher W-EI scores were less prone to both interpersonal deviance and organizational deviance and these relationships displayed discriminant validity as well as meaningful interactive effects with organizational stressors. The investigation extends our understanding of workplace deviance in a way that highlights an important role for work-related variations in emotional intelligence.","PeriodicalId":47825,"journal":{"name":"Human Performance","volume":"32 1","pages":"201 - 219"},"PeriodicalIF":2.2,"publicationDate":"2019-09-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1080/08959285.2019.1664548","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"49204764","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 : 2019-08-23Epub Date: 2019-08-06DOI: 10.1253/circj.CJ-19-0658
Toshifumi Kudo
{"title":"Risk Factors for Major Amputation in the Japanese Population - How Can We Predict and Prevent Lower Limb Loss in Patients With Peripheral Arterial Disease?","authors":"Toshifumi Kudo","doi":"10.1253/circj.CJ-19-0658","DOIUrl":"10.1253/circj.CJ-19-0658","url":null,"abstract":"","PeriodicalId":47825,"journal":{"name":"Human Performance","volume":"26 1","pages":"1840-1841"},"PeriodicalIF":3.1,"publicationDate":"2019-08-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"81993020","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 : 2019-08-06DOI: 10.1080/08959285.2019.1649677
Russell P. Guay, You-Jin Kim, In-Sue Oh, Ryan M Vogel
ABSTRACT The primary purpose of this study is to examine how the cross-level interaction between leader and follower conscientiousness influences person-supervisor (PS) fit perceptions, which in turn impact follower work attitudes and organizational citizenship behavior (OCB). Based on a sample of 1,204 participants in 167 work teams, the results of our cross-level moderated indirect effects model show that highly conscientiousness followers whose leaders also have high levels of conscientiousness experience enhanced perceptions of PS fit which result in higher levels of job satisfaction and OCB and lower levels of intention to quit. The study suggests that high leader conscientiousness serves as a supportive situational cue that motivates followers to more fully express their conscientiousness and act in ways consistent with their conscientiousness.
{"title":"The Interaction Effects of Leader and Follower Conscientiousness on Person-Supervisor Fit Perceptions and Follower Outcomes: A Cross-Level Moderated Indirect Effects Model","authors":"Russell P. Guay, You-Jin Kim, In-Sue Oh, Ryan M Vogel","doi":"10.1080/08959285.2019.1649677","DOIUrl":"https://doi.org/10.1080/08959285.2019.1649677","url":null,"abstract":"ABSTRACT The primary purpose of this study is to examine how the cross-level interaction between leader and follower conscientiousness influences person-supervisor (PS) fit perceptions, which in turn impact follower work attitudes and organizational citizenship behavior (OCB). Based on a sample of 1,204 participants in 167 work teams, the results of our cross-level moderated indirect effects model show that highly conscientiousness followers whose leaders also have high levels of conscientiousness experience enhanced perceptions of PS fit which result in higher levels of job satisfaction and OCB and lower levels of intention to quit. The study suggests that high leader conscientiousness serves as a supportive situational cue that motivates followers to more fully express their conscientiousness and act in ways consistent with their conscientiousness.","PeriodicalId":47825,"journal":{"name":"Human Performance","volume":"32 1","pages":"181 - 199"},"PeriodicalIF":2.2,"publicationDate":"2019-08-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1080/08959285.2019.1649677","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"59967120","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 : 2019-08-05DOI: 10.1080/08959285.2019.1646746
K. Kacmar, Dawn S. Carlson, M. Thompson, Suzanne Zivnuska
ABSTRACT We explored the impact of moral disengagement on individual experiences of guilt. We modeled three forms of workplace deviance (withdrawal, interpersonal deviance, and work-family deviance) as mediators between the propensity to morally disengage and guilt, and also includes the moderating effects of perceived work hours culture. Data were collected from 226 employees matched with a colleague and spouse. Results demonstrated that moral disengagement released individuals who engaged in interpersonal and work-family deviance from subsequent feelings of guilt, but only reduced feelings of guilt for those who withdrew. We also found an interactive effect of perceived work hours culture on the relationships between moral disengagement propensity and all three forms of deviance. The indirect effect from moral disengagement propensity to guilt through withdrawal was stronger when perceived work hours was high.
{"title":"But I Still Feel Guilt: A Test of a Moral Disengagement Propensity Model","authors":"K. Kacmar, Dawn S. Carlson, M. Thompson, Suzanne Zivnuska","doi":"10.1080/08959285.2019.1646746","DOIUrl":"https://doi.org/10.1080/08959285.2019.1646746","url":null,"abstract":"ABSTRACT We explored the impact of moral disengagement on individual experiences of guilt. We modeled three forms of workplace deviance (withdrawal, interpersonal deviance, and work-family deviance) as mediators between the propensity to morally disengage and guilt, and also includes the moderating effects of perceived work hours culture. Data were collected from 226 employees matched with a colleague and spouse. Results demonstrated that moral disengagement released individuals who engaged in interpersonal and work-family deviance from subsequent feelings of guilt, but only reduced feelings of guilt for those who withdrew. We also found an interactive effect of perceived work hours culture on the relationships between moral disengagement propensity and all three forms of deviance. The indirect effect from moral disengagement propensity to guilt through withdrawal was stronger when perceived work hours was high.","PeriodicalId":47825,"journal":{"name":"Human Performance","volume":"32 1","pages":"165 - 180"},"PeriodicalIF":2.2,"publicationDate":"2019-08-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1080/08959285.2019.1646746","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43593928","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 : 2019-08-01DOI: 10.1080/08959285.2020.1759072
Brian G. Whitaker, Tojo Thatchenkery, L. Godwin
ABSTRACT While Appreciative Intelligence® – the capacity to reframe and see the potential in any situation and act on it with success – has generated a robust body of literature, scholarly advancement of this construct has been hampered by the lack of a validated instrument. Over two studies, we develop the Appreciative Intelligence® Scale (AIS), a 26-item survey organized into six factors. Study 1 explores the factor structure of the AIS using EFA. Study 2 uses hierarchical confirmatory factor analysis (HCFA) and hierarchical regression analyses to provide evidence for its convergent, discriminant, and criterion-related validity. The results support the priori six-factor structure of the AIS, indicating it is a valid measure of Appreciative Intelligence® useful in predicting proactive behavior at the individual, team, and organizational levels.
{"title":"The Development and Validation of the Appreciative Intelligence® Scale","authors":"Brian G. Whitaker, Tojo Thatchenkery, L. Godwin","doi":"10.1080/08959285.2020.1759072","DOIUrl":"https://doi.org/10.1080/08959285.2020.1759072","url":null,"abstract":"ABSTRACT While Appreciative Intelligence® – the capacity to reframe and see the potential in any situation and act on it with success – has generated a robust body of literature, scholarly advancement of this construct has been hampered by the lack of a validated instrument. Over two studies, we develop the Appreciative Intelligence® Scale (AIS), a 26-item survey organized into six factors. Study 1 explores the factor structure of the AIS using EFA. Study 2 uses hierarchical confirmatory factor analysis (HCFA) and hierarchical regression analyses to provide evidence for its convergent, discriminant, and criterion-related validity. The results support the priori six-factor structure of the AIS, indicating it is a valid measure of Appreciative Intelligence® useful in predicting proactive behavior at the individual, team, and organizational levels.","PeriodicalId":47825,"journal":{"name":"Human Performance","volume":"33 1","pages":"191 - 213"},"PeriodicalIF":2.2,"publicationDate":"2019-08-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1080/08959285.2020.1759072","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43668469","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 : 2019-07-08DOI: 10.1080/08959285.2019.1639712
S. Sung, Jin Nam Choi
ABSTRACT We investigated a plausible intermediate process and a boundary condition that elaborates the diversity–team creativity relationship to address mixed findings on the relationship between diversity and creativity. Our analysis using multi-source data collected from 128 work groups showed that age diversity and functional background diversity had negative and positive effects, respectively, on knowledge sharing and subsequent team creativity. Moreover, the effects of the four diversity attributes (age, gender, functional background, and tenure) on knowledge sharing were all negative in groups with low status differential, whereas the same effects became significantly positive in groups with high status differential. This study demonstrates a mechanism through which group diversity facilitates team creativity based on the information processing view of diversity and the functional approach to social status.
{"title":"Effects of Diversity on Knowledge Sharing and Creativity of Work Teams: Status Differential Among Members as a Facilitator","authors":"S. Sung, Jin Nam Choi","doi":"10.1080/08959285.2019.1639712","DOIUrl":"https://doi.org/10.1080/08959285.2019.1639712","url":null,"abstract":"ABSTRACT We investigated a plausible intermediate process and a boundary condition that elaborates the diversity–team creativity relationship to address mixed findings on the relationship between diversity and creativity. Our analysis using multi-source data collected from 128 work groups showed that age diversity and functional background diversity had negative and positive effects, respectively, on knowledge sharing and subsequent team creativity. Moreover, the effects of the four diversity attributes (age, gender, functional background, and tenure) on knowledge sharing were all negative in groups with low status differential, whereas the same effects became significantly positive in groups with high status differential. This study demonstrates a mechanism through which group diversity facilitates team creativity based on the information processing view of diversity and the functional approach to social status.","PeriodicalId":47825,"journal":{"name":"Human Performance","volume":"32 1","pages":"145 - 164"},"PeriodicalIF":2.2,"publicationDate":"2019-07-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1080/08959285.2019.1639712","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46816463","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 : 2019-07-08DOI: 10.1080/08959285.2019.1639711
J. Seong, Jin Nam Choi
ABSTRACT This study investigates the effect of person–organization (PO) fit on employee creativity. We draw on social exchange theory and identify leader–member exchange (LMX) and team–member exchange (TMX) as moderating contingencies. Our empirical analysis based on 167 employee–supervisor dyads confirms that LMX activates the significance of PO fit toward creativity. In addition, under high LMX, PO fit effect on creativity is positive when TMX is high. Subsequent analyses show that employees with high PO fit exhibit the highest level of creativity when LMX and TMX are high. Findings on the three-way interaction among PO fit, LMX, and TMX toward creativity offer new insights into a phenomenon that is mostly neglected in the literature.
{"title":"Is Person–Organization Fit Beneficial for Employee Creativity? Moderating Roles of Leader–Member and Team–Member Exchange Quality","authors":"J. Seong, Jin Nam Choi","doi":"10.1080/08959285.2019.1639711","DOIUrl":"https://doi.org/10.1080/08959285.2019.1639711","url":null,"abstract":"ABSTRACT This study investigates the effect of person–organization (PO) fit on employee creativity. We draw on social exchange theory and identify leader–member exchange (LMX) and team–member exchange (TMX) as moderating contingencies. Our empirical analysis based on 167 employee–supervisor dyads confirms that LMX activates the significance of PO fit toward creativity. In addition, under high LMX, PO fit effect on creativity is positive when TMX is high. Subsequent analyses show that employees with high PO fit exhibit the highest level of creativity when LMX and TMX are high. Findings on the three-way interaction among PO fit, LMX, and TMX toward creativity offer new insights into a phenomenon that is mostly neglected in the literature.","PeriodicalId":47825,"journal":{"name":"Human Performance","volume":"32 1","pages":"129 - 144"},"PeriodicalIF":2.2,"publicationDate":"2019-07-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1080/08959285.2019.1639711","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"49400944","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 : 2019-05-07DOI: 10.1080/08959285.2019.1609477
Andrew B. Speer, Andrew P. Tenbrink, Michael G. Schwendeman
ABSTRACT Despite their use in practice, calibration meetings of performance appraisal ratings have received little attention in the academic literature to date. The current paper addresses this gap by formally defining calibration meetings and by investigating the nature and impact of calibration meetings on performance ratings across two field studies. Results indicated that calibration meetings do occur in organizations. The nature and cadence of calibration meetings varied considerably, but managers generally perceived calibrations as attempts to improve rating quality. Calibration meetings were also associated with increases in perceived frame-of-reference, perceived accountability, and perceived total information to base ratings upon. Further, results showed that post-calibration ratings correlated more with other measures assessing the job performance domain than pre-calibration ratings.
{"title":"Let’s Talk it Out: The Effects of Calibration Meetings on Performance Ratings","authors":"Andrew B. Speer, Andrew P. Tenbrink, Michael G. Schwendeman","doi":"10.1080/08959285.2019.1609477","DOIUrl":"https://doi.org/10.1080/08959285.2019.1609477","url":null,"abstract":"ABSTRACT Despite their use in practice, calibration meetings of performance appraisal ratings have received little attention in the academic literature to date. The current paper addresses this gap by formally defining calibration meetings and by investigating the nature and impact of calibration meetings on performance ratings across two field studies. Results indicated that calibration meetings do occur in organizations. The nature and cadence of calibration meetings varied considerably, but managers generally perceived calibrations as attempts to improve rating quality. Calibration meetings were also associated with increases in perceived frame-of-reference, perceived accountability, and perceived total information to base ratings upon. Further, results showed that post-calibration ratings correlated more with other measures assessing the job performance domain than pre-calibration ratings.","PeriodicalId":47825,"journal":{"name":"Human Performance","volume":"32 1","pages":"107 - 128"},"PeriodicalIF":2.2,"publicationDate":"2019-05-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1080/08959285.2019.1609477","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41568030","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 : 2019-03-15DOI: 10.1080/08959285.2019.1597100
Wayne S. Crawford, Esther Lamarre, K. Kacmar, Kenneth J. Harris
ABSTRACT Building on social exchange theory, this study examines the relationship between perceptions of organizational politics and employee performance and interpersonal skills. We hypothesized that perceptions of organizational politics create an imbalance in the exchange relationship between employee and organization, which leads to organizational deviance. We also hypothesized that supervisors may attempt to rebalance the exchange relationship by providing lower performance and interpersonal skills ratings. Finally, we suggest that politically skilled employees avoid an increase in negative ratings. The present study demonstrates that perceptions of organizational politics may lead to negative employee behaviors and reduced supervisors’ ratings in an effort to rebalance the exchange relationship. In addition, politically skilled employees may avoid increased negative ratings when politics perceptions are high.
{"title":"Organizational Politics and Deviance: Exploring the Role of Political Skill","authors":"Wayne S. Crawford, Esther Lamarre, K. Kacmar, Kenneth J. Harris","doi":"10.1080/08959285.2019.1597100","DOIUrl":"https://doi.org/10.1080/08959285.2019.1597100","url":null,"abstract":"ABSTRACT Building on social exchange theory, this study examines the relationship between perceptions of organizational politics and employee performance and interpersonal skills. We hypothesized that perceptions of organizational politics create an imbalance in the exchange relationship between employee and organization, which leads to organizational deviance. We also hypothesized that supervisors may attempt to rebalance the exchange relationship by providing lower performance and interpersonal skills ratings. Finally, we suggest that politically skilled employees avoid an increase in negative ratings. The present study demonstrates that perceptions of organizational politics may lead to negative employee behaviors and reduced supervisors’ ratings in an effort to rebalance the exchange relationship. In addition, politically skilled employees may avoid increased negative ratings when politics perceptions are high.","PeriodicalId":47825,"journal":{"name":"Human Performance","volume":"32 1","pages":"106 - 92"},"PeriodicalIF":2.2,"publicationDate":"2019-03-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1080/08959285.2019.1597100","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42415102","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}
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