Journal of Business and Psychology最新文献

Drawing on social cognitive theory and the lifespan development perspective, the effect of job reflective learning (JRL) on employees’ promotive voice and the potential moderating effects of risk-taking climate (RTC) and age on this relationship are explored. This study employed a sample of 251 working adults in South Korea collected at two different time points. The findings reveal that JRL is positively associated with promotive voice. Moreover, the impact of RTC on this relationship is contingent on the employee age. Specifically, younger employees who engage in JRL tend to voice their ideas more often in organizations with higher RTC than in those with lower RTC. Interestingly, in high-risk environments, older employees demonstrate a high level of promotive voice regardless of their JRL levels. These results highlight the importance of considering both age and contextual factors (i.e., RTC) to gain a comprehensive understanding of the association between JRL and promotive voice in the workplace. The implications of these findings for researchers and practitioners are discussed.

Despite the prevalence and cost of employee retaliation, little is known about who is more likely to retaliate or what affects its likelihood. The purpose of this research is to examine how retaliation might differ among increasing numbers of “stuck” employees who would like to leave their employers but cannot. This is important, given the differing nature of their employment relationship. We apply social exchange theory to examine whether the relationship between a business decision compromising employee safety for business interests and employee retaliation intentions is mediated by general organizational support perceptions. We also examine whether the relationship between organizational support perceptions and retaliation intentions is moderated by preexisting turnover intentions and perceived ease of leaving. A survey of 327 working adults in the United States was used and respondents were assigned to one of three vignette conditions within a three-cell experiment that manipulated employer behavior. Respondents then completed scales assessing perceived organizational support and retaliation intentions. Path analytic and bootstrapping analyses support the proposed model. The relationship between organizational support perceptions and retaliation intentions was negative except for stuck employees, for whom the relationship was positive. Consistent with social exchange theory, after an employer makes a decision that compromises employee safety, general organizational support perceptions reflecting a more positive ongoing exchange relationship can reduce retaliation intentions, but not among stuck employees. This work contributes to the social exchange, organizational support, and employee retaliation literatures by offering a nuanced understanding of the relationship between organizational support perceptions and retaliation intentions.

Although significant advancements have been made, gender disparity in the form of unequal pay and underrepresentation of women in leadership positions and STEM fields still exists today. Research has shown that gender stereotypes can act as barriers for women aspiring to prototypically masculine-typed or leadership positions, and the way women are portrayed by others (i.e., in line with gender stereotypes during the hiring process) can result in negative career-related consequences (e.g., Madera et al., 2009). However, we know little about how men and women portray themselves during the hiring process. That is, do men and women describe themselves in line with gender stereotypes? If so, how does this impact career-related outcomes? To address these questions, these studies (1) examine if differences exist in the communal and agentic language that men and women use on their resumes and (2) determine if language differences result in consequences for applicants. Findings suggest that women use more communal language than do men when writing about themselves on their resumes. Furthermore, communal language use can negatively impact perceived leadership ability and hireability for women applying to prototypically masculine-typed jobs.

Working from home (WFH) has become increasingly common, and its impact on job performance is particularly interesting to researchers. Prior research has established a positive correlation between remote work and job performance, but the underlying mechanisms still need to be fully understood. This diary study addresses this issue by applying the Job Demands-Resources (JD-R) theory and developing a mediation model that identifies two processes responsible for the positive and negative relationships of WFH (compared to working at the office or WATO) with job performance. The study was conducted in a public organization, and 203 employees engaged in hybrid work arrangements answered an online survey for eight consecutive workdays. Results showed that working from home (WFH) had an indirect positive relationship with job performance through daily concentration and work engagement. Instead, no significant indirect relationship of WFH with daily job performance through daily social isolation and tension was observed. However, a disengagement “effect” was found, as the indirect relationship of WFH with daily job performance via daily social isolation and work engagement was negative and statistically significant. Theoretically, this study supports a motivational mechanism linking WFH to job performance, does not support the health-impairment process triggered by WFH, and emphasizes the importance of considering the complex interplay between job demands and motivational states. From a practical standpoint, the study suggests that organizations implementing hybrid work should enhance employee motivation, for instance, by providing tools to improve employee concentration and addressing potential feelings of social isolation when working from home.

In selection interviews, most applicants use deceptive as well as honest impression management (IM) to seem like a better candidate. To date, however, little is known about situational cues that determine these behaviors, about the psychological processes in the form of affect and cognitions caused by situational cues, and about how these processes affect subsequent impression management. Given that the absence of a conceptual model that explicitly considers both kinds of IM is holding the literature back, we explored situational cues and associated psychological processes. To do so, we conducted a qualitative study using a Grounded Theory approach. Based on the data, we were able to establish a main model and three submodels that include both deceptive and honest impression management. The submodels describe situational cues related to either the interviewer or interview content. In these submodels, we were also able to identify several cues that have not yet received attention in the literature. We also found that these situational cues are associated with positive and/or negative affect, and that affect subsequently influences IM behavior. In addition, we were able to identify IM tactics that go beyond the existing literature.

Overqualified employees are those with more knowledge, skills, and abilities than their job requires. While these competent workers can bring benefits to firms, they also pose a high risk of turnover. However, the evidence is insufficient on whether, why, and when they actually leave and how organizations can manage their turnover effectively. Based on self-determination theory, we propose that unfulfilled internal aspirations for personal growth can be a major driving force of turnover among overqualified employees. Moreover, we explore how such a mechanism varies by employee’s age and whether pay can exert a mitigating influence. Using longitudinal data over three years (from 2017 to 2019) with a large sample of workers (N = 2473), we found an indirect effect where perceived overqualification reduces growth satisfaction, which in turn leads to actual turnover. Further, we found a three-way moderating effect of pay and age on the relationship between growth satisfaction and turnover, indicating that pay’s effect of deterring turnover was stronger for older employees. This study has theoretical implications for a better understanding of overqualified employees’ turnover driven by their internal impetus, as well as implications for pay policies that effectively manage overqualified workers in age-diverse modern organizations.

There is a lack of evidence on whether inclusive leadership (IL) truly fosters inclusion for those in historically marginalized groups. Further, a conceptually up-to-date and practically useful measure of IL is lacking. Thus, in two separate phases, we first present a newly developed measure of IL and then test an empirical model. In Phase 1, results from five demographically diverse samples demonstrate reliability and validity evidence of a 10-item IL scale. In Phase 2, use this scale to examine how IL may support members of historically marginalized groups by fostering (a) interpersonal behaviors that uphold inclusive work environments (allyship, antiracism) and (b) individual experiences of inclusion (workgroup inclusion, authenticity). Path analysis results from a multi-wave study support the influence of IL on these outcomes and also demonstrate support for IL’s indirect effects on outcomes that may be disproportionately high (emotional exhaustion) and low (empowerment) for members of marginalized groups. Moderation analyses reveal many of the hypothesized relationships are similar across groups representing marginalized identities on the bases of race, sex, and the intersection of race and sex. These results add evidence to the importance of IL for fostering inclusive workplaces, especially for those who face the greatest barriers to inclusion.

Performance feedback is critical to employees’ development and advancement in organizations, but a variety of factors can compromise its integrity. In the current work, we develop a model proposing that feedback providers who feel social pressure to avoid exhibiting prejudice might overcorrect when delivering performance feedback to women, leading them to handle women with “velvet gloves” and deliver inflated performance feedback (i.e., omitting negative performance aspects and/or emphasizing positive performance aspects). In study 1, we explore the relationship between feedback-recipient gender and the nature of feedback in a naturalistic setting, finding that music critics at Rolling Stone provide more positive written reviews of albums by women musicians relative to men musicians, beyond what would be expected based on album star rating. In study 2, we experimentally test our full model, finding that feedback providers who feel social pressure to avoid exhibiting prejudice towards women express greater protective paternalism (i.e., feelings of protectiveness) when preparing to deliver feedback to a woman. Protective paternalism, in turn, predicts the delivery of more inflated performance feedback. In a supplementary study, we demonstrate that feedback providers who criticize women’s work performance are perceived as more prejudiced and less communal than those who criticize men’s performance, thereby highlighting a reason why individuals succumb to social pressures and deliver inflated feedback. Taken together, our results shed light on why and when women receive less developmental feedback than men, thereby elucidating a novel and counterintuitive mechanism by which gender inequities are maintained in organizations.

Organizational constraints—which include any workplace condition that undermines a worker’s ability to perform his or her job tasks—are an important type of work stressor. Previous research has typically assessed organizational constraints as a global (i.e., unidimensional) construct. In the current paper, we argue that a facet (i.e., multidimensional) approach to assessing organizational constraints would complement the global approach in important ways. A facet approach, for instance, would provide researchers with new insights into the fundamental nature of the organizational constraints construct, and it would provide practitioners with specific, actionable information that they could use to inform organizational policies and interventions. With these potential benefits of the facet approach in mind, we developed the Multi-Facet Organizational Constraints Scale (MOCS)—a self-report measure that yields 16 separate facet-level scores. Across seven samples (total N = 1,600), we found that the MOCS had desirable psychometric properties: It yielded high levels of internal-consistency and test–retest reliability, it produced an interpretable factor structure, and we observed evidence supporting the MOCS’s construct validity. By providing a means of assessing organizational constraints facets, the current research has both theoretical and practical implications for various research areas within applied psychology, including occupational stress, organizational culture, employee training, and leadership.

Does being a sexual minority member heighten the risk of sexual harassment to the same extent for women and men? We compare two perspectives on the interaction between gender and sexual minority status in predicting exposure to sexual harassment: gender and sexual minority status as independent risk factors (additive effects) versus sexual minority status as a stronger risk factor for men (interactive effects). In a representative survey among N = 4386 employees from the Norwegian Police Service, we found support for the additive perspective. Women, OR = 2.46, 95% CI [2.12, 2.89], and sexual minorities, OR = 2.51, 95% CI [1.81, 3.48], had higher odds of being targeted by sexual harassment. We do not find that sexual minority status is a stronger risk factor for men than for women but that sexual minority status increases the odds of being targeted with sexual harassment for both women and men. The effect of the interaction between gender and sexual minority status (OR = 0.80, 95% CI [0.39, 1.63]) was too small to be significant in our sample. We discuss methodological challenges in studying low-frequency events such as sexual harassment from an intersectional perspective. The group most at risk for being sexually harassed at work in the NPS is sexual minority women. Norway is characterized by gender equality and legal protection of sexual minorities. This does not seem to cancel out the effects that violations of gender ideals have on the likelihood of being harassed.