Journal of Business and Psychology最新文献

This meta-analysis aimed to confirm and clarify the relationships between attachment style and various workplace correlates, including job performance, burnout, personality, and job satisfaction (K = 109 independent samples, N = 32,278 participants). Results provided the strongest support for the relationships between attachment style and the Big Five personality traits, burnout, and job performance. Anxious attachment was also related to a host of other correlates, including job stress, turnover intentions, job satisfaction, and work engagement. Additionally, dominance analysis was used and found that attachment style had incremental validity beyond the Big Five in the prediction of job performance, job satisfaction, organizational commitment, and leader-member exchange. Finally, we examined meta-analytic path models in which attachment style impacted job performance, job satisfaction, organizational commitment, turnover intentions, and leader-member exchange through trust in supervisor. This indirect effect was supported for all correlates and for both anxious and avoidant attachment. Overall, the results supported the use of attachment styles as an important correlate with organizational variables. Limitations, implications, and areas for future research are discussed.

Personality measures are popular and useful in employment selection and academic contexts; however, concerns have been voiced regarding the strength of their association with desirable criteria. Contextualization (i.e., modifying measures to reflect the desired frame of reference, like work or school) has emerged as a promising option. Research has demonstrated that contextualizing personality measures increases predictive validity and enhances participants’ perceptions of the assessments. However, few studies have compared contextualization methods to one another and, to date, only one study has compared the two most common forms of contextualization (i.e., instruction and tag contextualization), returning inconsistent findings. In a within-person, multi-wave study using a working sample (N = 399), we compared the relative efficacy of personality measures that are contextualized through manipulating the instructions and those contextualized through the addition of contextual item tags. We specifically contextualized the big five personality factors in order to predict work-related outcomes (i.e., job satisfaction, perpetrated incivility, job performance, creative job performance, and emotional exhaustion). Our study supports the use of tag-level contextualization and provides guidance on how to best implement contextual tags. Best practices, implications, and future research directions are discussed.

Vocational interest assessments are widely used to determine which jobs might be a good fit for people. However, showing a good fit to particular jobs does not necessarily mean that those jobs are available. In this respect, little is known about the alignment between people’s vocational interests and national labor demands. The current study used a national dataset comprising 1.21 million United States residents to investigate this issue empirically. Results revealed three major findings. First, around two-thirds of people were most interested in people-oriented jobs (i.e., artistic, social, or enterprising interests), with the remaining one-third being most interested in things-oriented jobs (i.e., realistic, investigative, or conventional interests). Second, the distribution of people’s interests did not align with U.S. job demands in 2014, 2019, and 2029 (projections), revealing large gaps between interest supply and demand. Notably, the most popular interest among people (artistic) was the least demanded among jobs, whereas the least popular interest among people (conventional) was highly demanded among jobs. Third, interest gaps were generally larger at lower education levels, indicating that higher education can provide more opportunities to achieve interest fit at work. We integrate these findings to discuss implications for individuals, organizations, and career guidance practitioners aimed at better coordinating people’s interests with available jobs to promote individual career success and national workforce readiness.

Job interviews are among the most popular selection methods. Previous research suggests that interviewees who are perceived as being authentic are evaluated more favorably in job interviews. However, little is known about which behavioral cues elicit perceptions of authenticity in others and whether interviewees who exhibit such authenticity cues are more likely to perform better in the job interview and on their actual job. Drawing from person perception theories, the purpose of this study is to introduce the concept of authenticity cues to interview research and to examine the extent to which authenticity cues are related to (a) raters’ perceptions of interviewee authenticity, (b) interviewer ratings of interview performance, and (c) supervisor ratings of job performance. We used video recordings from 181 employed individuals participating in a mock interview to observe and rate interviewees’ authenticity cues. Results indicate that observers can distinguish between verbal and para/nonverbal authenticity cues and that both verbal and para/nonverbal cues influence the extent to which interviewees are perceived as authentic by independent raters. Moreover, we found that interviewees’ para/nonverbal authenticity cues were particularly relevant to predicting interview performance, whereas only verbal authenticity cues were related to job performance. In our analyses, we further considered the role of first impressions in the interview, interviewees’ verbal cognitive ability, and interviewees’ extraversion. Implications for theories of person perception, authenticity research, and interview practice are discussed.

Self-determination theory (SDT) is widely used in human resource (HR) practice studies to explain how HR practices impact work outcomes. However, there is little empirical evidence establishing the complete SDT mediational process in the HR domain, which entails basic psychological needs and motivation acting as mediators of relations between HR practices and work outcomes. The present study addresses this issue with a mixed methods approach. Using an item classification task with subject matter experts (N = 48), HR practices were classified as autonomy-, competence-, and relatedness-supportive. Based on this scheme, we tested an SDT-based conceptual model in a three-wave sample of working adults (N = 818). Results from Multilevel Structural Equation Modeling (MSEM) support the hypothesized model: basic psychological need satisfaction and autonomous motivation mediate the relationship between HR practice perceptions and work outcomes (performance, thriving, affective organizational commitment, and turnover intentions). Autonomy-supportive practices had a positive effect on autonomy need satisfaction, while competence-supportive practices had positive associations with all three basic psychological needs. Counterintuitively, relatedness-supportive practices had negative effects on autonomy and competence need satisfaction, and the relationship between relatedness-supportive practices and autonomy need satisfaction was moderated by chronological age. We discuss our findings in the context of prominent HR studies that utilize SDT and offer a supplemental age-inclusive HR practice scheme for HR managers interested in understanding the benefits of supporting basic psychological needs from both a motivation and workforce retention standpoint.

Gender bias still appears to contribute significantly to the gender disparity observed in upper leadership positions. The present study presents the translation, modification, and validation of the Gender Bias Scale for Women Leaders (GBSWL, Diehl et al., 2020) into German and Spanish. Using data from four samples of full-time employed women from Germany and Spain with and without leadership responsibility (N = 870), we conducted confirmatory factor analyses to establish factorial validity, tested measurement invariance across the different job levels and countries, and tested construct validity. Our results indicate that the original factor structure does not hold in Germany and Spain. Therefore, utilizing the German leader sample as a construction sample, we modified the factor structure and validated the modified version using the remaining three samples. The modified version demonstrated good model fit, had metric measurement invariance across all samples, and resulted in a correlational pattern consistent with theory and the original study. Overall, results suggest that the German and Spanish versions of the GBSWL are reliable and valid instruments that scholars and practitioners can use to advance theory, research, and human resource practice in Germany and Spain.

In a modern digital workplace, leaders must have the necessary skills to lead employees virtually. Despite its high practical and theoretical relevance, a consensus on crucial digital competencies for virtual leaders is lacking, hindering a systematic exploration of the leader’s role in facilitating technology use. In the present article, we propose a new concept and instrument to assess leader digital competence (LDC). After reviewing the literature, we establish three dimensions of LDC, centering around the leader’s ability and inclination to select, promote, and enable technology and digital media among their employees. We provide support for the scale's convergent, discriminant, criterion-related, and incremental validity using four independent samples (N₁ = 156, N₂ = 309, N₃ = 201, N_{4 employee} = 452, N_{4 leader} = 93). Furthermore, results support the reliability and factor structure with the three proposed dimensions of the 10-item LDC scale. The findings demonstrate that the scale represents a psychometrically sound instrument, useful for further examining conditions for effectiveness in the virtual environment. Future research should aim to advance the understanding of antecedents and situational factors that influence the relevance of LDC and its impact on employee, team, and organizational outcomes.

Ally work, or actions to support those from less advantaged social groups, shows promise in advancing social welfare in workplaces. Although much of the literature has explained factors that predict ally work, in this paper, we shift the conversation to understand the positive spillover of managers’ ally work on observing employees. We focus specifically on self ally work. Drawing from the theory of political ideology-as-motivated cognition, we propose that employees perceive managers who enact self ally work as more liberal (rather than conservative). Employees’ perceptions of managers’ liberalism, then, promote a positive unintended consequence in the form of increased employee engagement in volunteering. The spillover benefit, however, is limited to employees who share the manager’s political worldview (i.e., employees who are more liberal vs. conservative). In all, we predict that when managers enact self ally work, employees will perceive their manager as more liberal and be more likely to agree to managers’ volunteering requests if they are also more liberal. We identify positive appraisal of managers’ request as an additional causal mechanism that explains these effects. Findings across six studies—both field and experimental—support our proposals. Implications for theory and practice are reviewed.

Supervisor support is widely studied in the organizational literature, yet existing measures tend to exclusively focus on either the provision or the seeking of support, while overlooking instances where employees seek support but do not receive it – an experience termed unanswered supervisor support (USS). In Study 1 (N = 312 employees), we developed a measure of the experience of USS and examined its reliability and validity. In Study 2, we provided further support for the measure and, using a diary methodology, examined daily fluctuations in the experience and consequences of USS. Drawing from self-determination theory, we expected that need satisfaction and frustration would mediate the effects of USS on emotional exhaustion, perceived leadership effectiveness, and helping behavior. For five workdays, 199 employees completed a survey at the end of each workday. As predicted, on days when employees experienced USS, they had greater need frustration and emotional exhaustion. They also had lower need satisfaction and perceived their supervisor as a less effective leader. The association between USS and emotional exhaustion was mediated by need frustration – in particular, frustration of the needs for competence and relatedness. Further analyses showed that relatedness frustration mediated the effects of USS on employees’ perceptions of their leader’s effectiveness. The experience of USS in daily work life has implications for employees’ well-being and the way they perceive their supervisor. Thus, employees, supervisors, and organizations need to be aware of the impact of USS and how to prevent and manage its occurrence.

Abstract

In these politically polarizing times, we suggest that political diversity (having both conservative and liberal employees) has implications for organizational culture and value satisfaction, primarily when political ingroup-outgroup identities are salient (i.e., U.S. Presidential elections). To test these organizational-level relationships over time, we obtain publicly available archival data for 15 years (four election cycles from 2008 to 2022) for Standard & Poor’s 100 U.S. organizations. During years when organizations had greater political diversity (based on employee donations to politically affiliated groups), their employees tended to report less satisfaction with the organization’s culture and values (based on Glassdoor ratings) than when organizations had less political diversity, controlling for variables like size and political leaning of the organization. Further, time-varying effect modeling (TVEM) shows stronger inflections for the effect of political diversity on dissatisfaction during the 2008, 2012, and 2016 Presidential election years, consistent with the idea that outgroup hostility becomes stronger when political identities are salient. The effect of political diversity diminished in 2020 in contrast to our predictions. However, the pattern of effects continues to follow our model and theoretical assumptions because the prevalent work-from-home requirements during the pandemic likely made political dissimilarities less salient and divisive. Overall, the costs to organizational culture and value satisfaction call for policies addressing political outgroup bias at work during election years.