Applied Psychology-An International Review-Psychologie Appliquee-Revue Internationale最新文献

Building on the trend of performance management (PM) moving towards more frequent and the research gap for the effectiveness of the modern form of PM, we adopt an experience sampling method to study daily PM behaviors continuously for two weeks. Our theoretical model was tested using 906 observations from 97 full-time employees, providing initial evidence for daily PM's effectiveness in increasing employee next-day job attitudes and job performance. Moreover, we also revealed the relationship-based mechanism underlying the effects of daily PM. Specifically, our findings suggest that daily PM behaviors increase employee next-day job satisfaction, job engagement, and job performance because PM behaviors make employees perceive a higher leader-member exchange relationship. Importantly, we found the boundary conditions for PM behaviors in increasing this exchange relationship quality. The relationship was weaker when work stressors (i.e., workload and cognitive stressors) were high rather than low. We discuss theoretical and practical implications, limitations, and future research directions.

Previous studies examining the influence of career plateau on job performance have primarily adopted a social exchange or conservation-of-resources perspective, but support for these perspectives has been inconsistent. Our research takes a novel theoretical approach by investigating how and when career plateau affects job performance through a social-cognitive lens. Specifically, we propose job self-efficacy as a mechanism through which hierarchical and job content plateau affect job performance, and that these relationships will be moderated by career stage. Path analysis results from a multi-wave, multisource study featuring supervisor–subordinate dyads indicate that a hierarchical plateau (where promotions are perceived as unlikely) is associated with lower job self-efficacy and, in turn, lower supervisor-rated performance for employees in the maintenance career stage. In contrast, a job content plateau (where employees perceive a lack of new responsibilities and work challenges) is associated with higher job self-efficacy and, in turn, better supervisor-rated performance, regardless of their career stages. By applying a novel theoretical perspective, we enhance understanding of the relationship between career plateau and employee performance.

At work and in everyday life, people regulate each other's emotions (i.e., extrinsic emotion regulation). To date, research on workplace extrinsic emotion regulation has focused primarily on the outcomes of regulation and less on why people regulate others' emotions (i.e., emotion regulation goals) and how they do it (i.e., the emotion regulation strategies used). In this paper, we investigate how regulation goals influence the regulation strategies people use to regulate their co-workers' emotions, and how these relate to co-worker relationship quality (conflict and team-member exchange). Across three studies using experimental and field study designs (Study 1: N = 216; Study 2: N = 471; Study 3: N = 277 co-workers regulated by N = 143 employees) we find that employees with pro-hedonic goals are more likely to use the strategy of receptive listening (allowing co-workers to talk about their problems), which is associated with lower relationship conflict. Employees with instrumental goals, specifically keeping up appearances at work, are more likely to use expressive suppression (asking co-workers to suppress expressions of emotion), which is associated with higher relationship conflict and lower team-member exchange. These results extend theoretical insights into extrinsic emotion regulation and have important practical implications for promoting high-quality interactions between colleagues as well as interventions for building positive workplace cultures and emotion regulation norms within organizations.

Concurrent validity designs are used widely in applied psychology as proxy estimates of predictive validity in operational settings, although few primary (local) studies have investigated the generalizability of concurrent validity coefficients empirically. The present study compared the same assessment tool and performance criterion between incumbent and applicant consumer samples from two large financial institutions (N = 2942 and N = 2880), without the common issue of range restriction in the applicant groups. The results found no significant differences in the observed validity coefficients between the groups, despite evidence of impression management in the applicant samples. In addition, range restriction corrections in the concurrent samples would have likely overestimated the predictive validities. Practical implications are briefly discussed.

Research on language proficiency and cultural intelligence (CQ) has developed somewhat independently, resulting in a partial understanding of the personal resources required to facilitate job performance and adaptation in a foreign culture. Our meta-analysis synthesizes the two constructs by drawing on the overt-covert model of culture and the conservation of resources (COR) theory. Specifically, we propose that language proficiency and CQ complement each other by overcoming resource losses arising from overt (i.e., explicit language differences) and covert (i.e., implicit rules) cultural differences, respectively. We further propose that the host-country communication context (i.e., higher vs. lower context dependence) moderates the effects of language proficiency and CQ. Meta-analytic results based on 355 field samples (N = 128,358) support our hypotheses and show that (1) both language proficiency and CQ are positively related to job performance and cultural adaptation, (2) the effects of language proficiency are accentuated in cultures with lower communication-context dependence, while (3) the effects of CQ are accentuated in cultures with higher communication-context dependence. We discuss the implications of these findings for future research and practice.

Prior studies draw on social learning theory to argue a positive relationship between leader creativity and follower creativity, lending support to the directing approach of leading for creativity. However, our study aims to provide a more comprehensive understanding for this approach by also exploring the negative effects of leader creativity on follower creativity, particularly from a dependency perspective. We investigated the mechanisms and boundary conditions by examining the roles of dependency on the leader, creative effort, and team power distance. With a sample of 136 leaders and 691 followers across four firms in China, we tested our hypotheses using multilevel path analyses. Our findings indicated that leader creativity was positively associated with followers' dependency on leader, and that dependency on leader had a negative indirect relationship with follower creativity via reducing follower creative effort. Overall, leader creativity had a negative indirect relationship with follower creativity through the pathways of increased dependency and decreased creative effort. Furthermore, the negative serial indirect relationship was more pronounced in teams with higher power distance. The theoretical and practical implications were discussed as well.

Deriving from the loss and gain spirals of conservation of resources (COR) theory, this research attempts to understand the within-person, reciprocal relationship between job insecurity and life satisfaction. Using three independent samples from seven-wave, five-wave, and 21-wave annually collected data from New Zealand and Australia, and random intercept cross-lagged panel models, we find that (1) job insecurity has a negative concurrent relationship with life satisfaction at the between-person level; (2) job insecurity at an earlier time point has a negative relationship with life satisfaction and a positive relationship with job insecurity at a later time point, indicating that individuals facing an initial threat of resource losses are more prone to further resource depletion, supporting “loss spirals” in COR theory; and (3) life satisfaction at an earlier time point has a positive relationship with life satisfaction at a later time point, supporting “gain spiral” in COR theory. However, life satisfaction is not longitudinally related to job insecurity at a later time point, failing to support the reverse causality. By rigorously investigating the reciprocal within-person relationship between job insecurity and life satisfaction with two large-scale panel data sets, these findings strongly support the loss and gain spirals from COR theory.

Integrating the voice endorsement literature and behavioral integrity theory, this research first advances the constructs and develops the scales for supervisors' word-oriented and deed-oriented voice endorsement in Study 1. In Study 2, we examine how supervisors' word-oriented and deed-oriented voice endorsement influence employee voice behavior. Results from a four-wave field study demonstrate that supervisors' word-oriented voice endorsement is negatively related to perceived supervisor behavioral integrity, whereas supervisors' deed-oriented voice endorsement is positively related to perceived supervisor behavioral integrity. Perceived supervisor behavioral integrity enhances employees' willingness to discuss ideas and ultimately promotes their voice behavior. In addition, a higher (versus lower) level of explanation providing weakens the negative impact of supervisors' word-oriented voice endorsement and strengthens the positive impact of supervisors' deed-oriented voice endorsement on perceived supervisor behavioral integrity. Theoretical and practical implications are discussed.

This study explores the impact of green human resource management (HRM) practices on employees' pro-environmental behaviors beyond the workplace. To explore this cross-domain resource transfer process, we draw on self-determination theory and propose that workplace environmental training can inspire employees to engage in green leisure crafting outside of work, thereby enhancing spontaneous personal green behaviors. In addition, building on person–environment fit theory, we further identify employees' environmental values as a positive contingency of the proposed cross-domain resource transfer. Our empirical analysis, based on two-wave data from 404 employees, reveals that green leisure crafting mediates the relationship between workplace environmental training and employees' green behaviors in their personal lives. These findings offer valuable insights into how modern organizations can meet the growing demand for environmental management and create social value by empowering their employees to contribute to environmental sustainability beyond organizational boundaries.

The social identity approach to leadership contends that the most effective leaders represent, advance, create, and embed a shared social identity (i.e., a sense of ‘we’ and ‘us’) within the groups they lead. Building on previous research, our study examines whether the perceived identity leadership of coaches and athlete leaders is associated with a range of key performance indicators (notably team and individual performance and effort) through team identification and team cohesion. We also examine if these relationships are generalisable across WEIRD (Westernised, Educated, Industrialised, Rich, and Democratic) and non-WEIRD countries while looking at whether they vary as a function of national culture (i.e., ingroup collectivism). To this end, we collected data from 3,135 football players across 211 teams in nine countries who engaged in an average of 4.02 sessions per week (SD = 2.03). Data were analysed using multilevel (multigroup) regressions and indicated that coaches' and athlete leaders' perceived identity leadership was associated with all performance indicators via both team identification and cohesion. For the most part, these relationships held across WEIRD and non-WEIRD countries. However, we also found some evidence that the relationships between identity leadership and performance varied cross-culturally and were generally stronger in countries high on ingroup collectivism. Together, these data suggest that identity leaders—across geographical and cultural borders—can make teams more effective and that they achieve this by leveraging ‘our’ strength in ways that make ‘us’ more cohesive.