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

Despite an increasing interest in developing leaders' artistic capacities to address the complexities and uncertainties of the business environment, there is a scarcity of empirical research on the interpersonal effects of those capacities. To fill this gap, we introduce the concept of “leader artistic literacy” (a leader's proficiency and understanding of various forms of art and their ability to incorporate artistic elements into their communication and behaviors when interacting with followers) and delve into its effects for subordinates. Drawing upon the warmth and competence framework and implicit leadership theory, we investigated how leaders' artistic literacy in different industries influences leadership effectiveness through social cognition of warmth and competence. The results of two experiments (Study 1: N = 146; Study 2: N = 209) with participants from different industries demonstrated that higher artistic literacy in art-related industries leads to positive social cognition (warmth and competence perception), which in turn promotes subordinates' liking and perceived leaders' promotability. By contrast, in nonart-related industries, higher artistic literacy may be detrimental to leaders. Theoretical and practical implications are discussed.

Whether and how affect is related to creativity is a central inquiry in work and organizational psychology. Research has demonstrated that, in general, both positive and negative feelings have the potential to foster the development of novel ideas in the workplace. Nevertheless, drawing on core affect theory, we argue that in addition to affective valence, arousal of feelings should also be taken in account, using a circumplex approach for a complete and finer-grained approach to this phenomenon. Therefore, we revisit this question by asking Do affective experiences compounded of different blends of valence and arousal relate to creativity at work? Results of a diary study showed that the function of affect relative to creativity in the workplace could be positive, negative, or null depending on one of the 12 valence and arousal compounds examined. Theory and research developed here suggest that the interplay between affect and creativity is more complex than many scholars have believed, which has implications for affect management in organizations.

Adopting a recent tripartite operationalization of subordinates' perceptions of their supervisors' behaviors, anchored in self-determination theory (SDT), this person-centered study considers the co-existence of subordinates' perceptions of their supervisors' need-supportive, need-thwarting, and need-indifferent behaviors. Moreover, we also consider how these various combinations (or profiles) of perceived supervisor behaviors relate to subordinates' levels of work motivation, well-being, attitudes, behaviors, and work–home functioning. A sample of 596 French employees (M_age = 31.22; 73.5% women) participated in this study. Our results revealed six profiles of subordinates characterized by distinct configurations of perceived need-related behaviors from supervisors (globally unfavorable, globally favorable and supportive, moderate-indifferent, moderately favorable and involved, moderately unfavorable, and moderately favorable). Consistent with our expectations, these profiles displayed well-differentiated patterns of associations with all of the outcomes considered in this study. These findings underscored the key role of subordinates' specific perceptions of need-supportive, need-thwarting, and need-indifferent behaviors, over and above their global perceptions of their supervisors' behaviors, in determining how beneficial or harmful supervisory profiles are. In particular, our results also highlighted the critical role played by need-indifferent behaviors, which prove to be a very important, and yet typically neglected, component of subordinates' perceptions of their supervisors' behaviors.

Gender diversity training is typically provided to mix-gender audiences. This one-size-fits-all approach may be suboptimal because information about gender bias and inequity is often received differently along gender lines: men are less likely than women to believe it. We argue for tailoring gender diversity training via implementing segmentation and tailoring algorithms in training systems. To develop our theorizing, we integrate a learner-centric approach to diversity training with principles of jiu jitsu persuasion theory. This leads us to test a new approach to diversity training that involves dynamic adaptation and tailoring the training to learners. Specifically, we first identify two distinct segments of men—believers and skeptics—and develop a user-friendly segmentation algorithm that segments men, in real time, using only five items (Study 1). We then use the algorithm to assign segments of men trainees to tailored or non-tailored training and show that presenting skeptic men with a tailored message improves training reactions and increases intentions to support gender diversity efforts (Study 2). Thus, we show that dynamic adaptation and tailoring successfully explain training outcomes, particularly for trainees who are skeptical of the diversity message. Practically, our study demonstrates the functionality and value of segmentation algorithms for organizations' training systems.

Various theories have highlighted how employees evolve in their organization and how organizations influence this process, but only portray part of the complex relations among these interacting social entities. We thus propose a meta-theory to unify these multiple theories, including symbolic interactionism, employee/organizational socialization theory, human resource management (HRM) systems theory, cultural consensus theory, and self-determination theory. This integration seeks to increase our understanding of the co-evolution process unfolding over time between individuals and the organizations to which they belong. We first propose a multilevel expansion of the symbolic interactionist framework typically used to described employee socialization. In doing so, we integrate organizational culture, climate, identity, image, reputation, and HRM systems as distinct meso-social phenomena that can be simultaneously considered in the co-evolution process and themselves be influenced by macro-social processes. We then outline how this proposed framework can explain the dynamic co-evolution occurring between employees and the organization, hoping to spur research on the improvement of social entities through psychological means.

With the purpose of extending job crafting theory, the current article outlines a comprehensive conceptual model of work-related need crafting grounded in self-determination theory—the Self-Determination Theory Model of Need Crafting at Work. Specifically, by taking as our basis the three basic psychological needs for autonomy, competence, and relatedness, we introduce the concept of work-related need crafting and outline its underlying cognitive and behavioral components. We also theorize how cognitive and behavioral forms of need crafting are related and how cognitive and behavioral need crafting foster well-being and optimal functioning by enhancing need satisfaction and reducing need frustration. Finally, we outline a reciprocal relation between need crafting practices and the experience of basic psychological needs, and thereby depict how need crafting and basic psychological needs develop over time. In sum, the Self-determination Theory Model of Need Crafting at Work provides a theory-based framework relevant for covering a wide breadth of different need crafting practices that have the potential to significantly advance future research on job crafting for the benefit of both employees and organizations.

There is increasing attention to storification of assessments (i.e., embedding a storyline into a non-storified assessment) in research and practice and to gamified and game-based assessment in general. However, there is a surprising lack of agreement and of recommendations regarding what level of fantasy of the storyline one should choose for the storification from the perspective of applicant reactions. A distinction is typically made between fantasy (e.g., fighting aliens) and realistic (e.g., workday simulations) storylines, with both choices having their advantages and disadvantages. In this study, a sample of 195 participants was shown either a storified realistic test, a storified fantasy test, or a non-storified test. Afterwards, they rated various applicant reaction measures. Both storified assessments were rated equally positively on perceived modernity of the organization and enjoyment but the storified realistic test was superior to the storified fantasy test in terms of perceived job-relatedness, procedural fairness, organizational attractiveness, and clarity of work activity. Thus, the level of fantasy of a storyline in a storified assessment plays an important role for applicant reaction variables, whereby the overall pattern of results showed that the storified realistic test was rated most favorably, followed by the non-storified test, and the storified fantasy assessment.

This meta-analysis clarifies and tests the structural relationships among the Big Five personality traits, cultural intelligence (CQ), and an expanded criterion domain of job performance. Positioning CQ in the nomological network of personality traits is timely because research has demonstrated that CQ predicts a range of work-related outcomes in today's multicultural workplace. Drawing on the Cybernetic Big Five Theory (CB5T), we conduct a meta-analytic investigation (n = 24,552; k = 109) of the metatraits of stability (shared variance of conscientiousness, agreeableness, and emotional stability) and plasticity (shared variance of extraversion and openness) on CQ and five job performance outcomes (task performance, affiliative citizenship performance, change-oriented citizenship performance, adaptive performance, and creative performance). Our findings show that CQ is a stronger mediator of the plasticity metatrait (than stability) on job performance, supporting our hypotheses. We also discover intriguing suppressor effects, suggesting that the importance of the plasticity metatrait on job performance could be underestimated in existing Big Five meta-analyses.

The purpose of this research was to develop and examine a measure of self-control strategies, proposed in the process model of self-control. Across three studies (N = 1045), we developed and refined items, examined scale dimensionality and relationships with orbiting constructs, and assessed criterion-related validity. Findings provide initial support for a 34-item measure of six self-control strategies: five strategies that were theoretically proposed in the process model and one that emerged empirically from our data. The proposed Self-Control Strategies Scale was significantly correlated with other similar measures and demonstrated expected relationships with orbiting constructs and criterion-related validity. This measure may be useful in expanding our understanding of different strategies beneficial for long-term goal pursuit.

Although research and policy efforts have attempted to “even the hiring playing field” and progress equal opportunities, systemic employment patterns based on gender and ethnicity remain prevalent. An unexplored avenue of diversity, equity, and inclusion efforts is the degree to which all people can obtain jobs that fit their interests. The present study used a large, diverse sample of over 250,000 American employees to estimate the average vocational interest fit that people have with their jobs and differences in fit across race/ethnicity, gender, and education. Overall, employees showed moderate positive vocational interest fit with their jobs, with an average profile correlation of .20 between person and job interests. There were small gender differences in vocational interest fit favoring men, especially White and Hispanic men, with minimal differences across other race/ethnicity groups. However, the largest group differences emerged for education, as employees with higher educational attainment showed greater vocational interest fit, particularly among women. Further intersectional analyses added greater nuance to these results, including how various groups achieve vocational interest fit across different types of jobs. Altogether, this work provides important fit benchmark estimates for researchers, counselors, organizational placement, and theory refinement.