Journal of Occupational and Organizational Psychology最新文献

Recruiters routinely use LinkedIn profiles to infer applicants' individual traits like narcissism and intelligence, two key traits in online network and organizational contexts. However, little is known about LinkedIn profiles' predictive potential to accurately infer individual traits. According to Brunswik's lens model, accurate trait inferences depend on (a) the presence of valid cues in LinkedIn profiles containing information about users' individual traits and (b) the sensitive and consistent utilization of valid cues. We assessed narcissism (self-report) and intelligence (aptitude tests) in a sample of 406 LinkedIn users along with 64 LinkedIn cues (coded by three trained coders) that we derived from trait theory and previous empirical findings. We used a transparent, easy-to-interpret machine learning algorithm leveraging practical application potentials (elastic net) and applied state-of-the-art resampling techniques (nested cross-validation) to ensure robust results. Thereby, we uncover LinkedIn profiles' predictive potential: (a) LinkedIn profiles contain valid information about narcissism (e.g. uploading a background picture) and intelligence (e.g. listing many accomplishments), and (b) the elastic nets sensitively and consistently using these valid cues attain prediction accuracy (r = .35/.41 for narcissism/intelligence). The results have practical implications for improving recruiters' accuracy and foreshadow potentials and limitations of automated LinkedIn-based assessments for selection purposes.

Career inaction, or failing to act adequately for a period of time to make a desired change in one's career, is quite common in the workplace. Despite this, research regarding how it affects employees at work is very limited. Using attribution theory and stress research, we propose an integrated view of how employees interpret and respond to career inaction differently. Specifically, we establish the idea of blame attributions for career inaction (i.e., self- and other-directed blame attribution) and investigate how they relate to employees' emotional and behavioural responses to career inaction. We conducted three studies to address the research questions: a scenario-based experiment with 315 workers, a three-wave survey with 302 full-time employees and a daily diary study of 123 hospital nurses across five consecutive working days. The findings revealed that when faced with career inaction, employees who blame themselves are more likely to experience anxiety, while those who blame others tend to experience anger. Anxiety and anger are further linked to work withdrawal and interpersonal deviance respectively. Overall, we contribute to the advancement of career inaction theory and career management practices.

Previous studies have explored the effects of trait regulatory focus on routine performance and proactive behaviour yet failed to reveal the underlying motivational mechanisms and investigate how these effects may operate in uncertain environments. To fill this gap, our study first draws upon regulatory focus theory to examine the motivational mechanisms linking trait regulatory focus with routine performance and challenge-seeking behaviour (i.e., a type of proactive behaviour). We hypothesize that trait prevention focus improves routine performance but reduces challenge-seeking behaviour via avoidance motivation, whereas trait promotion focus increases routine performance and challenge-seeking behaviour through approach motivation. Incorporating trait activation theory, we further theorize that uncertainty that threatens individuals' security needs (i.e., quantitative job insecurity) strengthens trait prevention focus effects, while uncertainty that threatens individuals' growth needs (i.e., qualitative job insecurity) weakens trait promotion focus effects. Analysing two-wave data from 275 employees and 58 supervisors, we found that (a) trait prevention focus had an unconditional positive indirect effect on employee self-reported routine performance via increased avoidance motivation and (b) trait promotion focus had positive indirect effects on employee self-reported and supervisor-rated routine performance and challenge-seeking behaviour via enhanced approach motivation, with these effects stronger at lower levels of qualitative job insecurity.

Leader–follower relationships are a cornerstone of leadership research. Considering recent developments that point to emotions as key determinants of dyadic relationships, we shift the focus of this literature to the episodic interplay of leader emotional expressions and follower emotional reactions for the emergence of high-quality interactions. Specifically, we develop an emotional entrainment perspective stating that the trajectory of leader emotional expressions and corresponding follower emotional reactions over the course of a day gives rise to follower perceptions of their interaction quality with their leader. We glean additional insights by examining follower attachment styles as a moderator. Results of an experience sampling study (N_employees = 72, N_days = 479) demonstrate that emotional entrainment of high-activated emotions (joy and fear) predicts end-of-day interaction quality contingent on followers' (avoidant and anxious) attachment styles. Future avenues for research on the emergence of high-quality leader–follower relationships are discussed.

This paper examines the temporal dynamics of newcomer voice and silence in organizations, focusing on the role of organizational socialization. While prior research has explored the antecedents and effects of newcomer voice behaviour, little attention has been given to how voice and silence evolve over time as newcomers become more familiar with their roles and the organizational context. Drawing on multiple goal pursuit theory, this study investigates how organizational socialization influences the trajectories of newcomer promotive voice, prohibitive voice and employee silence. We test our hypotheses on a sample of 198 organizational newcomers over four waves of data, employing random coefficient growth models. The findings suggest that employee voice and silence follow distinct trajectories and provide partial support for the influence of organizational socialization on these changes in newcomer behaviour. Implications for theory and practice are discussed.

Given that not all suggestions can be implemented, understanding how supervisors can turn down employee voiced suggestions while not discouraging employees voicing in the future is critical for theoretical and practical reasons. Supervisors may use humour when not endorsing employees' suggestions as they attempt to ease tension by injecting something lighthearted, but doing so, we argue, is not uniformly beneficial. Hence, we conducted a preregistered study that tests how supervisors' use of humour when turning down an employee's voiced suggestion affects voice resilience. Utilizing signaling theory, we theorize supervisors' use of humour when turning down voice strengthens voice safety but weakens voice impact perceptions. Indirectly, humour therefore may constitute a mixed blessing for voice resilience (voice behaviour after voice non-endorsement). Additionally, we hypothesized that the positive link between humour and voice safety and the negative link between humour and voice impact are moderated by supervisor–employee relationship quality (leader–member exchange (LMX)). We tested these predictions in a time-lagged study of 343 employees whose voice was recently turned down. Humour indeed increased voice resilience via voice safety; against expectations, humour positively related to voice impact (via it, resilience). LMX is significantly moderated. However, unexpectedly, humour helped voice safety, impact and the resilience of low LMX employees.

The coaching literature emphasizes the role of the coach–coachee working alliance in obtaining positive coaching outcomes and proposes that a good match between coach and coachee promotes this working alliance. However, existing coaching research has some methodological shortcomings that limit drawing robust conclusions about the importance of coach–coachee fit and working alliance for coaching effectiveness. In this study, we investigate coach–coachee fit as an antecedent of the working alliance and its effects on coaching outcomes. Using a three-wave study design, 184 coachees participating in a workplace coaching program in healthcare answered online surveys before, halfway-through, and approximately one month after coaching. We measured both coachee-rated and coach-rated working alliance and, based on person-environment fit theories, we included three measures of coach–coachee fit, that is similarity-fit, general needs-supplies fit, and idiosyncratic needs-supplies fit. Multilevel path modelling revealed that only idiosyncratic needs-supplies fit, where the coach fulfils a coachee's unique needs, related positively to coaching satisfaction through coachee-rated working alliance and predicted improved goal attainment. Coachees’ similarity-fit related positively to their assessment of the working alliance but, unexpectedly, predicted lower coaching satisfaction. Coach- and coachee-rated working alliance related to coaching satisfaction but not goal attainment. These findings make a unique contribution to current debates in the coaching and person-environment fit literatures and advance our understanding of the role of coach–coachee fit and working alliance for affective and behavioural coaching outcomes.

Although previous studies have generally explored the important role played by customers' negative feedback in shaping employees' behaviour, these studies have only briefly discussed the one-sided effects of such feedback on employees' cognition or emotions. In addition, previous studies have not discussed in depth whether customers' negative feedback has both positive and negative effects. Based on the theoretical background of the cognitive–affective processing system, we constructed a dual-path model of the impact of customers' negative feedback on job crafting via both cognitive and affective paths and investigated the moderating effect of the error management climate in this context. A three-stage survey design was used to examine these assumptions by referencing data collected from 382 frontline employees working in various tourism and hospitality companies. In line with our expectations, we found that customers' negative feedback can have a double-edged sword effect via these two paths and that the error management climate moderates this dual-path mechanism. We conclude this research by discussing the theoretical and practical implications of our findings.

When negotiating with partners from abroad, which language should we choose: a native or a foreign one? To answer this question, we leverage dual-process theory to investigate how using a native versus foreign language affects negotiation strategies and outcomes and explore the moderating role of emotions. Across three studies that use dual-language speakers of four of the five most common languages in the world (English, Chinese, Spanish and French), our findings consistently show that, while the native language is the preferred option for negotiation (Study 1), the consequences are more emotional expression, more passive strategies and worse outcomes (Studies 2 and 3). Anger in a native versus foreign language makes negotiators compromise more, which results in worse outcomes (Study 3). Our contribution is threefold: We are the first to explore the effects of language (foreign vs. native) in an empirical negotiation setting; we separate the intrapersonal from the interpersonal effects of language by using the Actor-Partner Interdependence Model; and we establish that the language effects are independent of culture. Our results suggest that managers should use their native language with caution when negotiating, since they might unconsciously display higher levels of emotion and use more passive negotiation strategies.

Pro-group unethical behaviour (PGUB) refers to a set of behaviours that conflict with moral standards but are beneficial to the interests of an actor's workgroup. Drawing on social cognitive theory, this research investigates whether, how, and when perceived co-worker PGUB leads employees to engage in the same unethical behaviour. We propose that moral disengagement is a crucial mechanism through which PGUB is transmitted from co-workers to employees and that this relationship is further amplified by employees' group identification. The results of three field studies featuring different samples consistently highlight the mediating role of moral disengagement in the relationship between perceived co-worker PGUB and employee PGUB. Furthermore, employees who identify strongly with their workgroup are more likely to exhibit moral disengagement and learn their co-workers' PGUB than are employees with low group identification. The findings of this research provide insights for both theory and practice.