The need for work: Jahoda's latent functions of employment in a representative sample of the German population

Marie Jahoda's latent deprivation model was tested with a representative sample of the German population (N = 998). As expected, employees reported high levels of time structure, social contact, collective purpose, and activity not only in comparison to unemployed persons but also in comparison to persons who are out of the labor force (i.e., students, homemakers, retirees). Even unskilled manual workers reported more access to these “latent functions” than persons without employment. For the fifth of Jahoda's dimensions, identity/status, no significant differences between employed persons and persons who are out of the labor force could be identified. However, unemployed persons reported less status than all other groups did. Thus, Jahoda's model was clearly endorsed for four of the five latent functions of employment and partly endorsed for the fifth function. All variables in the model correlated significantly with distress, as expected. Demographic correlates of the manifest and latent functions were also analyzed: Access to the latent functions was best among young men from higher social classes who lived in an intimate relationship in a comparatively large household with children. Copyright © 2009 John Wiley & Sons, Ltd.     

Precursors of employee turnover: A multiple-sample causal analysis

Two models of the nature of linkages among precursors of voluntary turnover were examined using four distinct samples. A model which includes both job satisfaction and organizational commitment as exogenous variables leading to one's intention to resign was shown to provide results which support its usage in future research. Analyses of longitudinal data for precursors across two points in time, before turnover, however, provided only weak support for causality.     

Employee satisfaction in work groups with different gender composition

This study investigates the relationship between the gender composition of an employee's work group and the employee's job satisfaction, using a random sample over 1600 U.S. workers. After controlling possible confounding variables, our analysis shows that the level of an employee's job satisfaction is related to the gender composition of the employee's work group, and that the relationship of these variables does not differ between male and female employees. Both men and women working in gender-balanced groups have higher levels of job satisfaction than those who work in homogeneous groups. Employees working in groups containing mostly men have the lowest levels of job satisfaction, with those working in groups containing mostly women falling in the middle. These results are consistent with predictions based on Blau's theory of social structure, that satisfaction would be highest for employees in more heterogeneous groups. © 1997 by John Wiley & Sons, Ltd.     

From manager's emotional intelligence to objective store performance: Through store cohesiveness and sales‐directed employee behavior

The relationships among manager's emotional intelligence, store cohesiveness, sales‐directed employee behavior, and objective store performance were investigated. Non‐managerial sales employees of a large retail electronics chain in South Korea (N = 1611) rated the emotional intelligence of their own store managers as well as the group cohesiveness within their stores. Store managers (N = 253) separately rated the sales‐directed behavior of their employees. Objective sales data were collected one month later for each store. No direct relationship between manager emotional intelligence and objective store performance was found. Instead, the results supported the hypothesized four‐variable, three‐path mediation model: store manager's emotional intelligence was related to store cohesiveness, which in turn was related to the sales‐directed behavior of the frontline employees, which ultimately predicted the objective performance of the stores. Manager emotional intelligence and store cohesiveness are seen as intangible organizing resources or socio‐psychological capital for non‐managerial store employees. Implications for future research and more effective management of retail firms are discussed. Copyright © 2015 John Wiley & Sons, Ltd.     

Dynamics of calling: A longitudinal study of musicians

The dominant view of calling among management scholars is that it is a stable construct that does not change. This view has resulted in a research void about calling's early development and subsequent evolution. Insight into the dynamic process through which callings develop is fundamental to understanding its role in people's careers and lives. In this study, I focus on the antecedents of calling, a consuming, meaningful passion people can experience toward a domain. I propose a dynamic model in which calling can change over time and can be shaped by antecedent factors, specifically, through people's ability, behavioral involvement, and social comfort in the area toward which they feel a calling. I tested these ideas in a seven‐year, four‐wave prospective longitudinal survey study of 450 amateur musicians. Multilevel analyses indicate individuals who were more behaviorally involved and felt higher social comfort in the calling domain (e.g., music) experienced higher levels of calling early on but experienced a decline in calling over time. Individuals' ability in the calling domain was not related to initial calling or change in calling. I discuss the implications for theory and research on calling, meaning of work, and the dynamics of careers. Copyright © 2012 John Wiley & Sons, Ltd.     

Relationships of participative leadership with relational demography variables: a multi‐level perspective

Relationships of participative leadership with relational demography variables (age, tenure, education, and gender) were explored in an integrated model, combining the ALS (Average Leadership Style) and the LMX (Leader–Member Exchange) approaches to leadership. Data were collected from 561 staff members from 36 schools. The r_wg and the WABA (within‐ and between‐analysis) results indicated the prevalence of the LMX model and the individual‐differences approach in explaining the relationship of the leader's participative behaviors with relational demography variables. In addition, consistent with the study hypotheses, the negative relationship between demographic dissimilarity and PDM (participative decision‐making) was stronger in short‐term superior–subordinate relationships than in longer‐term relationships. These results should encourage researchers to theorize on, and then test for levels of analysis when studying participative leadership. Copyright © 2003 John Wiley & Sons, Ltd.     

Evidence toward an expanded model of organizational identification

Recent research on organizational identification has called for the consideration of an expanded model of identification, which would include a more thorough treatment of the ways an individual could derive his or her identity from the organization. This paper begins to answer that call by testing operationalizations of the four dimensions of the expanded model: identification, disidentification, ambivalent identification, and neutral identification. Survey results from 330 employed adults support the discriminability of the four dimensions. This exploratory study also begins to establish the criterion‐related validity of the model by examining organizational, job‐related, and individual difference variables associated with the four dimensions of the model, and suggests implications for the expanded model's strong potential for applications in organizational identification research. Copyright © 2004 John Wiley & Sons, Ltd.     

The role of human capital,motivation and supervisor sponsorship in predicting career success

Based on Turner's (1960) contest‐ and sponsored‐mobility systems, a comprehensive model of the determinants of career success was examined. Human capital and motivational variables represented the contest‐mobility system whereas leader–member exchange and supervisor career mentoring represented the sponsored‐mobility system. Results based on data from 245 supervisor–subordinate dyads indicated limited support for the contest‐mobility system and strong support for the sponsored‐mobility system. Interestingly, the two forms of sponsorship were differentially related to career outcomes. Specifically, leader–member exchange was positively related to salary progression, promotability, and career satisfaction. Career mentoring, however, was only related to promotability. Copyright © 1999 John Wiley & Sons, Ltd.     

An empirical assessment of the loose–tight leadership model: quantitative and qualitative analyses

Using questionnaire and interview data, this study attempted to find out whether the organizational loose (participative) and tight (directive) practices are compatible with or contradict each other. Using the theoretical framework of Sagie's ( 1997 ) loose–tight leadership approach, our hypotheses concerned the effects of both practices on the employee's work‐related attitudes, and the mediating role of two variables, cognitive (information sharing) and motivational (exerting effort), in these effects. Data were analysed using two methodological approaches, quantitative and qualitative. Based on a quantitative analysis of the questionnaires given to 101 professional employees of a textile company, partial support was provided for the study hypotheses. A qualitative analysis of in‐depth, semi‐structured interviews with all the employees (n = 20) in one of the company divisions led to similar conclusions. Specifically, we found that although the loose and tight practices affected work attitudes, the interviewees attributed more impact to the tight practice. In addition, none of the study variables mediated the loose impact on attitudes, whereas information sharing (but not exerting effort) mediated the influence of tight practice. Finally, the qualitative analysis revealed a deeper insight into the nature of both leader practices and their possible integration in the decision‐making processes in organizations. Copyright © 2002 John Wiley & Sons, Ltd.     

Feedback acceptance in developmental assessment centers: the role of feedback message,participant personality,and affective response to the feedback session

We investigated feedback acceptance by participants (N = 141) in an operational developmental assessment center (AC). Consistent with predictions based on self‐enhancement theory and the Affective Infusion Model, results indicated that higher assessor ratings were associated with higher feedback acceptance, and this relationship was partially mediated by the participant's affective reaction to the feedback session. Participants' self‐ratings of their AC performance did not affect this relationship suggesting no support for our prediction based on self‐verification theory. We also investigated the role of participants' self‐ratings of agreeableness, extraversion, and emotional stability in feedback acceptance by testing specific moderated mediation hypotheses. Extraversion was related to feedback acceptance through the affective reaction to the feedback session. Agreeableness moderated the affective reaction to the feedback session and feedback acceptance relationship such that there was a strong relationship between affective reaction and feedback acceptance for highly agreeable participants, but no relationship for low agreeable individuals. For low agreeable individuals, there was a positive direct relationship between the assessor ratings and feedback acceptance which was not observed for highly agreeable individuals. The hypothesized role of emotional stability in predicting feedback acceptance was not supported. Implications for the delivery of feedback in developmental ACs are discussed in light of these findings. Copyright © 2008 John Wiley & Sons, Ltd.     

The moderating role of task characteristics in determining responses to a stressful work simulation

Two experimental studies were conducted to examine whether the stress‐buffering effects of behavioral control on work task responses varied as a function of procedural information. Study 1 manipulated low and high levels of task demands, behavioral control, and procedural information for 128 introductory psychology students completing an in‐basket activity. ANOVA procedures revealed a significant three‐way interaction among these variables in the prediction of subjective task performance and task satisfaction. It was found that procedural information buffered the negative effects of task demands on ratings of performance and satisfaction only under conditions of low behavioral control. This pattern of results suggests that procedural information may have a compensatory effect when the work environment is characterized by a combination of high task demands and low behavioral control. Study 2 (N=256) utilized simple and complex versions of the in‐basket activity to examine the extent to which the interactive relationship among task demands, behavioral control, and procedural information varied as a function of task complexity. There was further support for the stress‐buffering role of procedural information on work task responses under conditions of low behavioral control. This effect was, however, only present when the in‐basket activity was characterized by high task complexity, suggesting that the interactive relationship among these variables may depend on the type of tasks performed at work. Copyright © 1999 John Wiley & Sons, Ltd.     

Supervisor expediency to employee expediency: The moderating role of leader–member exchange and the mediating role of employee unethical tolerance

We utilize social learning theory to test the role‐modeling effect of supervisor expediency (i.e., a supervisor's use of unethical practices to expedite work for self‐serving purposes). In particular, we examine the relationship between supervisor expediency and employee expediency, as moderated by leader–member exchange (LMX) and mediated by employee unethical tolerance. We predict that employees are more likely to model their supervisors' expedient behaviors when their relationship is characterized by high‐LMX (a high‐quality exchange relationship that is rich in socioemotional support). Furthermore, we argue that supervisor expediency, especially when LMX is high, influences employees' attitudes of unethical tolerance, which then affects employees' expedient behaviors. Across 2 multisource field studies and a third time‐lagged field study, we found general support for our theoretical predictions. Theoretical and practical implications are discussed.     

Charismatic leadership viewed from above: the impact of proactive personality

We tested hypotheses regarding the relationship between proactive personality and perceptions of charismatic leadership. A sample of 156 managers completed measures of proactive personality along with measures of the five‐factor model of personality and other individual differences. The managers' immediate supervisors rated their charismatic leadership and in‐role behavior. Results suggest that self‐reported proactive personality is positively associated with supervisors' independent ratings of charismatic leadership. Hierarchical regression analyses revealed that proactive personality accounts for variance in a manager's charismatic leadership above and beyond that accounted for by an array of control variables (the Big Five personality factors, in‐role behavior, and social desirability). Copyright © 2000 John Wiley & Sons, Ltd.     

Identifying the antecedents of coping with an organizational acquisition: a structural assessment

This study used Lazarus and Folkman's ( 1984 ) cognitive–phenomenological model of coping and Lazarus's ( 1991 ) theory of emotions to develop and test a model of how individuals cope with an organizational acquisition. The model identifies the origins and process used to select both problem‐focused and emotion‐focused coping strategies. Covariance structure analysis of data from 172 individuals indicated that problem‐focused coping was directly influenced by primary appraisal and negative emotion, while only certain types of emotion‐focused coping were directly related to negative emotion. All coping strategies were impacted by social support. Furthermore, negative emotion was predicted by primary appraisal, which in turn was related to perceived control, coping efficacy, and environmental conditions. Recommendations for future research and applications are discussed. Copyright © 2000 John Wiley & Sons, Ltd.     

Relationships among five forms of commitment: an empirical assessment

This paper examined whether Morrow's (1993) model of five universal forms of work commitment (affective organizational commitment, continuance organizational commitment, career commitment, job involvement and work ethic endorsement) has empirical support. The paper explored the discriminant validity among the five scales of these commitment forms. It also tested Morrow's model regarding the interrelationships among them in comparison with an alternative conceptualization proposed by Randall and Cote (1991). Two hundred and thirty‐eight nursing staff from two hospitals in western Canada were surveyed. Results of confirmatory factor analysis (LISREL VIII) and correlation analysis showed an acceptable discriminant validity among the five commitment foci. The results of path analysis (LISREL VIII) showed a poor fit with the data of Morrow's model and a better fit with the alternative model of Randall and Cote. Revised models based on the modification indices from both models were tested, and supported the Randall and Cote approach. The paper concludes with implications regarding the continuing assessment of Morrow's conceptualization to establish an acceptable definition and measurement of universal forms of work commitment. Copyright © 1999 John Wiley & Sons, Ltd.     

Sex proportion and performance evaluation among high‐ranking military officers

This field study examined the relationships between sex proportion and performance evaluation among 3014 high‐ranking officers (Majors and Lieutenant Colonels) in the Israeli Defense Forces. Women's performance was rated lower than that of men when the women were token members of their units. However, the performance of women was rated higher than that of men when they constituted a higher proportion. Men's overall performance did not co‐vary with proportion. In addition, the interaction of sex with proportion had a significant effect on the dimensions of Operational and Analytic Competence. The pattern of findings supports Kanter's framework of skewed and tilted groups. Copyright © 2001 John Wiley & Sons, Ltd.     

Examining the interpersonal process and consequence of leader–member exchange comparison: The role of procedural justice climate

Individuals are always sensitive to their relative standing in interpersonal comparison processes of leader–member exchanges (LMXs) in teams. Little research, however, has investigated whether coworkers with a higher LMX influence the emotional and behavioral reactions of individuals with a lower LMX in different dyads. Drawing on social comparison theory and the symbolic model of procedural justice (PJ) climate, we conducted 2 independent studies—an experimental study focusing on the self‐perceived upward LMX comparison (i.e., an individual perceives that a coworker's LMX is higher than the LMX that he or she has with the supervisor; N = 203; Study 1: American working adults) and a field survey study focusing on the other‐perceived downward LMX comparison (i.e., a coworker perceives that his or her own LMX is higher than the LMX that the individual has with the supervisor; N = 177; Study 2: Chinese software engineers). Results from these studies consistently revealed that a coworker's higher LMX elicits an individual's hostile emotions when the PJ climate is low but that this relationship is buffered when the PJ climate is high. Results of both studies also showed that the coworker's higher LMX arouses the individual to direct harmful behavior toward that coworker (via the individual's feelings of hostility) when the PJ climate is low but not when it is high.     

The reciprocal nature of trust: a longitudinal study of interacting teams

This research develops and investigates the concept of reciprocal trust between interacting teams. Reciprocal trust is defined as the trust that results when a party observes the actions of another and reconsiders one's trust‐related attitudes and subsequent behaviors based on those observations. Twenty‐four teams of systems analysis and design students were involved in a 6‐week controlled field study focused on the development of an information systems project. Each team was responsible for both developing a system (development role) and for supervising the development of a system by another team (management role). Risk‐taking actions exhibited by one team in an interacting pair were found to predict the other team's trustworthiness perceptions and subsequent trust. The level of trust formed in turn predicted the team's subsequent risk‐taking behaviors with respect to the other team. This pattern of reciprocal trust repeated itself as the teams continued to interact over the duration of the project, thus supporting our model of reciprocal trust. Findings also indicate that trust and trust formation can occur at the team level. Copyright © 2005 John Wiley & Sons, Ltd.     

Leadership self‐efficacy and managers' motivation for leading change

This study develops and tests a leadership model that focuses on managers' motivation for attempting the leadership of change. The construct of leadership self‐efficacy (LSE) is defined, and a measure comprising three dimensions (direction‐setting, gaining followers' commitment, and overcoming obstacles to change) is developed. Based on Bandura's (1986) social cognitive theory, the primary hypothesis is that high LSE managers will be seen by direct reports as engaging in more leadership attempts. Relationships are also proposed between LSE and several factors that are expected to influence this confidence judgment. Managers' organizational commitment and crisis perceptions are modelled as potential moderators of the relationship between LSE and leadership attempts. The model was tested through surveys distributed to managers (n = 150) and their direct reports (n = 415) in a real estate management company and an industrial chemicals firm. Positive relationships (p < 0.05) were found between the first two dimensions of LSE and managers' leadership attempts. An interaction effect involving organizational commitment was discovered for the LSE/overcoming obstacles dimension (p < 0.05). Several positive relationships were found between LSE dimensions and proposed antecedents, including self‐esteem (p < 0.05), subordinates' performance abilities (p < 0.05), and managers' job autonomy (p < 0.05). Copyright © 2002 John Wiley & Sons, Ltd.     

Predicting burnout with a hassle-based measure of role demands

The paper presents a hassle-based measure of job demands, whose scales of hassles-conflict, hassles-ambiguity and hassles-overload consist of items pertaining to such role episodes. Hierarchical multiple regression is used to test the incremental validity of the new variables. This was done with a statistical model where the role stressor variables (i.e. role conflict, role ambiguity, and role overload) were entered first, followed by the three equivalent hassle variables. The data indicate that the new Role Hassles Index (RHI) shows a substantial R² increment with regard to the MBI's exhaustion and depersonalization scales, but not in regard to self-accomplishment. These data are interpreted as supporting a balance model of burnout, specifying that exhaustion is an outcome of daily demand level on the one hand, and recovery availability on the other. © 1997 by John Wiley & Sons, Ltd.