The spillover effects of coworker,supervisor, and outsider workplace incivility on work‐to‐family conflict: A weekly diary design

This study used an experience sampling design to examine the spillover effects of experienced workplace incivility from organizational insiders (coworkers and supervisors, respectively) and organizational outsiders (patients and their visitors) on targets' work‐to‐family conflict and to test the mediating effect of burnout and the moderating effect of display rules. Data collected over five consecutive weeks from 84 full‐time nurses showed that within individuals, weekly experiences of coworker incivility and outsider incivility were positively related to weekly experience of work‐to‐family conflict, and burnout mediated these relationships while controlling for initial level of burnout before participants started a week's work. In addition, display rules, defined as the extent to which individuals perceive they are expected to display desired positive emotions and suppress negative emotions at work, moderated the relationship between outsider incivility and burnout; specifically, the positive relationship between weekly outsider incivility and burnout was stronger for individuals who perceived a higher level of display rules. Our findings contribute to the literature by demonstrating the mediating effect of burnout and the moderating effect of perceived display rules in the relationship between workplace incivility from multiple sources and work‐to‐family conflict from a resource perspective.     

No person is an island: The effects of group characteristics on individual trait expression

Although most researchers now espouse a person‐by‐situation interactionist approach, there remains much work to be carried out to fully understand how different features of the environment interact with personality to influence behavior. Thus, this study sought to examine the moderating effects of three group‐level constructs on the relationships between two personality traits (conscientiousness and extraversion) and individual performance and counterproductive behaviors. Specifically, using trait activation theory as an organizing framework, we considered the moderating effects of the following: (i) a previously unexamined construct called core group evaluations (CGEs); (ii) group conscientiousness composition; and (iii) group extraversion composition. Data were obtained from a sample of university football players (N = 225–252 from 40 groups). The results indicated that CGEs moderated the relationships between individual conscientiousness and both performance (subjective) and counterproductive behaviors. Group conscientiousness composition also moderated the relationships between individual conscientiousness and both performance (objective and subjective) and counterproductive behaviors. Lastly, group extraversion composition moderated the relationship between individual extraversion and counterproductive behaviors. These findings highlight the importance of considering a team's CGEs, as well as the personality composition of team members when investigating the effects of conscientiousness and extraversion on individual performance and counterproductive behaviors. Copyright © 2011 John Wiley & Sons, Ltd.     

The effects of passive leadership on workplace incivility

In this article, we examine the effects of passive leadership on workplace incivility across two studies. Study 1 examines passive leadership–incivility relationships in a sample of employee–supervisor dyads, and Study 2 examines these relationships in a sample of employee–coworker dyads. Results from these studies suggest that passive leadership has a significant direct effect on behavioral incivility and an indirect effect through experienced incivility. Moreover, our results suggest that the relationship between experienced incivility and behavioral incivility is conditional on the level of passive leadership, such that the effect of experienced incivility on behavioral incivility is stronger at higher levels of passive leadership. Copyright © 2014 John Wiley & Sons, Ltd.     

Supervisor role overload and frustration as antecedents of abusive supervision: The moderating role of supervisor personality

The current research explores supervisor‐level antecedents of abusive supervision in the workplace. Specifically, this study introduces affective events theory to the abusive supervision literature to suggest that supervisor role overload, a work‐related event, leads to supervisor frustration. As an intense negative emotional reaction, frustration, in turn, triggers supervisors to exhibit abusive behaviors in the workplace. Supervisor personality traits—namely, neuroticism, conscientiousness, and agreeableness—are also posited to moderate these hypothesized relationships. Specifically, neuroticism is expected to moderate the relationship between role overload and frustration while conscientiousness and agreeableness are expected to moderate the relationship between frustration and abusive supervision. Ultimately, we propose and examine a moderated‐mediation model. Multisource field data demonstrate general support for the hypothesized relationships. We conclude with theoretical and practical implications as well as future research avenues. Copyright © 2016 John Wiley & Sons, Ltd.     

Valuing diversity: a group‐value approach to understanding the importance of organizational efforts to support diversity

Using Leventhal's rules as well as the group‐value model of procedural justice, we first examined how the negative effects of perceived racial discrimination on procedural justice judgments can be attenuated by perceived organizational efforts to support diversity. Secondly, we examine how these effects ultimately impact affective commitment and organizational citizenship behavior. We found that employees who believe some individuals in the workplace are discriminating against them on the basis of race tend to report lower levels of procedural justice from the organization. However, this negative relationship was attenuated when employees perceived that their organization was making efforts to support diversity. Results suggest that individuals' perceptions of organizational efforts to support diversity can help restore perceptions of procedural justice for employees who experience racial discrimination at work. Improving procedural justice also positively impacts affective commitment and organizational citizenship behavior directed at the organization. Copyright © 2009 John Wiley & Sons, Ltd.     

An Empirical Investigation of the Influence of Safety Climate on Organizational Citizenship Behavior in Taiwan’s Facilities

Although the social exchange relationships between employers and employees are increasingly important to the performance of safety management systems, the psychological effects of work attitudes on this relationship have been less studied. Using a sample of first-line operators and their supervisors from 188 facilities in Taiwan which had Occupational Health and Safety Assessment Series 18000 (OHSAS 18000) certification, the current research conducted an empirical investigation of the influence of safety climate on organizational citizenship behavior (OCB). Work attitude was used to disclose the psychological effect. Research results indicated that (a) safety climate was a significant predicator of OCB, (b) the psychological effect significantly influenced social exchange relationships, and (c) job satisfaction showed a stronger mediating influence than organizational commitment due to the frequent top management turnover. Discussions and implications are also addressed.     

An empirical investigation of the influence of safety climate on organizational citizenship behavior in Taiwan's facilities.

Although the social exchange relationships between employers and employees are increasingly important to the performance of safety management systems, the psychological effects of work attitudes on this relationship have been less studied. Using a sample of first-line operators and their supervisors from 188 facilities in Taiwan which had Occupational Health and Safety Assessment Series 18000 (OHSAS 18000) certification, the current research conducted an empirical investigation of the influence of safety climate on organizational citizenship behavior (OCB). Work attitude was used to disclose the psychological effect. Research results indicated that (a) safety climate was a significant predicator of OCB, (b) the psychological effect significantly influenced social exchange relationships, and (c) job satisfaction showed a stronger mediating influence than organizational commitment due to the frequent top management turnover. Discussions and implications are also addressed.     

Collectivism,propensity to trust and self-esteem as predictors of organizational citizenship in a non-work setting

This study examined organizational citizenship of residents in a housing cooperative setting where roles were not influenced by traditional employee–employer work relationships. Results demonstrate that the individual differences of collectivism and propensity to trust predicted organizational citizenship (assessed six months later). In addition, organizational-based self-esteem fully mediated the effects of collectivism and propensity to trust on organizational citizenship, and tenure moderated the trust—self-esteem relationship. We discuss the implications of these results given the changing nature of work and the increasing importance of non-work organizations. Copyright © 2000 John Wiley & Sons, Ltd.     

Antecedents and consequences of satisfaction with work–family balance: A moderating role of perceived insider status

This study developed a moderated mediation model to investigate how family‐supportive paid leave and supervision affect employees' satisfaction with work–family balance and in turn their affective organizational commitment and supervisor‐directed organizational citizenship behavior depending on their perceived insider status in the organization. Our analysis of data collected from 118 employee–supervisor dyads in Korean organizations revealed that satisfaction with work–family balance mediated the linkages from family‐supportive supervision to affective organizational commitment and supervisor‐directed organizational citizenship behavior, and the linkage from family‐supportive paid leave to affective organizational commitment. Results further showed that the entire mediational process for family‐supportive supervision was more pronounced for those who perceived themselves to be an insider of their organizations, while the same pattern was not found for the meditational process related to family‐supportive paid leave. Our findings provide theoretical implications for work–family balance research and offer practical suggestions to make employees satisfied with work–family balance.     

Work status and organizational citizenship behavior: a field study of restaurant employees

This survey‐based field study of 257 service employees developed and tested a model of differences in the organizational citizenship behavior of full‐time and part‐time employees based on social exchange theory. Questionnaire data from matched pairs of employees and their supervisors demonstrated that part‐time employees exhibited less helping organizational citizenship behavior than full‐time employees, but there was no difference in their voice behavior. We also predicted that both preferred work status (an individual factor) and organizational culture (a contextual factor) would moderate the relationships between work status and citizenship. For helping, results demonstrated that preferred status mattered more to part‐time workers than to full‐time. For voice, preferred work status was equally important to part‐time and full‐time workers, such that voice was high only when actual status matched preferred status. Contrary to our expectations, work status made more of a difference in both helping and voice in less bureaucratic organizations. We discuss the implications of work status for social exchange relationships, differences in the social exchange costs and benefits of helping compared to voice, and ramifications of our findings for future research. Copyright © 2001 John Wiley & Sons, Ltd.     

The interactive effects of procedural justice and exchange ideology on supervisor-rated commitment

Matched data collected from 143 employees and their immediate supervisors of a private sector organization indicated that employee perceptions of procedural justice were only related to supervisor-rated affective commitment among employees with a strong exchange ideology. That is, individuals motivated by a fair exchange exhibited fewer affective commitment behaviors when they viewed the environment as unfair than when they perceived it to be fair. Individuals comparatively indifferent to a fair exchange did not alter their affective commitment behaviors regardless of the level of perceived environmental fairness. These results illustrate the importance of considering individual differences in exchange ideology when attempting to alter the work environment for the purpose of increasing commitment. Implications for research and management practice are presented. Copyright © 2001 John Wiley & Sons, Ltd.     

You cannot leave it at the office: Spillover and crossover of coworker incivility

This study examines the spillover and crossover effects of a specific chronic stressor, coworker incivility, on target marital satisfaction, partner marital satisfaction, and partner family‐to‐work conflict and on how the transmission of stress from the workplace to the family domain (as perceived by the target's partner) mediates these relationships. Using a matched data set of 190 job incumbents and their partners, the findings reveal that coworker incivility demonstrates both spillover and crossover effects on these outcomes important to the family. Evidence indicates that incivility targets do not leave the stress of incivility at work but instead bring it home to the family domain where it influences relationships with and outcomes of their partners. Implications of these findings and avenues for future research are discussed. Copyright © 2011 John Wiley & Sons, Ltd.     

The influence of age on the associations between HR practices and both affective commitment and job satisfaction: A meta-analysis

Research on the association between high commitment Human Resource (HR) practices and work-related outcomes at the individual level rarely focuses on age differences. To fill this knowledge gap, a meta-analysis has been conducted to examine how the relationships between the availability of high commitment HR practices, as perceived by employees, and affective commitment and job satisfaction change with age. Drawing on Selection, Optimization, and Compensation (SOC) theory and on Regulatory Focus theory, we identify a bundle of maintenance HR practices and a bundle of development HR practices, and hypothesize that the association between maintenance HR practices and work-related attitudes strengthens with age, and that the association between development HR practices and work-related attitudes weakens with age. Our meta-analysis of 83 studies reveals that, in line with social exchange and signaling theories, employees' perceptions of HR practices are positively related to their work-related attitudes, and that calendar age influences this relationship largely as expected. These results are discussed in light of the above mentioned theories. Copyright © 2009 John Wiley & Sons, Ltd.     

The role of other orientation in reactions to social and economic leader–member exchange relationships

In this study, we investigate, through two study samples, whether relationships between social leader–member exchange (SLMX) and economic leader–member exchange (ELMX) relationships and outcomes differ depending on the followers' level of other orientation or the extent to which they are concerned for the welfare of others. We propose that followers with higher other orientation would respond less negatively to higher levels of ELMX and more positively to higher levels of SLMX because they are less likely to engage in behaviors based on rational and self‐interested calculations. In Study 1 (N = 200), we found that higher other orientation mitigated ELMX's negative relations with affective commitment and turnover intention. In Study 2 (N = 4,518), we both replicated the findings from Study 1 and also found that higher other orientation mitigated ELMX's negative relations with work effort. We also uncovered a weaker positive relationship between SLMX and organizational citizenship behavior for followers with higher other orientation.     

Organizations and supervisors as sources of support and targets of commitment: a longitudinal study

The main objective of this study was to examine the relationship between perceived support and affective commitment, and the linkages between these constructs and some of their common antecedents and consequences. More precisely, using a sample of 238 employees, we conducted a longitudinal study to examine the linkages between the favorableness of intrinsically and extrinsically satisfying job conditions, perceived organizational support, perceived supervisor support, affective commitment to the organization and supervisor, and turnover. Affective commitment to the supervisor was found to completely mediate the effect of perceived supervisor support on turnover, whereas neither perceived organizational support nor organizational affective commitment were significantly related to turnover. Perceived organizational support partially mediated the effect of favorable intrinsically satisfying job conditions on organizational affective commitment and fully mediated the effect of extrinsically satisfying job conditions on organizational affective commitment. Finally, perceived supervisor support totally mediated the effect of favorable intrinsically satisfying job conditions on affective commitment to the supervisor. As a whole, findings suggest that exchange relationships between employees and their supervisors should be further investigated in future turnover research. Copyright © 2003 John Wiley & Sons, Ltd.     

Differentiating HR systems' impact: moderating effects of age on the HR system–work outcome association

Combining the macro perspective of strategic human resource (HR) management with applied psychology's micro approaches, this paper helps to differentiate the effects of HR practices on individual‐level outcomes by introducing two distinct HR practice bundles. We draw on social exchange theory to hypothesize (i) main effects of both growth‐enhancing and maintenance‐enhancing bundles on affective organizational commitment and in‐role behavior and (ii) moderating effects of age and maintenance‐enhancing practices on work outcomes, such that increasing employee age attenuates the positive impact of HR practices. The results of a multilevel study comprising 600 employees and their direct supervisors in 64 business units provide support for the hypothesized main effects on affective commitment and the interaction between age and maintenance‐enhancing practices on work outcomes. We discuss the results, theoretical contributions, and practical implications of the study, as well as future research directions. Copyright © 2016 John Wiley & Sons, Ltd.     

What does team–member exchange bring to the party? A meta‐analytic review of team and leader social exchange

Both leader–member exchange (LMX) and team–member exchange (TMX) measure the quality of reciprocal exchange among employees in the workplace. Although LMX focuses on supervisor–subordinate relationships while TMX examines the relationships among team members, both have theory‐based and empirically proven relations with workplace outcomes such as job performance, organizational commitment, job satisfaction, and turnover intentions. However, it is not yet known which has more of an impact on such workplace outcomes—specifically, it is not clear if an employee's time is best spent developing vertical relationships among supervisors and subordinates (LMX) or on the horizontal relationships among team members (TMX). Accordingly, this meta‐analysis explores the incremental validity and relative importance of these two social exchange‐based constructs. The theoretical logic underlying LMX and TMX is clarified, and the parameter estimates between LMX, TMX, and work outcomes are reported. Results demonstrate that TMX shows incremental validity above and beyond LMX for some outcomes (organizational commitment and job satisfaction), but not others (job performance and turnover intentions). Also, LMX shows greater relative importance across all four outcomes. In sum, the clarification of the theoretical and empirical landscape lays a foundation for recommendations for future research. Copyright © 2013 John Wiley & Sons, Ltd.     

Attraction in organizations: A model of workplace romance

Antecedents and consequences of participating in a romantic relationship in the workplace are critically examined. These factors are derived from social-psychological theories of interpersonal attraction, romantic attraction, love, emotion, and social exchange, as well as from previous research addressing romance in the workplace. The antecedent factors explain the processes by which romantic relationships develop between two members of the same organization, and the consequent factors highlight both the beneficial and detrimental effects that such relationships have on the participants, coworkers, and the host organization. Based on these formation and impact factors, a conceptual model of workplace romance is developed along with a series of testable propositions in order to facilitate and direct future research on romantic organizational behavior.     

Empowering leadership: A meta‐analytic examination of incremental contribution,mediation, and moderation

The concept of empowering leadership (EL) has seen increasing scholarly interest in recent years. This study reports a meta‐analysis investigating the effects of EL on employee work behavior. On the basis of data from 105 samples, we found evidence for the positive effects of EL on performance, organizational citizenship behavior, and creativity at both the individual and team levels. We further examined these relationships by exploring potential boundary conditions and the incremental contribution of EL over transformational leadership and leader–member exchange. Furthermore, at the individual level, both trust in leader and psychological empowerment mediated the relationships of EL with task performance, organizational citizenship behavior, and creativity. We also found evidence that leader–member exchange was a significant mediator between EL and task performance. At the team level, empowerment mediated the effects of EL on team performance, whereas knowledge sharing showed no significant indirect effect. Our results have important theoretical and practical implications and suggest some areas that require further research.     

Commitment,procedural fairness,and organizational citizenship behavior: a multifoci analysis

Research on commitment, procedural fairness, and organizational citizenship behavior (OCB) suggests that employees maintain distinct beliefs about, and direct behaviors towards, multiple targets in the workplace (e.g., the organization as a whole, their supervisor, and fellow workgroup members). The present studies were designed to test for “target similarity effects,” in which the relationships between commitment, procedural fairness, and OCB were expected to be stronger when they referred to the same target than when they referred to different targets. As predicted, we found that: (1) the positive relationship between commitment and OCB, and (2) the mediating effect of commitment on the positive relationship between procedural fairness and OCB, was particularly likely to emerge when the constructs were in reference to the same target. Support for these target similarity effects was found among layoff survivors (Study 1) and student project teams (Study 2). Theoretical and practical implications are discussed, as are limitations of the studies and suggestions for future research. Copyright © 2008 John Wiley & Sons, Ltd.