The interactive relationship of competitive climate and trait competitiveness with workplace attitudes,stress, and performance

There has been a considerable debate about the individual and organizational benefits of competition. Adopting a person–environment fit perspective, this research examined the influence of competition as an interaction between trait competitiveness and competitive climate. Using a sample of information technology workers, competitive climate was considered as both an individual level variable and a workgroup variable. Results show that the effect of competitive climate depended on trait competitiveness and the level at which climate was assessed for four of the outcomes assessed: job satisfaction, organizational commitment, job dedication, and supervisor‐rated task performance. In general, the effect of competitive climate was more negative for individuals lower in trait competitiveness. Competitive psychological climate was associated with greater stress regardless of the level of trait competitiveness but was not directly related to self‐rated task performance. Findings suggest that managers should be cautious in encouraging competitive climate. Copyright © 2007 John Wiley & Sons, Ltd.     

Beyond the mean: Understanding firm‐level consequences of variability in diversity climate perceptions

We develop and test an organizational‐level model of the consequences of diversity climate for company performance. Drawing from affective events theory and the organizational climate literature, we highlight the role of idiosyncrasies in employees' diversity climate perceptions. Specifically, we consider diversity climate strength (i.e., agreement in employees' climate perceptions) as a boundary condition of diversity climate's organizational‐level effects and expect high climate strength to be particularly beneficial in demographically diverse organizations. Moreover, we introduce collective positive affect as an underlying mechanism of diversity climate's conditional effects on company performance. Hypotheses are tested in a study of 82 German small‐and‐medium‐sized companies with 13,695 surveyed employees. Results show a moderated mediation relationship where diversity climate is only positively related to organizational performance (via collective positive affect) at relatively high diversity climate strength. Although this finding holds for both demographically diverse and homogeneous organizations, post hoc analyses provide initial evidence that a strong climate only helps to realize the effects of diversity climate on collective positive affect when members of age‐ and gender‐related demographic subgroups converge in their climate perceptions. Our study contributes to a better understanding of diversity climate as an effective lever for managing diversity.     

A multi‐level investigation of psychological contract breach and organizational identification through the lens of perceived organizational membership: Testing a moderated–mediated model

Drawing on the perceived organizational membership theoretical framework and the social identity view of dissonance theory, I examined in this study the dynamics of the relationship between psychological contract breach and organizational identification. I included group‐level transformational and transactional leadership as well as procedural justice in the hypothesized model as key antecedents for organizational membership processes. I further explored the mediating role of psychological contract breach in the relationship between leadership, procedural justice climate, and organizational identification and proposed separateness–connectedness self‐schema as an important moderator of the above mediated relationship. Hierarchical linear modeling results from a sample of 864 employees from 162 work units in 10 Greek organizations indicated that employees' perception of psychological contract breach negatively affected their organizational identification. I also found psychological contract breach to mediate the impact of transformational and transactional leadership on organizational identification. Results further provided support for moderated mediation and showed that the indirect effects of transformational and transactional leadership on identification through psychological contract breach were stronger for employees with a low connectedness self‐schema. Copyright © 2012 John Wiley & Sons, Ltd.     

Integrating managerial perceptions and transformational leadership into a work‐unit level model of employee involvement

Employee involvement is an organizational phenomenon that has received increasing empirical attention. Although much research has examined the outcomes of involvement at the organization level, arguments can be made for exploring involvement at the work‐unit level and for investigating the processes by which a unit‐level climate of involvement may be created or emerge. Building on largely untested suggestions that such processes are likely to be motivational and initiated by employees' immediate supervisors, this paper incorporates two concepts of managerial perceptions and leadership into a work‐unit level model of involvement climate. In particular, this study examines the indirect association of managerial perceptions about subordinates' ability to perform and about the utility of organizational practices for facilitating performance, as well as the direct association of transformational leadership, with a climate of involvement. The association of involvement climate with citizenship, absenteeism, and voluntary turnover is also considered. Using structural equation modeling in a sample of 167 work units, results indicate that leadership fully mediates the relationship between managers' perceptions about their subordinates and climate. Further, climate partially mediates and fully mediates the relationship between leadership and citizenship, and absenteeism, respectively. Implications for future research are discussed. Copyright © 2005 John Wiley & Sons, Ltd.     

Transformational leadership,relationship quality,and employee performance during continuous incremental organizational change

Although transformational leadership has been investigated in connection with change at higher levels of organizations, less is known about its “in‐the‐trenches” impact. We examined relations among transformational leadership, explicit change reactions (i.e., relationship quality), change frequency, and change consequences (i.e., task performance and organizational citizenship behavior (OCB)) during continuous incremental organizational change at lower hierarchical levels. In a sample of 251 employees and their 78 managers, analyses revealed that the quality of relationships between leaders and employees mediated the influence of transformational leadership on employee task performance and OCB. We also found that change frequency moderated the positive association of relationship quality with task performance and OCB, such that associations were stronger when change frequency was high. Copyright © 2012 John Wiley & Sons, Ltd.     

Job engagement,perceived organizational support,high‐performance human resource practices,and cultural value orientations: A cross‐level investigation

Drawing on social exchange theory, we developed and tested a cross‐level model of organizational‐level predictors of job engagement. Specifically, we examined the impact of high‐performance human resource (HR) practices on employee engagement and work outcomes. Based on a sample of 605 employees, their immediate supervisors, and HR managers from 130 companies, our results indicated that high‐performance HR practices were directly related to job engagement as well as indirectly related through employees' perceived organizational support. In turn, job engagement was positively related to in‐role performance and negatively related to intent to quit. Culture was found to act as a critical contextual factor, as our results also revealed that the relationship between HR practices and perceived organizational support was stronger when collectivism was high and when power distance orientation was low. Overall, the findings shed new light on the processes and conditions through which employee work‐related outcomes are enhanced owing to high‐performance HR practices. Copyright © 2015 John Wiley & Sons, Ltd.     

Multiple organizational identification levels and the impact of perceived external prestige and communication climate

Earlier studies have shown that perceived external prestige and communication climate influence organizational identification. In this paper we present the results of a study of the influence of communication climate and perceived external prestige on organizational identification at various organizational levels of a regional police organization. In total, 314 respondents filled out a questionnaire on communication climate, perceived external prestige and organizational identification. The results of this study show that communication climate has the strongest link with employee identification when it concerns the identification with the daily work group and a weaker one with the organization as a whole. It also appears that perceived external prestige has a stronger influence on the identification with the organization as a whole than on the identification at the more concrete organizational levels (such as department or work group). This research offers reasons to presuppose that organizational identification and communication climate are multiple constructs. If management wishes to influence organizational identification through a bottom‐up process, it is wise to pay particular attention to the communication climate in the work groups. Influencing organizational identification with the organization as a whole is better conducted through perceived external prestige. Copyright © 2006 John Wiley & Sons, Ltd.     

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.     

The effects of leadership dimensions,safety climate,and assigned priorities on minor injuries in work groups

This study is based on three premises: (a) Leadership style affects the level of concern for subordinate safety; (b) Concern for safety, operationalized with supervisory practices, provides the source for safety climate perceptions; and (c) Safety priority as assigned by higher superiors influences supervisory safety practice independently of leadership style. Assigned safety priority was expected to moderate the relationship between leadership style and injury rate in organizational subunits, with safety climate mediating this leadership–injury relationship due to its demonstrable effect on safety behavior. A within‐group split‐sample analysis of 42 work groups, coupled with prospective design, indicated that transformational and constructive leadership predicted injury rate, while corrective leadership provided indirect, conditional prediction. Leadership effects were moderated by assigned safety priorities and mediated by commensurate safety‐climate variables. The results suggest that transformational and transactional leadership provide complementary modes of (mediated and moderated) influence on safety behavior of group members. Copyright © 2002 John Wiley & Sons, Ltd.     

A meta‐analysis of sleep and work performance: An examination of moderators and mediators

The present study utilizes meta‐analytic techniques to examine the literature on sleep and work performance. In line with previous meta‐analytic research, results indicate that sleep and work performance have a positive relationship. However, more importantly, results from moderator analyses reveal that the type of sleep measurement (sleep quantity and sleep quality), work performance measurement (task performance, organizational citizenship behavior, and counterproductive work behavior), analysis method (between‐person and within‐person), sleep report source (self‐report, other report, and objective), sleep recall window (day, week/month, and more than 1 month), and study setting (field and laboratory) differentially influence the strength of the sleep–work performance relationship. Furthermore, meta‐analytic SEM results indicate that certain mediators (affect, job attitudes, and cognitive resources) provide stronger explanations (i.e., stronger indirect effects) for the relationship between sleep and work performance, depending on the specific type of performance being examined. In general, results highlight the importance of construct operationalization and methodology decisions when conducting sleep–work performance research and provide greater insight into explanations for the relationship between sleep and work performance. Research implications, practical implications, potential limitations, and future directions are also discussed.     

Climate as a group level phenomenon: Theoretical assumptions and methodological considerations

Climate is a group‐level phenomenon that should be measured and studied at the group level. The group level has theoretical and methodological advantages over the individual level. In this paper, I theoretically review the assumptions in measuring climate at the individual and group levels and demonstrate that the group‐level assumptions are more adequate for climate research because of their influences in exposure to events, interpretation of events, and preservation of perceptions. Methodologically, I discuss advantages in group‐level climate measurement accuracy that are based on multiple evaluators of climate and I suggest group aggregation is an organizational form of “wisdom of the crowds.” Finally, I point to three topics that remain to be investigated to understand climate at the group level better. The first is use of variability measures to compensate for information that is lost in aggregation. The second is challenging the assumption that formal organizational structure defines the group boundaries. I suggest that other levels of analysis apply to group‐level climate measurement and demonstrate the use of informal, more natural groups as an additional level. Third, I point to recently developed statistical procedures that can aid the study of climate perception emergence over time.     

Employees' self‐efficacy and perception of individual learning in teams: The cross‐level moderating role of team‐learning behavior

Despite the importance of employee learning for organizational effectiveness, scholars have yet to identify the factors that influence employees' perception of individual learning. This paper identified employees' self‐efficacy as a potential antecedent to their perception of individual learning in the context of teamwork. We also hypothesized that team‐learning behavior had a moderating effect on the relationship between employees' self‐efficacy and their perception of individual learning. We conducted a study of 236 teams working in a retail firm, comprising 236 team supervisors and 1397 employees, and analyzed the data using hierarchical linear modeling. This study revealed that employees' individual‐level self‐efficacy was positively associated with their perception of individual learning in teams. Additionally, team‐learning behaviors moderated the positive relationship between employees' self‐efficacy and the perception of individual learning. This study has theoretical and practical implications for a more nuanced understanding of the perception of individual learning in the context of teamwork. Copyright © 2016 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.     

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.     

Leadership behaviors and follower performance: Deductive and inductive examination of theoretical rationales and underlying mechanisms

There are competing theoretical rationales and mechanisms used to explain the relation between leadership behaviors (e.g., consideration, initiating structure, contingent rewards, and transformational leadership) and follower performance (e.g., task performance and organizational citizenship behaviors). We conducted two studies to critically examine and clarify the leadership behaviors–follower performance relation by pitting the various theoretical rationales and mechanisms against each other. We first engaged in deductive (Study 1) and then inductive (Study 2) theorizing and relied upon 35 meta‐analyses involving 3327 primary‐level studies and 930 349 observations as input for meta‐analytic structural equation modeling. Results of our dual deductive–inductive approach revealed an unexpected yet surprisingly consistent explanation for why leadership behaviors affect follower performance. Specifically, leader–member exchange is a mediating mechanism that was empirically determined to be involved in the largest indirect relations between the four major leadership behaviors and follower performance. This result represents a departure from current conceptualizations and points to a common underlying mechanism that parsimoniously explains how leadership behaviors relate to follower performance. Also, results lead to a shift in terms of recommendations for what leaders should focus on to bring about improved follower performance. Copyright © 2016 John Wiley & Sons, Ltd.     

Active learning climate and employee errors: The moderating effects of personality traits

This study developed and tested a cross‐level model of the relationship between two components of active learning climate—enactive exploration and guided learning—and employee errors, and the moderating roles of the individual's traits of openness to experience and conscientiousness. The study examined the medical errors made by 142 resident physicians in 22 hospital departments. Results demonstrated significant interactions between climate and traits: when an individual had a low level of the trait of openness to experience, there was a curvilinear relationship between enactive exploration climate and number of errors. With a high level of openness to experience, the enactive exploration climate was positively associated with the number of errors up to a certain point. In addition, when an individual had a low level of conscientiousness, there was a negative association between guided learning climate and number of errors; with a high level of conscientiousness, there was a positive association between guided learning climate and number of errors. Thus, individual performance was better when the climate complemented the individual's lack of a trait. When the level of the individual's trait was high, the climate intensified the already pronounced trait up to an extent that impaired the individual's performance. Copyright © 2015 John Wiley & Sons, Ltd.     

Attitudinal organizational commitment and job performance: a meta‐analysis

A meta‐analysis was conducted to estimate the true correlation between attitudinal organizational commitment and job performance and to identify moderators of this correlation. One‐hundred and eleven samples from 93 published studies were included. The corrected mean correlation was 0.20. The correlation was at least marginally significantly stronger for: (a) extra‐role performance as opposed to in‐role performance; (b) white‐collar workers as opposed to blue‐collar workers; and (c) performance assessed by self ratings as opposed to supervisor ratings or objective indicators. Four other assumed moderators (commitment measure: Affective Commitment Scale versus Organizational Commitment Questionnaire, job level, age, and tenure) did not have at least marginally significant effects. Copyright © 2002 John Wiley & Sons, Ltd.     

Psychosocial safety climate: Conceptual distinctiveness and effect on job demands and worker psychological health

Psychosocial safety climate is an emerging construct that refers to shared perceptions regarding policies, practices, and procedures for the protection of worker psychological health and safety. The purpose of the research was to: (1) demonstrate that psychosocial safety climate is a construct distinct from related climate measures (i.e., physical safety climate, team psychological safety, and perceived organizational support); and (2) test the proposition that organizational psychosocial safety climate determines work conditions (i.e., job demands) and subsequently worker psychological health. We used samples from two different cultures; an Australian sample (N = 126 workers in 16 teams within a primary health care organization) and a Malaysian sample (N = 180 workers in 31 teams from different organizations and diverse industries). In both samples confirmatory factor analysis verified that psychosocial safety climate is a construct distinct from related climate measures. Using hierarchical linear modeling, psychosocial safety climate was superior to other team level climate measures in its negative relationship to both job demands and psychological health problems. Results supported a mediation process, psychosocial safety climate → job demands → psychological health problems, corroborating psychosocial safety climate as a preeminent stress risk factor, and an efficient target for intervention. We found both physical and psychosocial safety climates were stronger in the Australian, compared with the Malaysian work context. Levels of psychosocial safety climate were significantly lower than those of physical safety climate in both countries indicating a ‘universal’ lack of attention to workplace psychological health.     

The influence of age on volunteer contributions in a nonprofit organization

This study examines the role of chronological age and age diversity in relation to the effects of organizational influences on the contributions of 458 volunteers in 74 geographically dispersed teams of a large nonprofit organization. The results indicate that the quality of member selection has a greater positive influence on in‐role performance for older rather than younger volunteers that the quality of training for group members has a greater positive influence on in‐role performance for volunteers who are less dissimilar in age from others in the group, and that the positive effects of chronological age on helping behaviors depend on the mean age of the group such that it is stronger for groups with older age means. The findings are discussed along with their practical implications. Copyright © 2007 John Wiley & Sons, Ltd.