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 mediational model of sense of coherence in the work context: a one‐year follow‐up study

The aim of this study was to test a mediational model appropriate for explaining the effects of psychosocial work characteristics (influence at work, job insecurity, organizational climate and leadership relations) on general well‐being, (psychosomatic symptoms) and on occupational well‐being (emotional exhaustion at work) via sense of coherence (SOC) in a one‐year follow‐up study. The questionnaire data were gathered in four Finnish organizations in February 1995 and 1996. Altogether 219 employees participated in the study in both years. The results, based on structural equation modelling, showed that a good organizational climate and low job insecurity were related to strong SOC, which was, in turn, linked to a high level of general as well as occupational well‐being. In addition, those employees who experienced changes in organizational climate and leadership relations during the follow‐up period, showed changes in SOC which was, in turn, related to changes in the well‐being indicators. The results thus highlight the major role of a good organizational climate for enhancing SOC and, consequently, well‐being. Copyright © 2000 John Wiley & Sons, Ltd.     

An empirical analysis of surface acting in intra‐organizational relationships

Prior research analyzing surface acting—employees' regulation of emotional expressions—has mostly focused on the interactions between front‐line employees and their customers in service industries and paid very little attention to intra‐organizational relationships. With an aim to shed light on this important yet relatively unexplored area, I developed a theoretical model analyzing the antecedents and outcomes of surface acting within organizations, by drawing on the sociometer theory and self‐presentation theory frameworks. To test the model, I conducted a cross‐level field study in a sample of 65 work groups and 478 employees in two organizations, located in a large city in Northern California. I have collected the data from two sources, including employees and their supervisors who rated their performance. Results indicated that employees were more likely to engage in surface acting when their affective traits and personal goals were less congruent with work environment. Surface acting was also positively related to perceived organizational politics and self‐monitoring. As for outcomes, surface acting was positively related to emotional exhaustion and negatively to performance. I discuss limitations, implications, and future research direction. Copyright © 2012 John Wiley & Sons, Ltd.     

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.     

Good acting requires a good cast: A meso‐level model of deep acting in work teams

This study proposes and tests a meso‐level model of deep acting in work teams that draws on emotional contagion theory to explain how shared means of complying with display rules can arise in work teams. We argue that the presence of influential deep actors can lead to greater convergence (lower dispersion) on individual deep acting in the team. That is, team members behave more similarly. When a team has greater convergence, deep acting by individual members should be related to lower emotional exhaustion and higher job satisfaction and in‐role performance. In a sample of mature work teams, these hypotheses received general support. Our findings suggested that team‐level deep acting effects can foster benefits for team members (lower emotional exhaustion and higher satisfaction) and organizations (higher job performance). Copyright © 2014 John Wiley & Sons, Ltd.     

Examining the influence of climate,supervisor guidance,and behavioral integrity on work–family conflict: A demands and resources approach

In this study, we assess a multilevel approach to work interference with family (WIF) by examining the influence of unit‐level work–family climate, as well as the importance of supervisors' spoken guidance and their behavioral integrity in helping employees process social information about work–family issues. We propose that there are two important ways in which supervisors may influence their subordinates' WIF—through their spoken guidance regarding managing work–family conflict and through their behavioral integrity—employee perceptions of the degree to which supervisors' spoken work–family guidance aligns with their behaviors to help employees manage work and family on the job. Results from a sample of 628 employees of a health system, using path analytic tests of moderated mediation, provide support for the mediated effect of family‐supportive climate on employee work–family conflict (through supervisory work–family guidance) and for a second‐stage moderation in which the effect of guidance on WIF is stronger (weaker) when employees perceive high (low) levels of supervisor work–family behavioral integrity. We discuss the implications of these findings for the study of family‐supportive work environments and work–family conflict. Limitations of this study and directions for future research are also presented. Copyright © 2013 John Wiley & Sons, Ltd.     

The costs and benefits of working with one's spouse: A two‐sample examination of spousal support,work–family conflict,and emotional exhaustion in work‐linked relationships

Although the prevalence of employees working within the same workplace or occupation with their spouse has increased, relatively little research has examined their experiences. On the basis of the boundary and conservation of resources (COR) theories, we argue that higher levels of work–family role integration among work‐linked couples will lead to higher levels of spousal support resources and lower levels of work–family conflict. This will, in turn, lead to lower emotional exhaustion among employees in a work‐linked relationship. Among two samples of employees in a variety of occupations, we found that being in a work‐linked relationship was associated with both higher spousal instrumental support as well as different forms of work–family conflict. The interaction between spousal support and work–family conflict was associated with emotional exhaustion. We discuss the implications of these findings for boundary and COR theories in terms of movement of resources across work–family boundaries and resource relevance in the strain process. Copyright © 2011 John Wiley & Sons, Ltd.     

Social value orientation,organizational goal concerns and interdepartmental problem‐solving behavior

In a study of 11 organizations among 120 manufacturing, planning and sales employees, support was found for the hypothesis that a prosocial value orientation—as a personality trait—increases the likelihood that employees show a high concern for the goals of other departments. This concern, combined with a high concern for own goals, furthermore appeared to increase the likelihood of problem‐solving behavior during interdepartmental negotiations. Measures of goal concerns were attained, firstly, by asking employees how important they found six specific organizational goals and, secondly, by assessing which goals were found most important by members of which department. The results of this study suggest that problem solving can be induced by selecting or developing prosocial employees, because a prosocial value orientation increases the likelihood of having broad role orientations, in which employees not only care for goals characteristic of their own department, but also for goals of other departments. Copyright © 2002 John Wiley & Sons, Ltd.     

Antecedents of work–family conflict: A meta‐analytic review

This study provides and meta‐analytically examines an organizing framework and theoretical model of work–family conflict. Results, based on 1080 correlations from 178 samples, indicate that work role stressors (job stressors, role conflict, role ambiguity, role overload, time demands), work role involvement (job involvement, work interest/centrality), work social support (organizational support, supervisor support, coworker support), work characteristics (task variety, job autonomy, family friendly organization), and personality (internal locus of control, negative affect/neuroticism) are antecedents of work‐to‐family conflict (WFC); while family role stressors (family stressors, role conflict, role ambiguity, role overload, time demands, parental demands, number of children/dependents), family social support (family support, spousal support), family characteristics (family climate), and personality (internal locus of control, negative affect/neuroticism) are antecedents of family‐to‐work conflict (FWC). In addition to hypothesized results, a revised model based on study findings indicates that work role stressors (job stressors, role conflict, role ambiguity, role overload) and work social support (organizational support, supervisor support, coworker support) are predictors of FWC; while family role stressors (family stressors, role conflict, role ambiguity, role overload), family involvement (family interest/centrality), family social support (family support, spousal support), and family characteristics (family climate) are predictors of WFC. Copyright © 2010 John Wiley & Sons, Ltd.     

Time‐based differences in the effects of positive and negative affectivity on perceived supervisor support and organizational commitment among newcomers

Building on the broaden‐and‐build theory and research on the negativity bias, this study examines how trait affectivity, as a stable predisposition predicting the pattern of emotional responding, shapes newcomers' perceptions of supervisor support and experience of organizational commitment. Using latent growth modeling and data collected at four points in time from newcomers (N = 158), we found the initial level of perceived supervisor support to mediate a negative relationship between negative affectivity and the level of commitment. Moreover, although newcomers experienced a general decrease in perceived supervisor support and a related decrease in commitment, those with high positive affectivity experienced a weaker decrease in perceived supervisor support, which led to a weaker decrease in commitment. Incidentally, positive affectivity was also positively related to the initial level of commitment. Two post hoc studies indicated that positive and negative affectivity exerted their effects controlling for state affect and replicated the relationship between change in perceived support and commitment. We discuss how these findings inform our understanding of trait affectivity's influence on newcomers' work attitudes.     

Work characteristics,challenge appraisal,creativity, and proactive behavior: A multi‐level study

Work characteristics such as time pressure and job control can be experienced as a challenge that is positively associated with performance‐related behaviors. Using experience‐sampling data from 149 employees, we examined the relationships between these work characteristics and creativity and proactive behavior on a daily level. Results from multilevel analyses indicate that time pressure and job control are perceived as challenging, and that challenge appraisal in turn is related to daily creativity and proactive behavior. Furthermore, cross‐level mediation analyses revealed that daily work characteristics act as the mechanism underlying the relationships between chronic work characteristics and challenge appraisal. This study supports the view of time pressure as a challenge‐related stressor that leads to favorable outcomes. Copyright © 2009 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.     

Behaving safely under pressure: The effects of job demands,resources, and safety climate on employee physical and psychosocial safety behavior

Introduction: Previous research has shown that employees who experience high job demands are more inclined to show unsafe behaviors in the workplace. In this paper, we examine why some employees behave safely when faced with these demands while others do not. We add to the literature by incorporating both physical and psychosocial safety climate in the job demands and resources (JD-R) model and extending it to include physical and psychosocial variants of safety behavior. Method: Using a sample of 6230 health care employees nested within 52 organizations, we examined the relationship between job demands and (a) resources, (b) safety climate, and (c) safety behavior. We conducted multilevel analyses to test our hypotheses. Results: Job demands (i.e., work pressure), job resources (i.e., job autonomy, supervisor support, and co-worker support) and safety climate (both physical and psychosocial safety climate) are directly associated with, respectively, lower and higher physical and psychosocial safety behavior. We also found some evidence that safety climate buffers the negative impact of job demands (i.e., work–family conflict and job insecurity) on safety behavior and strengthens the positive impact of job resources (i.e., co-worker support) on safety behavior. Conclusions: Regardless of whether the focus is physical or psychological safety, our results show that strengthening the safety climate within an organization can increase employees' safety behavior. Practical implication: An organization's safety climate is an optimal target of intervention to prevent and ameliorate negative physical and psychological health and safety outcomes, especially in times of uncertainty and change.     

Daily performance at work: feeling recovered in the morning as a predictor of day‐level job performance

This study examined the state of being recovered in the morning (i.e., feeling physically and mentally refreshed) as a predictor of daily job performance and daily compensatory effort at work. Ninety‐nine employees from public service organizations completed a general survey and two daily surveys on pocket computers over the course of one workweek. Hierarchical linear modeling showed that being recovered in the morning was positively related to daily task performance, personal initiative, and organizational citizenship behavior and negatively related to daily compensatory effort at work. Relationships between the state of being recovered and day‐specific job performance were moderated by job control. For persons with a high level of job control, the relationship between being recovered and daily performance was stronger. Copyright © 2008 John Wiley & Sons, Ltd.     

Perceived mastery climate,felt trust,and knowledge sharing

Interpersonal trust is associated with a range of adaptive outcomes, including knowledge sharing. However, to date, our knowledge of antecedents and consequences of employees feeling trusted by supervisors in organizations remains limited. On the basis of a multisource, multiwave field study among 956 employees from 5 Norwegian organizations, we examined the predictive roles of perceived mastery climate and employee felt trust for employees' knowledge sharing. Drawing on the achievement goal theory, we develop and test a model to demonstrate that when employees perceive a mastery climate, they are more likely to feel trusted by their supervisors at both the individual and group levels. Moreover, the relationship between employees' perceptions of a mastery climate and supervisor‐rated knowledge sharing is mediated by perceptions of being trusted by the supervisor. Theoretical contributions and practical implications of our findings are discussed.     

A process model of employee engagement: The learning climate and its relationship with extra‐role performance behaviors

Employee engagement has recently been introduced as a concept advantageous to organizations. However, little is known about the value of employee engagement in explaining work performance behaviors compared with similar concepts. The learning climate, defined as the organization's beneficial activities in helping employees create, acquire, and transfer knowledge, has also been proposed as an antecedent of employee engagement. Using data from a sample of 625 employees and their supervisors in various occupations and organizations throughout Israel, we investigated employee engagement as a key mechanism for explaining the relationship between perceptions of the organization's learning climate and employees' proactivity, knowledge sharing, creativity, and adaptivity. We also tested whether employee engagement explained the relationship more thoroughly than similar concepts such as job satisfaction and job involvement. Multilevel regression analyses supported our hypotheses that employee engagement mediates the relationship between the perceived learning climate and these extra‐role behaviors. Moreover, engagement provides a more thorough explanation than job satisfaction or job involvement for these relationships. The implications for organizational theory, research, and practice are discussed. Copyright © 2015 John Wiley & Sons, Ltd.     

Good relationships at work: The effects of Leader–Member Exchange and Team–Member Exchange on psychological empowerment,emotional exhaustion,and depression

Emotional exhaustion and depression pose a threat to employees' psychological health. Social relationships at work are important potential buffers against these threats, but the corresponding psychological processes are still unclear. We propose that the subjective experience of high‐quality relationships with supervisors (i.e., Leader–Member Exchange [LMX]) is one of the protective factors against psychological health issues at work and that this effect is mediated by psychological empowerment. We tested these assumptions with two studies (one cross‐sectional and one time lagged) on diverse samples of employees from different organizations. The first study employed emotional exhaustion as the outcome measure; the second used depression. Results from both studies support the proposed process by showing that LMX positively affects empowerment, which negatively affects emotional exhaustion (Study 1) and depression (Study 2). Additionally, Study 2 also showed that Team–Member Exchange is as important as LMX for preventing psychological health issues among employees. Copyright © 2015 John Wiley & Sons, Ltd.     

The influence of organizational democracy on employees' socio‐moral climate and prosocial behavioral orientations

This study investigates the effects of workers' perceived participation in democratic decision‐making on their prosocial behavioral orientations, democratic values, commitment to the firm, and perceptions of socio‐moral climate. The sample consists of 325 German‐speaking employees from 22 companies in Austria, North Italy, and Southern Germany that vary in their level of organizational democracy (social partnership enterprises, workers' co‐operatives, democratic reform enterprises, and employee‐owned self‐governed firms). The findings suggest that the extent employees participate in democratic forms of organizational decision‐making is positively related to the firm's socio‐moral climate as well as to their own organizational commitment and prosocial and community‐related behavioral orientations. The results also indicate that socio‐moral climate is positively related to employees' organizational commitment. The effect of participation in decision‐making on organizational commitment is partially mediated by socio‐moral climate. Implications for promoting societal and organizational civic virtues among individuals are described. Copyright © 2009 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.     

Team job‐related anxiety and creativity: Investigating team‐level and cross‐level moderated curvilinear relationships

Researchers have examined the effects of individual job‐related anxiety on employee attitudes and behaviors but have yet to examine whether team job‐related anxiety would have similar or different effects. Building on prior research on negative group affective tone and creativity, we propose that team job‐related anxiety has an inverted U‐shaped curvilinear relationship with both team and individual creativity. Furthermore, we posit that team cooperativeness moderates those curvilinear relationships. Using a two‐wave research design and matched employee‐supervisor data from 290 employees nested in 65 teams, we found support for the proposed inverted U‐shaped relationships. Moreover, the intermediate level of team job‐related anxiety was associated with higher individual creativity in teams with higher cooperativeness. We conclude the study with a discussion of the theoretical and practical implications of our findings.