Dispositional affectivity as a predictor of work attitudes and job performance

Previous research has shown that dispositional negative affect (NA) is associated with lower levels of job satisfaction. Little research has been conducted, however, on other organizational implications of negative affect or on the potential effects of dispositional positive affect (PA). The present studies examined the relationship of both positive and negative affectivity to organizational commitment, turnover intentions, global job satisfaction and performance. In the first study both NA and PA were associated with organizational commitment and turnover intentions. Additionally, commitment mediated the relationship between dispositional affectivity and turnover. Finally, PA and tenure interacted to predict job performance, such that PA and job performance were positively related, but only for high tenure employees. In Study 2 the findings were generally similar, but not identical. Both NA and PA were related to global job satisfaction and turnover intentions. However, only PA was related to affective organizational commitment. Moreover, both job satisfaction and affective commitment mediated the relationship between dispositional affectivity and turnover intentions. Finally, unlike Study 1, PA was not related to job performance. Rather, NA and tenure interacted such that when individuals were lower in tenure, NA was negatively related to performance.     

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.     

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.     

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.     

Organizational politics and organizational support as predictors of work attitudes,job performance,and organizational citizenship behavior

This study investigated the relationship of organizational politics and organizational support to various work attitudes and behaviors among a field sample of 128 participants. Consistent with our hypothesis, politics and support were related to job satisfaction, commitment, turnover intentions, and supervisor ratings of organizational citizenship behaviors. However, only support was related to job performance. We also examined whether or not organizational politics and organizational support comprise two distinct constructs or one global factor. The evidence here was ambiguous. Fit indices obtained from confirmatory factor analysis suggested that it is more parsimonious to treat politics and support as opposite ends of the same construct, though the two‐factor model did show a slightly better fit. On the other hand, subsequent multiple regression analyses showed that support tended to account for additional criterion variance beyond the effect of politics, implying that there may be some practical utility to retaining politics and support as distinct constructs. Copyright © 1999 John Wiley & Sons, Ltd.     

Perceived social impact,social worth,and job performance: Mediation by motivation

This study was designed to test the relationship between perceived social impact, social worth, supervisor‐rated job performance (1 month later), and mediating effects by commitment to customers and work engagement. The hypotheses were tested with structural equation modeling analysis in a field study with 370 customer‐service employees from bank, retail, and sales positions. Results confirm that perceived social impact is associated with better job performance and that this relationship is mediated by work engagement. Furthermore, results support a second mediating mechanism in which perceived social impact and social worth are associated with engagement through affective commitment to customers. Finally, it was found that engaged employees are rated as better performers by supervisors 1 month later. This study supports the motivational approach to performance and highlights the role that interactions with customers may play in motivating service employees. Practical implications are discussed by highlighting the need to consider the social dynamics in service contexts. Copyright © 2015 John Wiley & Sons, Ltd.     

Occupational embeddedness and job performance

While researchers have recently focused their attention on organizational embeddedness, occupational embeddedness has received little theoretical and empirical attention. Using multisource data on 162 employees in multiple jobs and organizations, we found that occupational embeddedness is positively related to both task performance and creativity and is negatively related to counterproductive work behavior, even after controlling for the effects of organizational embeddedness. In addition, we found that trait affect moderated the relationships of occupational embeddedness to job performance. Occupational embeddedness was more strongly related to counterproductive work behavior when trait negative affect was high, while occupational embeddedness was more strongly related to both citizenship behavior and creativity when trait positive affect was high. Results also indicated that the various components of occupational embeddedness had different effects on job outcomes. Fit had a strong positive effect on core task performance, links had a positive effect on creativity, and sacrifice had a small positive effect on citizenship behavior. The article concludes with a discussion of implications for future research and management practice. Copyright © 2009 John Wiley & Sons, Ltd.     

Organizational commitment,turnover and absenteeism: An examination of direct and interaction effects

A three component model of organizational commitment was used to study job withdrawal intentions, turnover and absenteeism. Affective commitment emerged as the most consistent predictor of these outcome variables and was the only view of commitment related to turnover and to absenteeism. In contrast, normative commitment was related only to withdrawal intentions while no direct effects for continuance commitment were observed. Continuance commitment, however, interacted with affective commitment in predicting job withdrawal intentions and absenteeism. The form of the interaction was such that high sunk costs tempered relationships between affective commitment and the relevant outcome variables.     

Management commitment to safety as organizational support: relationships with non-safety outcomes in wood manufacturing employees

INTRODUCTION: Employee perceptions of management commitment to safety are known to influence important safety-related outcomes. However, little work has been conducted to explore non-safety-related outcomes resulting from a commitment to safety. METHOD: Employee-level outcomes critical to the effective functioning of an organization, including attitudes such as job satisfaction and commitment to the organization, were included on surveys given to 641 hourly production employees at three wood products manufacturing facilities. Participants' were asked about perceptions of management commitment to safety and job-related variables such as perceived dangerousness of their position, organizational commitment, and withdrawal behaviors. Supervisors also rated the performance of each of their hourly subordinates. RESULTS: Results suggest that employee outcomes differ based on perceptions of management's commitment to safety. Specifically, management commitment to safety was positively related to job satisfaction, organizational commitment, and job-related performance. We also found a negative relationship between commitment to safety and employee withdrawal behaviors. CONCLUSIONS: Our results suggest that increasing employee perceptions of management's personal concern for employee well-being through a dedication to safety will result in positive outcomes beyond improved safety performance. These results also imply that there is a type of social exchange between employees and management that may affect employees similarly to perceived organizational support. IMPACT ON INDUSTRY: Results further reinforce the value of a commitment to safety by a firm's management. Organizations with a strong commitment to safety may enjoy not only a reduction in safety-related events but also increases in desirable employee attitudes and behaviors.     

Becoming an undercover police officer: a note on fairness perceptions,behavior, and attitudes

Reactions to an undercover police officer selection system were analyzed for 271 officers. Officers given undercover assignments had higher procedural justice perceptions and outcome satisfaction than others awaiting assignment in a qualified applicant pool. Procedural and distributive justice perceptions were subsequently related to the undercover officer's job performance, job satisfaction, and organizational commitment. Copyright © 2003 John Wiley & Sons, Ltd.     

A test of a multidimensional model of job insecurity: the case of Israeli teachers

The research reported here adopted a multidimensional approach to studying job insecurity, using Israeli teachers as a case in point. Based on two determinants of job insecurity—unionization and kibbutz affiliation—four distinct employment types were identified: unionized city teachers, unionized kibbutz members, unionized kibbutz hirees, and non-unionized personal contract teachers. The a priori job insecurity status of the four employment types matched the subjective reports of these teachers, supporting the external validity of the job insecurity scale used. The study explored the effect of job insecurity on work attitudes. Results indicated that job insecurity had an adverse effect on organizational commitment, perceived performance, perceived organizational support, intention to quit and resistance to change, supporting predictions in related literature. The results of this study have implications on the management of job insecurity in changing environments.     

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.     

Managing the career deal: the psychological contract as a framework for understanding career management,organizational commitment and work behavior

This paper reports the findings of a study that investigated the relationship between different kinds of career management activities, the psychological contract, and outcomes of psychological contract fulfillment. The study tested a series of linked hypotheses which propose that individual career management behavior is associated with the experience of organizational career management help, which is related to fulfillment of the psychological contract. Fulfillment of the psychological contract in turn is linked to organizational commitment and is associated with behaviors at work, including absenteeism, turnover, and independent ratings of job performance. The findings provide some support for these proposed links. As a result, the paper makes four contributions to the psychological contract and careers literature: first, it shows that both individual and organizational career management behaviors are linked to psychological contract fulfillment; second, organizational career management help is associated with affective commitment and job performance; third, psychological contract fulfillment plays a key role in mediating the relationship between career management help and such attitudes and behaviors; and fourth, organizational commitment may mediate between psychological contract fulfillment and individual career management behavior aimed at furthering the career outside the organization. Copyright © 2005 John Wiley & Sons, Ltd.     

The role of perceived system knowledge in predicting appraisal reactions,job satisfaction,and organizational commitment

There is a very large research base in Applied Psychology on the importance of affective reactions on organizational functioning. Likewise, performance appraisal has been a heavily researched area within the field. The present field studies attempt to bridge our understanding of these two areas by studying the relationship between performance appraisal process variables and employee affective reactions. In particular, the current studies examine the effects of a relatively new performance appraisal variable, Perceived System Knowledge (Williams and Levy, 1992), on appraisal reactions and job attitudes. In both studies, there was a strong relationship between employees' levels of perceived system knowledge and their appraisal reactions and job attitudes. In Study 1, when controlling for performance rating, PSK was positively related to appraisal reactions, job satisfaction, and organizational commitment. The findings from Study 1 were replicated in the second study which employed a longitudinal design. In addition, Study 2 found a relationship between PSK and fairness perceptions. Implications for these results and suggestions for approaching performance appraisal from an organizational perspective are proposed. © 1998 John Wiley & Sons, Ltd.     

Linking workplace incivility to citizenship performance: The combined effects of affective commitment and conscientiousness

Although all human relationships are believed to generally adhere to the basic tenets of social exchange theory, recent research suggests that exchange processes may vary as a function of individual differences. We tested this possibility by examining whether the effects of uncivil workplace exchanges on employee attitudes and behavior were moderated by conscientiousness. Using matched data from 190 job incumbents and their supervisors, we found (i) the effect of workplace incivility on citizenship performance to be transmitted through affective commitment and (ii) the strength of this effect to depend on individual differences in conscientiousness. As such, the overall pattern of relationships supported moderated mediation, in that, the indirect effect of workplace incivility on citizenship performance through affective commitment was stronger for individuals high (as compared with those low) in conscientiousness. These findings broaden the focus of prior research by illustrating that, in addition to the mediating effects of cognitive and stress‐based factors, social exchange processes are important for understanding incivility's adverse effects on citizenship performance and that such exchanges are moderated by individual differences in conscientiousness. Copyright © 2011 John Wiley & Sons, Ltd.     

Fairness and implied contract obligations in job terminations: The role of contributions,promises, and performance

Using the methodology of policy capturing, this research identifies the role that performance, time on the job, commitment of long-term employment and employability play in judgment of termination fairness and employer obligations. Previous research (Rousseau and Anton, 1988) found that seniority and past commitments of long-term employment contributed significantly to judgments of termination fairness and obligation. The present study considered these variables along with performance (past, present and future potential) using 116 participants in human resource management courses. Results indicated that present performance, time on the job, and commitments affect judgments regarding termination fairness and obligation. Past and future performance, however, had no impact on these judgments. Implications of the findings for understanding employer and employee obligations are discussed.     

Work stressors and coworker support as predictors of individual strain and job performance

This study examined job stressors and coworker social support in relation to both psychological strains and performance. One hundred and ninety‐eight door‐to‐door bookdealers, employed on a seasonal basis, completed self‐report measures of job stressors, psychological strains, coworker social support, and job performance. Performance data were also obtained from company records. Results indicated that stressors predicted both psychological strains and one of the two measures of performance. The strongest predictor was a job‐specific measure of chronic stressors. Social support predicted psychological strains, although it was only weakly related to performance. There was no evidence that social support moderated the effects of any of the stressors. Implications of these findings are discussed. Copyright © 2000 John Wiley & Sons, Ltd.     

Facilitating and inhibiting effects of job control and social support on stress outcomes and role behavior: a contingency model

High levels of job control and social support are often related to effective job performance and coping with work stressors. However, support may have more positive effects on role behavior when job control is low. In addition, despite theoretical expectations, simple demands–control and demands–support interactions are infrequently found to predict health and psychological strain outcomes. The ‘demands–control–support’ model (Johnson and Hall, 1988) of stress coping integrates these ‘stress buffering’ and ‘decision latitude’ models and observes more consistent findings. This model posits that social support buffers the adverse effects of high demand, low control jobs. However, explicit tests of the interaction of these variables suggest that control can have positive or negative effects on strain, depending on the level of social support. In this study, supervisor consideration was positively related to subordinate job performance, extra-role behavior, and in-role prosocial behavior (conscientiousness) among subordinates perceiving low job control. The relationship between consideration and performance and extra-role behavior was negative among high control subordinates. The demands×control×support interaction predicted health symptoms, organizational commitment, supervisor satisfaction, and absence due to illness, but the interaction plots do not support the prevailing perspective that support buffers the effects of ‘high strain’ (i.e. low control, high demand) jobs. Patterns were similar for different demands and different social support loci (i.e. supervisor, co-workers). An alternative theoretical process of the demands–control–support interaction is proffered, and implications for organizational intervention are discussed. © 1998 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.