Overqualification and counterproductive work behaviors: Examining a moderated mediation model

The current study examined the effect of employees' perceived overqualification on counterproductive work behaviors (CWBs). Building on person–job fit theory and prior research on such organizational phenomena, we conceptualized overqualification as a type of poor person–job fit. Drawing on the dual‐process model, we further suggested that in processing their person–job misfit, overqualified employees might cognitively appraise themselves as less worthy organizational members and experientially feel angry toward the employment situation. We also suggested that to the extent that overqualified people are sensitive to justice, they may react more or less strongly to being overqualified. We tested our predictions using time‐lagged data from a sample of 224 workers and their supervisors employed in a large manufacturing company in China. Consistent with our theoretical framework, we found that organization‐based self‐esteem (OBSE) and anger toward employment situation mediated the positive relationships between perceived overqualification and both self‐rated and supervisor‐rated CWBs. In addition, justice sensitivity moderated the relationship between perceived overqualification and the mediators (i.e., OBSE and anger) and the indirect relationship between perceived overqualification and CWB. The theoretical and practical implications of these findings as well as future research directions are discussed. Copyright © 2014 John Wiley & Sons, Ltd.     

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.     

Should we be “challenging” employees?: A critical review and meta‐analysis of the challenge‐hindrance model of stress

The challenge‐hindrance model of stress proposes that stressors can be divided into two distinct groups: those that challenge employees and those that hinder employees. This critical review seeks to explain the history of the model and its basic tenets, while succinctly summarizing the findings of existing studies based on the model. A thorough search of the stress literature uncovered 32 studies that specifically examined the relationship between challenge and hindrance stressors and important personal/organizational variables. Results were reviewed and analyzed, specifically by describing past meta‐analyses on the model, looking at the overall pattern of results from primary studies, and meta‐analyzing the relationships presented in those papers. This synthesis suggests that although there are some differential relationships of challenge and hindrance stressors with organizational variables (e.g., performance and engagement), the relationships to other key variables, such as counterproductive work behaviors, psychological strains, and physical health, are consistently negative for both challenge and hindrance stressors. Thus, we propose that stress research move away from the current challenge‐hindrance model in favor of other established models and/or a more appraisal‐based approach.     

External relational attributions: Attributing cause to others' relationships

I present an attributional approach to understanding how people perceive and respond to the effects of others' relationships in the workplace by suggesting that people perceive others' relationships to be causal sources of workplace outcomes. Specifically, I suggest that individuals' responses to negative outcomes at work can be better understood by differentiating between two types of external attributional explanations: external relational attributions and external nonrelational attributions. This research focuses on the conceptual development of external relational attributions, which are defined as those attributional explanations made for outcomes or behaviors experienced or observed by a focal individual that locate the cause of an outcome within the relationship between two others (people, groups, organizations, or any combination), not including the focal individual. Further, I propose situational antecedents and behavioral outcomes of external relational attributions, with an emphasis on individuals' behaviors toward others' relationships. Lastly, I highlight the advantages of considering the role of others' relationships when applying attribution theory to a variety of organizational phenomena and present directions for future research.     

The (affective) dispositional approach to job satisfaction: sorting out the policy implications

The dispositional approach to job attitudes has played an important role in refocusing attention in organizational behavior on person factors, in addition to situational factors, as determinants of job attitudes and behaviors. I focus on what have been suggested as policy implications of research on dispositions, in particular, research on affective dispositions. My reading of the evidence suggests that affective dispositional factors may be useful in employee selection, and I identify questions that need to be resolved for this case to be stronger. On the other hand, I find little in the way of logic or evidence to support the claim that dispositions constrain the success of situational interventions designed to improve employee attitudes (or behaviors). Consistent with recent developments in the personality literature and with arguments made by Gerhart and Davis‐Blake and Pfeffer in the organizational behavior literature, I show that within‐person consistency in attitudes and behaviors can coexist with mean level changes in attitudes and behaviors induced by situational changes in the workplace. Copyright © 2005 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.     

Long work hours: a social identity perspective on meta‐analysis data

The current study utilizes social identity theory to investigate employees' work hours. Specifically, we use meta‐analysis to examine the relationships between hours worked and indicators of organizational identity (e.g., organizational support and tenure), occupational identity (e.g., human capital investments and work centrality), and family identity (e.g., family responsibilities and family satisfaction). The meta‐analysis also allowed us to explore other important correlates of hours worked (e.g., situational demands, job performance, mental health, and physical health), moderating variables (e.g., age, gender, and job complexity), and curvilinear relationships of work hours to social identity indicators. Overall, we found that occupational factors and situational demands had the strongest relationships with hours worked, hours worked were negatively associated with measures of employee well‐being, gender had several significant moderating effects, and there were curvilinear relationships between hours worked and well‐being and work–family conflict variables. The article concludes with directions for future theoretical and empirical research. Copyright © 2008 John Wiley & Sons, Ltd.     

Towards a multi‐foci approach to workplace aggression: A meta‐analytic review of outcomes from different perpetrators

Using meta‐analysis, we compare three attitudinal outcomes (i.e., job satisfaction, affective commitment, and turnover intent), three behavioral outcomes (i.e., interpersonal deviance, organizational deviance, and work performance), and four health‐related outcomes (i.e., general health, depression, emotional exhaustion, and physical well being) of workplace aggression from three different sources: Supervisors, co‐workers, and outsiders. Results from 66 samples show that supervisor aggression has the strongest adverse effects across the attitudinal and behavioral outcomes. Co‐worker aggression had stronger effects than outsider aggression on the attitudinal and behavioral outcomes, whereas there was no significant difference between supervisor, co‐worker, and outsider aggression for the majority of the health‐related outcomes. These results have implications for how workplace aggression is conceptualized and measured, and we propose new research questions that emphasize a multi‐foci approach. 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.     

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.     

Consistency of implications of three role stressors across four countries

Relationships between role stressors (ambiguity, overload, and conflict), anxiety, commitment (affective and continuance), and turnover intention were examined. These variables were measured via a survey of 1396 nurses in a total of 15 hospitals in Hungary, Italy, the United Kingdom, and the United States. Three role stressors were expected to predict anxiety and indirectly predict intention to leave. Anxiety was expected to predict affective and continuance commitment, and anxiety, affective commitment, and continuance commitment were expected to predict intention to leave the hospital. Although mean score differences were expected across countries, direction of the relationships between variables were expected to be the same, which would indicate consistency regarding the implications of three role stressors across countries. AMOS's structural equations modeling program was used to test a multi‐group manifest variable path analysis. Results yielded support for the proposed relationships (NFI = 0.93; TLI = 0.89). It was tentatively concluded that stress is a culture‐general process. Copyright © 2005 John Wiley & Sons, Ltd.     

Issues,behavioral responses and consequences in interpersonal conflicts

This paper reports on a study of interpersonal conflicts in the workplace using a process model proposed by Thomas (1992) as a framework. Three stages of this model are examined: the issues involved, the behavioral responses elicited, and the personal consequences. The relationship of issues and behaviors to consequences is determined within the context of the organizational positions of the parties (supervisor, subordinate, co-worker).     

Antecedents and consequences of role stress: A covariance structure analysis

An earlier model of the consequences of role conflict and role ambiguity is expanded to incorporate antecedent job conditions and the outcome of organizational commitment. This newer model clarifies the impact of role stressors on commitment and other established outcomes (i.e. tension, job dissatisfaction, and turnover intention). The antecedent job conditions are added in consideration of research indicating that role conflict and ambiguity do not directly influence affective and behavioral reactions when other perceptions of the work environment are included in the analysis. A LISREL analysis of this model with cross-validation on an independent sample indicated that the direct effects of participation and co-worker social support on job satisfaction may account for the direct effects of role conflict and role ambiguity on satisfaction and turnover intention observed in previous studies. In addition, organizational commitment appeared to mediate the effects of other variables on turnover intention. Implications for theories of role-related variables and directions for future research are discussed.     

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.     

汽车驾驶愤怒情绪研究现状与展望

系统分析愤怒驾驶的研究方法和研究难点,从汽车驾驶人愤怒情绪产生的情景、汽车驾驶人愤怒时的表现或行为、汽车驾驶人愤怒情绪对交通安全的影响、汽车驾驶人愤怒情绪识别4个方面介绍汽车驾驶人愤怒驾驶的研究进展,以及国外汽车驾驶人愤怒驾驶研究的方法和工具。提出研究汽车驾驶人愤怒情绪应该重点关注样本的选择和研究方法的突破,并对发展趋势进行了展望:准确识别汽车驾驶人开车中的愤怒情绪,预测愤怒下的驾驶人开车可能产生的不安全行为,如何有效地管理愤怒驾驶,消除驾驶人在行车中的愤怒情绪,避免或降低愤怒驾驶对交通安全的影响。     

Anger amongst Turkish drivers: Driving Anger Scale and its adapted,long and short version

Driver anger is a situation which has a negative impact on behaviours of drivers in traffic, distracts attention of drivers and causes the violation of rules and dangerous behaviours. Recently adopted regulations in Turkey have revealed the necessity to investigate the causes of violations in a framework of psychological evaluation. One aim of this study was to contribute to the development of psychological tools which could be used for psychological evaluation of drivers. To this aim, the reliability of Driving Anger Scale (DAS) for Turkish drivers, originally developed by Deffenbacher et al. [Deffenbacher, J.L., Oetting, E.R, Lynch, R.S., 1994. Development of a driving anger scale. Psychological Reports 74, 83–91], was investigated. The sample of the study included 200 Turkish drivers. The factor structure of the DAS replicated with Turkish driving. A number of relationships between DAS scores and some psychological symptoms (anxiety, hostility, etc.), and trait anger were also found. A 14-item short form of DAS which was correlated with DAS subscales, Brief Symptom Inventory (BSI), anger symptoms and anger-eliciting situations was developed. The results showed that DAS was a reliable and valid scale for Turkish culture.     

Workspace characteristics,behavioral interferences,and screening ability as joint predictors of employee reactions: An examination of the intensification approach

This study explored the joint moderating (i.e. intensifying) effect of two central workspace characteristics (i.e. number of people and number of enclosures) on the relationships between behavioral interferences and affective responses among individuals with high and low ability to screen. One hundred and fifty-two clerical employees from a large university participated in the study. The results suggest that individual reactions to behavioral interferences at work (i.e. work fatigue and psychosomatic complaints) are intensified by the joint presence of few enclosures and high number of people in the setting; however, this intensification effect appears to hold primarily among individuals with low screening ability. Thus, the joint moderating effect of workspace characteristics itself appears to be buffered (i.e. moderated) by personal ability to screen. Implications of the results and suggestions for future research are discussed.     

Expressed and suppressed anger as predictors of health complaints

In this study, associations were examined of expressed and suppressed anger with anxiety, depression, and somatic complaints in a sample of owner/managers of smaller businesses. A direct relationship between suppressed anger — anger-in — and the three health complaints was found. Also, anger-in moderated the relationship between the responsibility for people stressor and both anxiety and depression. Further, expressed anger — anger-out — moderated the relationship between responsibility for people and depression. In each interaction, responsibility for people related more strongly with the health complaint when anger-in or anger-out was high than when it was low.     

Job stress,incivility, and counterproductive work behavior (CWB): the moderating role of negative affectivity

The current study was designed to replicate findings from previous research regarding the relationships between job stressors, negative affectivity, and counterproductive work behavior (CWB) using peer‐reported data and to assess the effects of workplace incivility on employee satisfaction and CWB. Results indicate that incivility, organizational constraints, and interpersonal conflict were negatively related to job satisfaction and positively related to CWB. Support was also found for the role of negative affectivity as a moderator of the relationship between job stressors and CWB, although only one significant moderator was found using peer‐reported CWB. In general, the relationships between job stressors and CWB were stronger for individuals high in negative affectivity than for individuals low in negative affectivity. 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.