Mobile phone use while driving: Development and validation of knowledge,attitude, and practice survey instruments

Introduction: Instruments that assess the knowledge, attitude, and practice (KAP) of mobile phone use serve as a primary assessment tool on which mobile phone distracted driving interventions can be designed. The objective of this study is to develop and validate KAP-modeled survey instruments that measure the knowledge of mobile phone hazards while driving (KMPHD), the attitude of drivers towards mobile phone use while driving (AMPUD), and the practice of mobile phone use while driving (PMPUD). Method: This study was a cross-sectional analytical survey conducted in Ibadan, Nigeria. Three instruments were designed to measure KMPHD, AMPUD, and PMPUD. Content validity, item analysis, exploratory factor analysis were conducted, and items were excluded based on the collective results of the analysis. The domains of the constructs and the reliability of the instruments are reported. A confirmatory factor analysis was used to assess the regression weights of each item and the model fit. Results: From an original list of 13, 12, and 10 items in the KMPHD, AMPUD, and PMPUD instruments, a final list of 7, 5, and 7 items were generated in each survey instrument, respectively. Two domains of the knowledge of hazards and practice of mobile phone use were obtained, and attitude to phone use while driving was a single domain. The reliabilities (Cronbach alpha) of the KMPHD (0.881), AMPUD (0.954), and PMPUD (0.920) were sufficiently high. Also, all items in the three instruments had moderate-to-high regression coefficients, and the model fits of the instruments were good. Conclusions: This study provides KAP-modeled survey instruments that can be used to assess a population-based knowledge, attitude, and practice of mobile phone use while driving. Practical Applications: This survey instrument can be used in assessing baseline knowledge, attitude, and practice of phone use while driving and determine the focus and effectiveness of mobile phone-induced distracted driving interventions.     

Self‐monitoring personality trait at work: An integrative narrative review and future research directions

In this narrative review, we provide an overview of the self‐monitoring literature as it applies to the workplace context. Our starting point to the review is a meta‐analysis of self‐monitoring literature published in 2002 by Day, Schleicher, Unckless, and Hiller. After providing an overview of the theoretical basis of self‐monitoring and its measurement, we present a summary of the broad literature on self‐monitoring to examine the implications of self‐monitoring for employees and organizations. Based on our review, we identify the main outcomes of self‐monitoring as well as findings of the literature treating self‐monitoring as a moderator. We provide evidence that self‐monitoring has potential downsides, which would benefit from further investigation. We conclude our review by identifying important potential future research directions.     

Isms and schisms: A meta‐analysis of the prejudice‐discrimination relationship across racism,sexism, and ageism

Racism, sexism, and ageism persist in modern day organizations and may translate into workplace discrimination, which can undermine organizational effectiveness. We provide the first meta‐analysis comparing the relationships between these three types of prejudice (racism, sexism, and ageism) and three types of workplace discrimination (selection, performance evaluation, and opposition to diversity‐supportive policies). Across outcomes, racism was associated with workplace discrimination, whereas sexism was not. Ageism was associated with discriminatory selection and opposition to organizational policies supporting older workers; however, ageism was not related to discriminatory performance evaluation. Consistent with prior research and theory, Implicit Association Test measures were related to subtle discrimination (opposition to diversity‐supportive policies) but not deliberate discrimination (selection and performance evaluation). Finally, prejudice was more strongly associated with discrimination against real as compared with hypothetical targets. Implications for organizational researchers and practitioners are discussed. Copyright © 2017 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.     

The case for the ability‐based model of emotional intelligence in organizational behavior

In this second counterpoint article, we refute the claims of Landy, Locke, and Conte, and make the more specific case for our perspective, which is that ability‐based models of emotional intelligence have value to add in the domain of organizational psychology. In this article, we address remaining issues, such as general concerns about the tenor and tone of the debates on this topic, a tendency for detractors to collapse across emotional intelligence models when reviewing the evidence and making judgments, and subsequent penchant to thereby discount all models, including the ability‐based one, as lacking validity. We specifically refute the following three claims from our critics with the most recent empirically based evidence: (1) emotional intelligence is dominated by opportunistic ‘academics‐turned‐consultants’ who have amassed much fame and fortune based on a concept that is shabby science at best; (2) the measurement of emotional intelligence is grounded in unstable, psychometrically flawed instruments, which have not demonstrated appropriate discriminant and predictive validity to warrant/justify their use; and (3) there is weak empirical evidence that emotional intelligence is related to anything of importance in organizations. We thus end with an overview of the empirical evidence supporting the role of emotional intelligence in organizational and social behavior. Copyright © 2005 John Wiley & Sons, Ltd.     

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

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

Human resource management systems and work attitudes: The mediating role of future time perspective

This paper examines the role of employees' future time perspective (FTP) in the association between human resource management (HRM) systems and work‐related attitudes. Drawing on social exchange theory, signaling theory, and affective events theory, we hypothesize HRM systems' indirect effects on individual‐level job satisfaction and affective organizational commitment as mediated by FTP. The results of this multilevel study, comprising 913 employees of 76 business units, provide evidence that HRM systems have (i) direct effects on employees' FTP and (ii) indirect effects on job satisfaction and organizational commitment via FTP. In addition, three HRM bundles' (i.e., knowledge, skills, and abilities enhancing; motivation enhancing; and opportunity enhancing) corresponding indirect effects are explored. We discuss the results, theoretical contributions, and practical implications of the study, as well as future research directions. Copyright © 2016 John Wiley & Sons, Ltd.     

Beliefs about ‘improvability’ of career‐relevant skills: relevance to job/task analysis,competency modelling,and learning orientation

Based on data obtained from three samples of participants from both a work organization and a college setting, this paper addressed two major research objectives relevant to organizational behavior and applied psychology. First, we wanted to explore the nature of implicit theory of skill malleability in more detail than has been done before. This was done by drawing on KSAO dimensions from the task/job analysis literature, and examining linkages among: (a) task/job analysis; (b) implicit theories; and (c) competency modelling (an area in which there has been little empirical research). The studies found multiple factors of beliefs about KSAO improvability and showed a clear ordering of improvability beliefs (from most to least improvable) that follow predictions made in the Iceberg model of competencies. The present studies also found relationships between perceptions of KSAO importance and KSAO improvability, as well as evidence that this relationship is stronger for people who have been in a role/job longer, having had greater opportunity to observe critical KSAOs improve over time. A second major objective of the research was to explore improvability beliefs within a nomological network that would help to further establish the construct validity of the beliefs within the learning/development area. Using structural modelling, the improvability beliefs were tied to learning‐oriented concepts including self‐efficacy for learning and development, tendency to compare oneself to others when learning, as well as learning‐oriented attitudes and behaviors. The potential practical value of improvability beliefs is discussed, as are suggestions for future research. Copyright © 2003 John Wiley & Sons, Ltd.     

Examining the effects of feeling trusted by supervisors in the workplace: A self‐evaluative perspective

Trusting and feeling trusted are related but unique components of a trusting relationship. However, we understand relatively little about the effects of felt trust on work performance and organizational citizenship behavior. From a self‐evaluative perspective, this study argued that when employees perceive that their supervisors trust them, their organization‐based self‐esteem is enhanced, leading them to perform better in the workplace. We tested our hypotheses on a sample of 497 teachers using two trust measures, that is, reliance and disclosure, and found support for them on the basis of the reliance (but not the disclosure) measure. The effect of felt trust especially reliance on the employees' work performances were mediated by their organization‐based self‐esteem. Copyright © 2013 John Wiley & Sons, Ltd.     

Best‐practice recommendations for estimating interaction effects using meta‐analysis

One of the key advantages of meta‐analysis (i.e., a quantitative literature review) over a narrative literature review is that it allows for formal tests of interaction effects—namely, whether the relationship between two variables is contingent upon the value of another (moderator) variable. Interaction effects play a central role in organizational science research because they highlight boundary conditions of a theory: Conditions under which relationships change in strength and/or direction. This article describes procedures for estimating interaction effects using meta‐analysis, distills the technical literature for a general readership of organizational science researchers, and includes specific best‐practice recommendations regarding actions researchers can take before and after data collection to improve the accuracy of substantive conclusions regarding interaction effects investigated meta‐analytically. Copyright © 2010 John Wiley & Sons, Ltd.     

The many benefits of employee well‐being in organizational research

We undertake three objectives in this Incubator. We begin with a discussion of how well‐being has been considered in organizational research. Second, we provide an overview of the relationship between employee well‐being and such workplace outcomes as job performance, employee retention, and cardiovascular health. Third, we introduce exciting research directions. Copyright © 2012 John Wiley & Sons, Ltd.     

Enhancing employee creativity via individual skill development and team knowledge sharing: Influences of dual‐focused transformational leadership

Addressing the challenges faced by team leaders in fostering both individual and team creativity, this research developed and tested a multilevel model connecting dual‐focused transformational leadership (TFL) and creativity and incorporating intervening mechanisms at the two levels. Using multilevel, multisource survey data from individual members, team leaders, and direct supervisors in high‐technology firms, we found that individual‐focused TFL had a positive indirect effect on individual creativity via individual skill development, whereas team‐focused TFL impacted team creativity partially through its influence on team knowledge sharing. We also found that knowledge sharing constituted a cross‐level contextual factor that moderated the relationship among individual‐focused TFL, skill development, and individual creativity. We discuss the theoretical and practical implications of this research and offer suggestions for future research. Copyright © 2016 John Wiley & Sons, Ltd.     

Knowledge hiding in organizations

Despite the efforts to enhance knowledge transfer in organizations, success has been elusive. It is becoming clear that in many instances employees are unwilling to share their knowledge even when organizational practices are designed to facilitate transfer. Consequently, this paper develops and investigates a novel construct, knowledge hiding. We establish that knowledge hiding exists, we distinguish knowledge hiding from related concepts (knowledge hoarding and knowledge sharing), and we develop a multidimensional measure of this construct. We also identify several predictors of knowledge hiding in organizations. The results of three studies, using different methods, suggest that knowledge hiding is comprised of three related factors: evasive hiding, rationalized hiding, and playing dumb. Each of these hiding behaviors is predicted by distrust, yet each also has a different set of interpersonal and organizational predictors. We draw implications for future research on knowledge management. Copyright © 2010 John Wiley & Sons, Ltd.     

Knowledge hiding as a barrier to thriving: The mediating role of psychological safety and moderating role of organizational cynicism

Research demonstrates that knowledge hiding has a detrimental effect on the knowledge hider himself or herself. Extending this area, the present research examines how and when knowledge hiders struggle to thrive at work. Integrating self‐perception theory and the socially embedded model of thriving, we propose that knowledge hiding negatively influences employees' thriving through psychological safety, and this influence is contingent on organizational cynicism. In Study 1a, a cross‐sectional survey of 214 Chinese participants from a general working population supported the mediating role of psychological safety in the knowledge hiding and thriving relationship. Study 1b verified this result using two‐wave data collected from 392 working adults in a panel that recruited participants mainly in Europe and North America. In addition to confirming the mediation with a two‐wave field survey conducted among 205 employees in three Chinese organizations, Study 2 supported the moderating role of organizational cynicism. Specifically, the negative effect of knowledge hiding on psychological safety was greater under higher levels of organizational cynicism, as was the indirect effect of knowledge hiding on thriving via psychological safety. These findings contribute to both the knowledge hiding and the thriving literature and provide practical implications for both the manager and the employee.     

Rivals or allies: How performance‐prove goal orientation influences knowledge hiding

Previous research suggests that performance‐prove goal orientation is positively related to knowledge hiding. However, we argue that this effect depends on the focus of performance feedback (i.e., individual‐ and group‐focused feedback), which shapes the nature of the competitive expression of performance‐prove goal orientation (i.e., intragroup and intergroup oriented). We conducted three studies to test our theoretical model. The results of Study 1 with time‐lagged data from 128 part‐time MBA students showed that performance‐prove goal orientation was positively related to knowledge hiding when performance feedback focused more (vs. less) on individual performance but was negatively related to knowledge hiding when performance feedback focused more (vs. less) on group performance. Study 2 replicated these moderation findings in an experimental study of 210 undergraduate students. Study 3 again replicated the moderation effects using multisource data from 317 employees and their supervisors. It also included creativity as an outcome of knowledge hiding and illustrated the distal consequence of the moderation effects of individual‐ and group‐focused performance feedback. We then discussed the implications for the theory and practice of performance‐prove goal orientation and knowledge hiding.     

The cross‐level effects of culture and climate in human service teams

This two‐level study of child welfare and juvenile justice case management teams addresses construct, measurement, and composition issues that plague multilevel research on organizational culture and climate. Very few empirical studies have examined both culture and climate simultaneously, and none have provided evidence that culture and climate are distinct or similar constructs. Confirmatory factor analysis (CFA), within‐group consistency analysis (r_wg), between‐group differences (ICC and eta‐squared), and hierarchical linear models (HLM) analysis provide evidence that climate and culture are separate constructs that vary by organizational unit, and are related to work attitudes, perceptions, and behavior. Findings link team‐level culture and climate to individual‐level job satisfaction and commitment, perceptions of service quality, and turnover. Copyright © 2002 John Wiley & Sons, Ltd.     

Stress‐related aftermaths to workplace politics: the relationships among politics,job distress,and aggressive behavior in organizations

In light of the growing theoretical and practical interest on organizational politics, especially its probable impact on work outcomes, two stress‐related aftermaths of influence and politics in organizations were examined. On the basis of a model by Ferris, Russ, and Fandt ( 1989b ) the idea was pursued that workplace politics may have a long‐range impact on employees' job distress and aggressive behavior in and around organizations. Three samples (n1 = 155, n2 = 184, n3 = 201) were used to examine direct and indirect/mediating relationships among the research variables. Participants were Israeli employees from the private, public, and third sectors. Findings showed that: (1) job distress was an immediate response to organizational politics across the three types of organization, and (2) job distress proved a possible mediator between organizational politics and aggressive behavior as enacted by the employees themselves. Several theoretical and practical implications of the findings that may extend our knowledge on various stress‐related aftermaths of organizational politics are noted. Copyright © 2002 John Wiley & Sons, Ltd.     

Customer‐related social stressors and service providers' affective reactions

Previous research has shown that customer‐related social stressors (CSS) have negative effects on service providers' long‐term well‐being. Little is known, however, about short‐term and mid‐term affective stress reactions and reciprocal effects between service providers' affect and CSS. The aim of this study was to expand extant research (i) by analyzing service providers' short‐term (across a day) and mid‐term (across 2 weeks) affective reactions to perceived CSS; (ii) by analyzing intraindividual as well as interindividual effects; and (iii) by investigating reciprocal effects of affective reactions and CSS that may eventually lead to psychosocial cycles. Our study employed a diary design with three measurement occasions per day over five consecutive days and a two‐week panel design using a sample of employees from public service organizations (N = 106). Results showed that CSS elicit changes in service providers' short‐term and mid‐term negative affects. We also found support for reversed effects of service providers' affective reactions on experienced CSS indicating psychosocial cycles between customers and service providers. To prevent escalation, we discuss potential resources. Copyright © 2012 John Wiley & Sons, Ltd.     

Relocation decision‐making and couple relationships: a quantitative and qualitative study of dual‐earner couples

We present the results of two empirical studies of the relocation decision‐making process of dual‐earner couples. The first study is a quantitative survey of 155 management‐level employees and focuses on the variables likely to moderate the influence of the spouse (partner) on the probability of accepting or turning down geographical mobility. The second complementary study is qualitative, consisting of 11 in‐depth interviews of dual‐earner couples; it attempts to identify the dynamics within the couple when making relocation decisions. We found that the couple's decision‐making process in the face of a transfer proposition is above all a search for compromise solutions that are a function of the respective occupational and family roles within the couple as well as their expectations of how to organize their life as a couple. Copyright © 2005 John Wiley & Sons, Ltd.     

Neuroscience and organizational behavior: Avoiding both neuro‐euphoria and neuro‐phobia

Organizational neuroscience has great promise for advancing organizational research and practice. The field, however, is developing rapidly and has also become the subject of technological and methodological challenges that must be considered when conducting or interpreting neuroscience research as applied to organizational behavior. We explore four issues we deem to be important in understanding the role of neuroscience in organizational behavior research: (i) neuroscientific research and reductionism; (ii) the need to address methodological and technological challenges in conducting this type of research; (iii) how neuroscientific research is meaningful in organizations (the “So what?” issue); and (iv) neuroscience as just another management fad. In addressing these issues, we hope to set out a roadmap that will enable organizational scholars to avoid past mistakes and thus serve to advance multidisciplinary research in organizational behavior using neuroscientific approaches. Copyright © 2014 John Wiley & Sons, Ltd.