A Process investigation of realistic job previews: Mediating variables and channels of communication

A laboratory experiment was conducted to investigate the role of three possible mediating variables (job attitude, job knowledge, and job acceptance intention) to explain the effects of realistic job previews (RJPs) on entry-level outcomes. In addition, the effectiveness of an oral realistic job preview presented by an employment interviewer was compared to a written RJP. Sixty undergraduate student volunteers were randomly assigned to one of three conditions: (1) an oral RJP presented to job applicants by the employment interviewer during an employment interview; (2) a written RJP given to job applicants to read before an employment interview; and (3) a control condition in which job applicants received general job information from the interviewer during an employment interview. Results indicated that knowledge was an important mediator of RJP effects on several entry-level outcomes whereas attitude and job acceptance intention did not mediate RJP effects although both were strongly related to job acceptance decisions. In addition, the oral RJP was more effective than both the written RJP and general job information in creating positive preceptions of interviewer and organization honesty. Both the oral and the written RJP lowered subjects' job expectations and increased role clarity in comparison to the control group but did not affect job acceptance or commitment to job choice. The implications for future RJP research and application are discussed.     

Reciprocation wary employees discount psychological contract fulfillment

The present study examined the moderating role of reciprocation wariness in the association of employees' psychological contract fulfillment with psychosomatic strain and voluntary turnover, as mediated by perceived organizational support. To study these relationships longitudinally, 169 graduating college seniors were surveyed upon job acceptance and again 3 weeks, 3 months, 6 months, and 18 months following the start of employment. The findings showed that psychological contract fulfillment was positively related to perceived organizational support. However, this positive relationship was eliminated by reciprocation wariness, and this influence was carried over to psychosomatic strain and voluntary turnover. Thus, it appears that reciprocation wariness leads employees to discount psychological contract fulfillment as an indication of the organization's valuation and caring. Copyright © 2015 John Wiley & Sons, Ltd.     

Does process fairness affect job performance? It only matters if they plan to stay

Incorporating a social exchange perspective, we examined the joint impact of process fairness and turnover intentions on job performance. Results from two independent samples suggest that employee turnover intentions moderate relations between process fairness perceptions and employee job performance. Specifically, the positive effects of the two types of process fairness on performance were stronger for employees who planned to stay with the organization than for those who intended to leave. Copyright © 2012 John Wiley & Sons, Ltd.     

Are “job hoppers” trapped in hedonic treadmills? Effects of career orientations on newcomers' attitude trajectories

Joining a new organization to change jobs is an influential event in an employee's career. Thus, inter-organizational job changes have sparked growing scholarly interest, especially in the temporal dynamics involved in detaching from organizations and adapting to new ones. While it is widely accepted that employees adapt differently to job changes, the influence of employees' career orientations on changes in job attitudes has not yet been considered. This is surprising given that a key difference between self-centered and organization-centered career orientations is a positive attitude toward job changes. Building on hedonic adaptation, we examined how career orientations influence changes in job satisfaction and turnover intention throughout a job change. We compared self-centered and organization-centered employees using random coefficient modeling on two longitudinal data sets with voluntary job changers. Our results illustrate that self-centered career orientations foster a stronger decline in job satisfaction with the new employer, as well as a larger increase in turnover intention, than organization-centered career orientations. In contrast, employees with organization-centered career orientations experienced an upward trend in job satisfaction toward the end of the first year. Our findings offer important implications for research on the determinants of job attitude trajectories when individuals join a new organization.     

Employee responses to employment‐relationship practices: The role of psychological empowerment and traditionality

In studying the effect of employment‐relationship practices on employees, research has largely ignored individual differences, both cross‐culturally and within cultures. In this study, the authors examine the moderating effect of middle managers' traditionality, a within‐culture value orientation regarding submission to authority and endorsement of hierarchical role relationships, on their responses to an organization's employee–organization relationship practices. Based on social learning and social exchange theories, the authors expect the more traditional middle managers to respond less positively in terms of their performance and commitment to high levels of expected contributions and the associated psychological empowerment but respond more positively to high levels of offered inducements. Using a sample of 535 middle managers from 40 companies in China, the authors find support for all hypotheses except the moderating effect of traditionality on the relationship between offered inducements and performance. Additional analysis reveals that less‐traditional managers responded to economic rewards (but not developmental rewards) with higher job performance. The paper concludes with a discussion of implications for research and the practice of employment relationships. Copyright © 2014 John Wiley & Sons, Ltd.     

A study of the relationships between compensation package,work motivation and job satisfaction

This study applied the theoretical framework based on expectancy and discrepancy theories to examine how the elements of total compensation might influence work motivation and job satisfaction. The principal dimensions of total compensation that give rise to distinct reactions among employees were examined. Two samples of employees, 269 exempt employees and 297 nonexempt employees, were studied separately in order to identify the differences of reaction between these two groups. The relationships between the elements of total compensation, work motivation and job satisfaction were analysed by a structural equations model with LISREL VII. Proposals were developed to predict the conditions of compensation efficiency on work motivation and job satisfaction in the cultural context of employment in France. The three principal conclusions of the study were: (1) under certain conditions, individualized compensation of exempt employees can be a factor of work motivation; (2) flexible pay of nonexempt employees neither motivates nor increases job satisfaction; (3) benefits of exempt and nonexempt employees neither motivate nor increase job satisfaction. Copyright © 1999 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.     

Information,beliefs, and motivation: The antecedents to human resource attributions

Despite significant interest in the attributions employees make about their organization's human resource (HR) practices, there is little understanding of the antecedents of HR attributions. Drawing on attribution theory, we suggest that HR attributions are influenced by information (perceptions of distributive and procedural fairness), beliefs (organizational cynicism), and motivation (perceived relevance). We test a model through a two‐wave survey of 347 academic faculty in the United Kingdom, examining their attributions of the purpose of their institution's workload management framework. After two preliminary studies (an interview study and a cross‐sectional survey) to establish contextually relevant attributions, we find that fairness and cynicism are important for the formation of internal attributions of commitment but less so for cost‐saving or exploitation attributions. Fairness and cynicism also interact such that distributive fairness buffers the negative attributional effect of cynicism, and individuals are more likely to attribute fair procedures to external forces if they are cynical about their organization. This study furthers the application of attribution theory to the organizational domain while making significant contributions to our understanding of the HR‐performance process.     

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.     

Organizational justice,voluntary learning behavior,and job performance: A test of the mediating effects of identification and leader‐member exchange

This paper presents and tests an integrative model of voluntary learning behavior. Drawing on social exchange theory, we argue that individuals are more likely to pursue learning activities when they identify with their employing organization and have a high quality leader–member exchange (LMX) relationship with their supervisor. We further argue that organizational identification is enhanced by both distributive and procedural fairness, whereas LMX quality is enhanced by interpersonal and informational fairness. Moreover, we contend that effective learning behavior improves job performance. The model was tested with a sample of 398 employees from a large automobile dealership. Results supported most predictions. Copyright © 2009 John Wiley & Sons, Ltd.     

Not seeing eye to eye: differences in supervisor and subordinate perceptions of and attributions for psychological contract breach

This study examines supervisor and subordinate perceptions of and attributions for psychological contract breach. The data suggest that supervisor and subordinate perceptions are most likely to differ on the extent to which the organization violated its obligations to provide fair pay, advancement opportunities, and a good employment relationship. In addition, the results indicate that the greater the degree of psychological contract breach reported by subordinates, the less committed they are to the organization and the lower their job performance (as rated by their supervisor). Moreover, when psychological contract breach is perceived, supervisors' and subordinates' attributions regarding the reasons for the breach are likely to differ. Specifically, the findings suggest that subordinates are more likely to attribute breach to the organization's intentional disregard for the commitments that it had made to the employee, while supervisors are more inclined to attribute breach to situations beyond the organization's direct control. Copyright © 2001 John Wiley & Sons, Ltd.     

Life after the layoff: getting a job worth keeping

The competitive environment of business today makes corporate layoffs an organizational reality, and losing one's job can be a highly stressful experience. We propose and test a model that places objective underemployment and subjective underemployment in a causal sequence between organizational actions and employees' restoration of equilibrium by obtaining jobs worth keeping. We longitudinally examine relationships between layoff fairness, workers' stress symptoms and appraisal, and subsequent employment outcomes among 149 laid‐off technical employees over the course of one year. Structural equation model results support seven of nine hypothesized paths, and demonstrate discriminant validity between and mediational properties of objective and subjective underemployment. Findings also reveal the important role that employees' perceptions and subjective assessments play in successfully returning to pre‐job loss equilibrium following displacement. Copyright © 2008 John Wiley & Sons, Ltd.     

The journey to leave: Understanding the roles of perceived ease of movement,proactive personality,and person–organization fit in overqualified employees' job searching process

Despite intensive research on perceived overqualification, empirical evidence on overqualified employees' job search behavior remains relatively insufficient. Notably, no studies have explored the possible link between perceived overqualification and internal job searching behaviors. In the present study, we consider whether—and more importantly when—employees with high perception of overqualification search for internal and external job opportunities. Applying the ability–motivation–opportunity (AMO) framework, we propose and test a model that specifies how motivation and opportunity to move or stay activate differential effects in overqualifiers' job searching process. Results from two studies surveying employees in Taiwan (Study 1: N = 268; Study 2: N = 210) show that overqualifiers displayed greater intentions to leave the current job and, in turn, engaged in more external job search behaviors; this relation was strongest for those whose perceived ease of movement and proactive personality increased or person–organization (PO) fit decreased. Furthermore, overqualifiers displayed greater intentions to leave the current job and also increased their internal job search behaviors; this relation was strongest for those whose perceived ease of movement and PO fit increased. A series of supplemental analyses also lends support to our theorizing.     

The stability of comparative referent choice and feelings of inequity: A longitudinal field study

This study examined the stability of comparative referent choice and feelings of inequity, and the effects of changes in feelings of inequity on employee reactions. At two points in time, 24 months apart, employees' choices of comparative referents and feelings of inequity with regard to four job facets (compensation, security, job complexity, and supervisory behavior) were assessed. Results indicated that many employees used the same comparative referents at both times, especially for the compensation facet. For three of the facets (security, job complexity, and supervisory behavior), employees tended to either change from a disadvantaged status at T1 to an advantaged or equitable status at T2 or to maintain at T2 the advantaged/equitable status they experienced at T1. However, for the compensation facet a different picture emerged: employees who felt disadvantaged at T1 also felt disadvantaged at T2. Finally, employees who changed to or maintained an equitable or an advantaged status with regard to the job complexity and supervisory behavior facets generally reacted more positively (i.e. were more satisfied and productive and attended more frequently) than employees who changed to or maintained a disadvantaged status. Implications of these results for future research on equity theory were discussed.     

Employee attitudes toward working with computers

This paper presents a theoretical analysis and empirical observations about the correlates of employees' attitudes toward working with computers. A measure of attitudes toward working with computers was developed and tested on a sample of 284 white collar employee from three manufacturing organizations. The expected structure of 'positive' attitudes and 'negative' attitudes (concerns) about working with computers was confirmed. Following a review of the related literature five hypotheses were proposed. Use of computers and job involvement were predicted to be positively related to attitudes toward computers. And levels of job involvement were expected to moderate the relationship between usage of computers on the job and attitudes toward computers. Both hypotheses were confirmed, although different dynamics were observed with positive attitudes than with concerns. It was found that employees who use a computer to support their work hold more positive attitudes than employees who report very limited use of the computer. And employees who are highly involved in their jobs, or committed to their organization typically reported lesser concern about working with computers than employees at a low level of job involvement. Moreover, a significant interaction was observed between job involvement and usage of computers in their relationship to attitudes toward working with computers. Further directions for research and theory development are suggested.     

The measurement of TQM principles and work-related outcomes

Building on the work of Dean and Bowen (1994), this paper proposes measures of the extent to which three TQM principles (i.e. customer focus, continuous improvement, and teamwork) have become an integral part of an organization's culture. The measures are also used to examine the relationship between the implementation of TQM principles and work-related outcomes, to include job satisfaction, communication, and perceptions of the work environment. Results derived from a survey of 2249 employees of a large midwestern organization indicated that reasonably reliable and distinct measures were developed and that the adoption of TQM principles was associated with more favorable work-related outcomes. Further research to verify the psychometric properties of these measures and to determine whether TQM principles impact on ‘harder’ measures of organizational performance is recommended. © 1997 by John Wiley & Sons, Ltd.     

Being there: the acceptance and marginalization of part‐time professional employees

Part‐time professional employees represent an increasingly important social category that challenges traditional assumptions about the relationships between space, time, and professional work. In this article, we examine both the historical emergence of part‐time professional work and the dynamics of its integration into contemporary organizations. Professional employment has historically been associated with being continuously available to one's organization, and contemporary professional jobs often bear the burden of that legacy as they are typically structured in ways that assume full‐time (and greater) commitments of time to the organization. Because part‐time status directly confronts that tradition, professionals wishing to work part‐time may face potentially resistant work cultures. The heterogeneity of contemporary work cultures and tasks, however, presents a wide variety of levels and forms of resistance to part‐time professionals. In this paper, we develop a theoretical model that identifies characteristics of local work contexts that lead to the acceptance or marginalization of part‐time professionals. Specifically, we focus on the relationship between a work culture's dominant interaction rituals and their effects on co‐workers' and managers' reactions to part‐time professionals. We then go on to examine the likely responses of part‐time professionals to marginalization, based on their access to organizational resources and their motivation to engage in strategies that challenge the status quo. Copyright © 2003 John Wiley & Sons, Ltd.     

The social construction of fairness: social influence and sense making in organizations

This paper explores how the social relationships employees have with peers and managers are associated with perceptions of organizational justice. These relationships are theoretically modelled as the conduits for social comparison, social cues, and social identification, which are sources of sense making about fairness ‘in the eyes of the beholder.’ It is argued that perceptions of procedural and interactional justice are affected by this type of social information processing because: (1) uncertainty exists about organizational procedures; (2) norms of interpersonal treatment vary between organizational cultures; and (3) interpersonal relationships symbolize membership in the organization. A structural equations model of data from workers in a telecommunications company showed that an employee's perceptions of both procedural and interactional fairness were significantly associated with the interactional fairness perceptions of a peer. In addition, employees' social capital, conceived as the number of relationships with managers, was positively associated with perceptions of interactional fairness. In the structural model, both procedural and interactional justice were themselves significant predictors of satisfaction with managerial maintenance of the employment relationship. The discussion highlights the key role which the fairness of interpersonal treatment appears to play in the formation of justice judgements. Copyright © 2001 John Wiley & Sons, Ltd.     

How career orientation shapes the job satisfaction–turnover intention link

This study examined the impact of career orientation on the static and dynamic relationships between job satisfaction and turnover intention. Longitudinal data of 255 employees were collected at three waves of measurement 1 year apart. Results for career orientations as a moderator differed between the static and dynamic job satisfaction–turnover links. The static relationship was found to be similar and less negative for employees with independent and loyalty‐focused career orientations than for promotion‐focused and disengaged employees. Regarding the dynamic relationship between job satisfaction change and turnover intention change, however, independent and loyalty‐focused employees differed: An increase (decline) in job satisfaction was more strongly related to a decline (increase) in turnover intention for independent employees than for loyalty‐focused employees. These findings provide new insights into the differential dynamics involved in assessing work situations and responding to them based on different career aspirations and interests. Consequences for research and practice regarding more effective human resource management are discussed. Copyright © 2013 John Wiley & Sons, Ltd.     

Perceived organizational support and embeddedness as key mechanisms connecting socialization tactics to commitment and turnover among new employees

Retention of new hires is a critical issue for organizations. We propose that relationships are important mechanisms through which socialization tactics influence commitment and turnover. The key theoretical mechanisms connecting socialization tactics to turnover in our model are the extent to which newcomers perceive their relationship with the organization as supportive, caring, and entailing positive social exchanges and the extent to which newcomers become embedded within the organization. We collected longitudinal data from over 500 employees over the first year of employment. Consistent with our hypotheses, socialization tactics influence perceived organizational support (POS) and job embeddedness, and POS and embeddedness both relate to organizational commitment and voluntary turnover. Results support POS and embeddedness as relational mechanisms that bind employees to the organization as a result of socialization tactics. Copyright © 2012 John Wiley & Sons, Ltd.