A test and refinement of the equity sensitivity construct

This paper reports results from two studies that test a refinement of the equity sensitivity construct first in an experimental setting and second in a field setting. Results from Study 1 show that benevolents express tolerance for both overreward and underreward relative to entitleds and equity sensitives and that benevolents report relatively high levels of satisfaction regardless of reward condition. Study 1 results also show that manipulation of outcomes produce a more dramatic effect on satisfaction than does manipulation of inputs. Results from Study 2 reveal significantly different exchange ideologies for benevolents and entitleds and show that entitleds place more importance on pay whereas benevolents place more importance on the work itself. For both benevolents and entitleds, there is a positive correlation between assessments of distributive justice and job satisfaction. Implication of the findings both for equity theory research and the practice of management are discussed.     

Job satisfaction and teamwork: the role of supervisor support

The link between teamwork and job satisfaction was investigated in a sample of 48 manufacturing companies comprising 4708 employees. Two separate research questions were addressed. First, it was proposed that supervisor support would be a weaker source of job satisfaction in companies with higher levels of teamworking. Multilevel analysis indicated that the extent of teamwork at the company level of analysis moderated the relationship between individual perceptions of supervisor support and job satisfaction. Second, it was proposed that the extent of teamwork would be positively related to perceptions of job autonomy but negatively related to perceptions of supervisor support. Further, it was proposed that the link between teamwork and job autonomy would be explained by job enrichment practices associated with teamwork. Analyses of aggregated company data supported these propositions and provided evidence for a complex mediational path between teamwork and job satisfaction. Implications for implementing teamwork in organizations are discussed. Copyright © 2001 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.     

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 antecedents and consequences of underemployment among expatriates

While most previous research has studied underemployment among laid‐off workers or new college graduates in domestic settings, this study investigates underemployment among managers in overseas assignments. Using data from 268 expatriates from six Fortune 500 multinational firms, the results here suggest that several important job‐ and organizational‐level factors may contribute to underemployment among expatriates: hierarchical job level, assignment tenure, the extent to which expatriates have specific projects to complete, the degree of free choice in the decision to go overseas, the amount of on‐site mentoring, and the strategic importance of the overseas site. In contrast to previous research, then, the present study suggests that many expatriates are overqualified, as well as underqualified, for their overseas assignments. Moreover, this underemployment is negatively related to expatriates' job attitudes, general mental health, and self‐reported job performance. In addition, mediated regression analyses revealed that underemployment is an important intervening link between antecedent and outcome variables. The implications of the results for future theory development, empirical research, and management practice on underemployment are discussed as well. Copyright © 2000 John Wiley & Sons, Ltd.     

The relation between emotional intelligence and job performance: A meta‐analysis

This meta‐analysis builds upon a previous meta‐analysis by (1) including 65 per cent more studies that have over twice the sample size to estimate the relationships between emotional intelligence (EI) and job performance; (2) using more current meta‐analytical studies for estimates of relationships among personality variables and for cognitive ability and job performance; (3) using the three‐stream approach for classifying EI research; (4) performing tests for differences among streams of EI research and their relationships with personality and cognitive intelligence; (5) using latest statistical procedures such as dominance analysis; and (6) testing for publication bias. We classified EI studies into three streams: (1) ability‐based models that use objective test items; (2) self‐report or peer‐report measures based on the four‐branch model of EI; and (3) “mixed models” of emotional competencies. The three streams have corrected correlations ranging from 0.24 to 0.30 with job performance. The three streams correlated differently with cognitive ability and with neuroticism, extraversion, openness, agreeableness, and conscientiousness. Streams 2 and 3 have the largest incremental validity beyond cognitive ability and the Five Factor Model (FFM). Dominance analysis demonstrated that all three streams of EI exhibited substantial relative importance in the presence of FFM and intelligence when predicting job performance. Publication bias had negligible influence on observed effect sizes. The results support the overall validity of EI. Copyright © 2010 John Wiley & Sons, Ltd. Note: Correction added on 22 July 2010 after first publication online on 29 June 2010. The affiliations for Ronald H. Humphrey and Thomas H. Hawver have been corrected in this version of the article.     

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.     

Attributional conflict between managers and subordinates: An investigation of leader-member exchange effects

The present study investigated the discrepancies, or conflict, between the attributions of leaders and members as a function of LMX quality and explored the relation between attributional conflict and subordinate job satisfaction, perceptions of equity, and turnover intentions. Data for the study were provided by 141 supervisor-subordinate dyads from the managerial ranks of a large manufacturing organization. Both parties of the dyad made attributions for subordinate loyalty, affect, and contributions, member behaviors identified as critical in previous LMX research. Limited support emerged for the hypothesis that attributional conflict would be greater in dyads where subordinates reported lower rather than higher LMX quality. Findings suggested that attributional discrepencies are due, in part, to the tendency of leaders to make more favorable attributions for subordinates reporting higher LMX quality than for subordinates reporting lower LMX quality. Results also revealed that, while attributional conflict was negatively related to subordinate satisfaction and perceptions of equity and positively related to turnover intentions, attributional conflict did not predict subordinate work outcomes when the effects of LMX quality were controlled. Implications of these findings were discussed.     

A test of job security's direct and mediated effects on withdrawal cognitions

Two field studies were undertaken to investigate the nature of the relationships between job security, job satisfaction, organizational commitment, and withdrawal cognitions. Study 1 was conducted in an organization immediately following its acquisition by another company (N=137). Study 2 was conducted in an organization that had experienced a number of layoffs and expected more in the future (N=188). Covariance structure analysis was used to test for direct, complete mediating, and partial mediating effects. Study 2 was used to cross-validate the findings from study 1. Results from both studies provide strong support for the proposition that job satisfaction and organizational commitment mediate the effects of job security on withdrawal cognitions. The two studies diverge when explicating the nature of the relations between job security, satisfaction, and commitment. Study 1 suggests job satisfaction completely mediates the effects of job security on commitment. Study 2 suggests that both satisfaction and commitment mediate the relationship between job security and withdrawal cognitions. Contextual differences that may have contributed to these findings are discussed. © 1997 by John Wiley & Sons, Ltd.     

Situational constraints on the achievement – performance relationship: a service sector study

The present study sought to extend our knowledge of the relationship between work values and job performance. Situational constraints were examined as moderators of the relationship between the value of achievement and performance in a service‐sector field setting. In the present setting, sales promotions removed situational constraints on performance during three of the six time periods examined. In general, average levels of performance were higher, and there was greater variance in performance when situational constraints were removed. Situational constraints moderated the relationship between the value of achievement and objective performance dimensions, although effect sizes were modest. Further, the present study adds to the small group of studies that have found a direct relationship between achievement and performance in a field setting. Copyright © 2001 John Wiley & Sons, Ltd.     

How do transformational leaders foster positive employee outcomes? A self‐determination‐based analysis of employees' needs as mediating links

Although followers' needs are a central aspect of transformational leadership theory, little is known about their role as mediating mechanisms for this leadership style. The present research thus seeks to integrate and extend theorizing on transformational leadership and self‐determination. In particular, we propose that the satisfaction of followers' basic needs (autonomy, competence, and relatedness) mediates the relationship between transformational leadership and employee outcomes (job satisfaction, self‐efficacy, and commitment to the leader). We tested this model in two studies involving employees from a broad spectrum of organizations in Germany (N = 410) and in Switzerland (N = 442). Results revealed largely consistent patterns across both studies. The need for competence fulfillment solely mediated the link between transformational leadership and occupational self‐efficacy; the need for relatedness fulfillment solely mediated the link between transformational leadership and commitment to the leader. The mediating pattern for the link between transformational leadership and job satisfaction varied slightly across studies. In Study 1, only the need for autonomy fulfillment was a significant mediator, whereas in Study 2, all three needs mediated this relationship. Taken together, our study integrates theorizing on transformational leadership and self‐determination by corroborating that need fulfillment indeed is a central mechanism behind transformational leadership. Copyright © 2012 John Wiley & Sons, Ltd.     

I can't get no job satisfaction: Meta‐analysis comparing permanent and contingent workers

Scholars are concerned that contingent workers experience more adverse psychological job outcomes than permanent employees, but the empirical work on job satisfaction is mixed. The purpose of this study was to quantitatively summarize the potential mean differences in job satisfaction between contingent workers and permanent employees. Meta‐analytic results from 72 primary studies (N = 237 856) suggest that compared with permanent employees, contingent workers experience lower job satisfaction (d = ?0.21); but when outlying primary studies are removed, the mean difference is small but significant (d = ?0.06). Methodological artifacts explain small but significant differences in job satisfaction but do not account for much variance. Moderator analyses support previous findings that contingent workers are not a homogeneous group; some contingent workers (e.g., agency workers) experience lower job satisfaction than permanent employees, whereas the job satisfaction of other contingent workers (e.g., contractors) is similar to permanent employees. The findings have implications for increasing our understanding of job satisfaction by showing that job satisfaction appears to vary by employment type. Practical implications suggest that extending human resource practices to contingent workers may increase their job satisfaction, which has been shown to influence job performance, citizenship behaviors, and turnover. Copyright © 2012 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.     

Does homesickness undermine the potential of job resources? A perspective from the work–home resources model

Rapid economic development in recent decades has resulted in a considerable increase in the number of people working far away from their home locations. Homesickness is a common reaction to the separation from home. Our research uses the work–home resources model to explain how the experience of homesickness can undermine the positive effect of job resources on job performance (i.e., task performance and safety behavior). In addition, we hypothesize that emotional stability and openness are key resources that can buffer the negative interference of homesickness with the job resources–performance relationship. We conducted two studies to test our hypotheses. Study 1 was a two‐wave longitudinal study using a migrant manufacturing worker sample. In this study, homesickness was measured at the between‐person level, and performance was measured three months later. Study 2 was a daily diary study conducted in a military trainee sample. In this study, homesickness was measured at the within‐person level to capture its fluctuations over 20 days, and daily job performance was assessed using supervisor ratings. Both studies showed evidence of the hypothesized moderating effect of homesickness and three‐way interaction effects of job resources, homesickness, and key resources (i.e., emotional stability and openness) on task performance and safety behavior.     

The role of hindrance stressors in the job demand–control–support model of occupational stress: A proposed theory revision

Previous research on the job demand–control–support (JDCS) model of occupational stress has generally been inconsistent at best regarding a key issue: the interaction of demands, control, and support in predicting employee health and well‐being. However, the model continues to be tested in a variety of studies and academic journals owing to its intuitive appeal. By incorporating conservation of resources theory with knowledge from the challenge–hindrance stressor framework, we proposed that hindrance stressors, not the challenge stressors commonly assessed when testing JDCS theory, will provide validation for the model. A two‐wave panel study of 228 employees in a variety of occupations provided support for three‐way interactions between hindrance demands, control, and support predicting job‐related anxiety and physical symptoms. Three‐way interactions using a challenge demand (forms of workload) were not significant, consistent with our propositions. In summary, this study supports the buffering effect of control and support on the relationship between job demands and strain only when job demands reflect hindrance stressors, thereby proposing to alter the JDCS model by specifying that it applies primarily to hindrance stressors in a job hindrance–control–support model. Copyright © 2015 John Wiley & Sons, Ltd.     

Interactional justice,leader–member exchange,and employee performance: Examining the moderating role of justice differentiation

Past research suggests that interactional justice plays a pivotal role in facilitating high‐quality leader–member exchange (LMX), with downstream implications for employee performance. However, the broader context in which these effects unfold has received scarce attention. Drawing from deontic justice and social exchange theories, we suggest that interactional justice differentiation is an important contextual moderator of the link between interactional justice and LMX. Specifically, we argue that high interactional justice differentiation attenuates the link between interactional justice and LMX, in turn influencing the effects of interactional justice on employee task and creative performance. Results from two studies employing both experimental and multisource, multilevel survey designs provide convergent support for the hypothesized model. We conclude by highlighting several key theoretical and practical implications of our findings. Copyright © 2016 John Wiley & Sons, Ltd.     

高危岗位矿工工作倦怠影响因素的结构方程模型

为探索高危岗位矿工工作倦怠形成机制,寻求合理的干预对策,在文献研究和实地调研基础上,提出矿工工作倦怠假设模型。采用多阶段分层随机抽样法,对1 800名高危岗位矿工进行问卷调查,并借助结构方程模型(SEM)技术验证假设模型。研究表明:组织管理和角色压力均正向影响工作倦怠,工作特征仅正向影响生理疲乏;社会支持是工作压力源到工作倦怠的中介变量;消极应对是工作压力源到工作倦怠的部分中介变量,其中介效应较社会支持大很多;工作压力源通过影响社会支持再影响应对方式进而正向影响工作倦怠。通过有效干预组织管理和角色压力可减缓工作倦怠。     

Mentorship and career mobility: An empirical investigation

The literature on mentorship is briefly reviewed, revealing that many studies have documented the functions that mentors provide to proteges, including vocational and psychosocial support. This study investigates the link between these functions and the career mobility outcomes of proteges. Results from a random sample of 244 manufacturing managers supports previous research on the dimensions of mentoring. Further, vocational (coaching) and psycho-social (social support) were found to be related to managers' salary level and promotions. Implications of these results for future studies of mentoring are discussed.     

Effects of application blanks and employment equity on applicant reactions and job pursuit intentions

In the present study, 136 undergraduate commerce students participated in a simulation of the job application process by completing one of two application blanks (discriminatory versus non-discriminatory), that did or did not include a statement about the organization's commitment to employment equity. The results indicated that subjects who completed the application blank without the discriminatory questions had significantly more positive reactions of organization attractiveness, job application success, motivation to pursue employment with the organization, job acceptance intention, fairness of the organization's treatment of its employees, and likelihood of recommending the organization to friends in comparison to subjects who completed the application blank with discriminatory questions. In addition, subjects who believed the organization had an employment equity program were more positive about their motivation to pursue employment with the organization, job acceptance intention, the fairness of the organization's treatment of its employees, and the likelihood of recommending the organization to friends. The research and practical implications of these findings for recruitment and selection are discussed.     

The role of self‐regulation in the relationship between abusive supervision and job tension

Trait and state self‐regulation both have critical influences on workplace behavior, but their influences are thought to operate quite differently. We draw from social exchange and ego depletion theories to investigate the relationship between trait and state self‐regulation, as well as how they differentially affect the relationship between subordinates' perceptions of abusive supervision and job tension. Specifically, we examine (a) how the interaction between abusive supervision and trait self‐regulation affects job tension and (b) how state self‐regulation mediates the relationship between abusive supervision and job tension. Using 3 studies that include an experiment (n = 81) and 2 field studies with cross‐sectional (n = 157) and time‐separated (n = 109) data, we demonstrate that the interaction between abusive supervision and trait self‐regulation increases experienced job tension for subordinates who report higher levels of abusive supervision and trait self‐regulation than others. Also, we provide evidence that abusive supervision is indirectly associated with job tension through state self‐regulation. This study's findings have important implications for abusive supervision and self‐regulation research, as well as social exchange and ego depletion theories, because we extend our understanding of how trait and state self‐regulation affect cognitive responses associated with abusive supervision.