A central argument in the literature on employee voice is that speaking up at work carries image risk. Challenging this assumption, we propose that voice can in fact positively affect how employees are viewed by others, thereby enhancing their social status. Using theory on status attainment and the fundamental social perception dimensions of agency and communion, we suggest that employee voice will result in higher status evaluations by increasing the extent to which an employee is judged as confident/competent (agency) and other‐oriented/helpful (communion). We conducted a survey study and two experiments to test these hypotheses. The results supported our predictions. Employees who voiced were ascribed higher status than those who did not, and this effect was mediated by judgments of agency (in all three studies) and communion (in two studies). These results highlight the implications of voice behavior for status enhancement within organizations. 相似文献
Two dominant perspectives of job crafting—the original theory from Wrzesniewski and Dutton ( 2001 ) and the job demands resources perspective from Tims, Bakker, and Derks ( 2012 )—remain separate in research. To synthesize these perspectives, we propose a three‐level hierarchical structure of job crafting, and we identify the aggregate/superordinate nature of each major job crafting construct. The first level of the structure is job crafting orientation, or approach versus avoidance crafting, which we argue is an essential yet often neglected distinction in the literature. We address the debate surrounding cognitive crafting and identify crafting form (behavioral versus cognitive crafting) as the next hierarchical level of constructs. Finally, we concur that job resources and job demands, or crafting content, capture different ways that individuals craft their jobs. Using this integrated hierarchical structure, we were able to review antecedents and outcomes from both perspectives. We show, for example, that approach crafting in its behavioral form is very similar to other proactive behaviors in the way it functions, suggesting a need for closer synthesis with the broader proactive literature, whereas avoidance crafting appears to be less proactive and often dysfunctional. On the basis of our review, we develop a road map for future research. 相似文献
The role of social context (e.g., leadership, team climate, and organizational support) in shaping employee proactive behavior has received considerable attention and has been investigated across multiple forms of proactive behavior. However, the research has not been well integrated. In this review, we adopt a multilevel approach to synthesize what is known about how social context factors influence employees' proactive behavior, as well as what mechanisms underpin these effects. Our analyses show that leader‐, team‐, and organization‐related social context factors mainly influence employee proactivity through shaping “reason to,” “can do,” and “energized to” states (i.e., proactive motivational states) via individual‐, team‐, and cross‐level processes. That has been most frequently investigated is the effect of the discretionary social context, particularly leadership, on proactive behavior. We also review the interaction effects between social context factors and other factors on employee proactive behavior and found inconsistent support for the motivational‐fit perspective that stimuli with the same directions enhance each other's effect. We offer a research agenda to advance theoretical insights on this important topic. 相似文献
Objective: Many studies addressing age-related changes in driving performance focus on comparing young vs. older drivers, which might lead to the biased conclusion that driving performance decreases only after the age of 65. The main aim of the study was to show that changes in driving performance are progressive throughout the adult years.
Methods: A sample of 351 drivers aged 20 to 80 was assessed for their reaction times while driving between road cones. The drivers were exposed to 2 conditions varying according to task complexity. In single task conditions, the drivers performed a full stopping maneuver at a given signal; in dual task conditions, the drivers were distracted before the signal for stopping maneuver was triggered. Reaction times were compared across conditions and age groups.
Results: The results showed that both reaction times and variability of driving performance increased progressively between the ages of 20 and 80. The increase in both reaction times and variability was greater in the complex task condition. The high-performing quarter of elderly drivers performed equally well or better than younger drivers did.
Conclusions: The data clearly supported the claim that driving performance changes steadily across age groups: both mean reaction time and interindividual variability progressively increase with age. In addition, a significant group of older drivers was identified who did not show the expected age-related decrease in performance. The findings have important implications, suggesting that in relation to driving, aging is a progressive phenomenon and may lead to variety of driving performance; age-related studies of driving performance should put more emphasis on investigating changes across the whole driver age range rather than only comparing younger and older drivers. 相似文献
地球化学元素比值的变化不仅可以指示气候变化和环境特征,也可以揭示气候异常和突变性气候事件。本文通过对沂沭河流域沭埠岭剖面沉积物淋溶系数、残积系数、CaO/MgO、硅铝率、硅铝铁率等气候代用指标的分析,发现研究区7 470~2550 a BP期间的气候变化经历了五个阶段:(1)7 472~6 043 a BP,气候趋向温暖湿润;(2)6 043~4 801 a BP,稳定的暖湿时期;(3)4 801~3 986 a BP,气候向冷干转变;(4)3 986~3 512 a BP,不稳定时期;(5)3 512~2 552 a BP,气候不稳定的波动时期。 相似文献