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.     

What does team–member exchange bring to the party? A meta‐analytic review of team and leader social exchange

Both leader–member exchange (LMX) and team–member exchange (TMX) measure the quality of reciprocal exchange among employees in the workplace. Although LMX focuses on supervisor–subordinate relationships while TMX examines the relationships among team members, both have theory‐based and empirically proven relations with workplace outcomes such as job performance, organizational commitment, job satisfaction, and turnover intentions. However, it is not yet known which has more of an impact on such workplace outcomes—specifically, it is not clear if an employee's time is best spent developing vertical relationships among supervisors and subordinates (LMX) or on the horizontal relationships among team members (TMX). Accordingly, this meta‐analysis explores the incremental validity and relative importance of these two social exchange‐based constructs. The theoretical logic underlying LMX and TMX is clarified, and the parameter estimates between LMX, TMX, and work outcomes are reported. Results demonstrate that TMX shows incremental validity above and beyond LMX for some outcomes (organizational commitment and job satisfaction), but not others (job performance and turnover intentions). Also, LMX shows greater relative importance across all four outcomes. In sum, the clarification of the theoretical and empirical landscape lays a foundation for recommendations for future research. Copyright © 2013 John Wiley & Sons, Ltd.     

Societal individualism–collectivism and uncertainty avoidance as cultural moderators of relationships between job resources and strain

The job demands–resources model is a dominant theoretical framework that describes the influence of job demands and job resources on employee strain. Recent research has highlighted that the effects of job demands on strain vary across cultures, but similar work has not explored whether this is true for job resources. Given that societal characteristics can influence individuals' cognitive structures and, to a lesser extent, values in a culture, we address this gap in the literature and argue that individuals' strain in reaction to job resources may differ across cultures. Specifically, we theorize that the societal cultural dimensions of individualism–collectivism and uncertainty avoidance shape individual‐level job resource–strain relationships, as they dictate which types of resources (i.e., individual vs. group preference‐oriented and uncertainty‐reducing vs. not) are more likely to be valued, used, or effective in combating strain within a culture. Results revealed that societal individualism–collectivism and uncertainty avoidance independently moderated the relationships between certain job resources (i.e., job control, participation in decision making, and clear goals and performance feedback) and strain (i.e., job satisfaction and turnover intentions). This study expands our understanding of the cross‐cultural specificity versus generalizability of the job demands–resources model.     

添加剂对厨余垃圾堆肥氮素转化与氮素损失的影响

采用静态好氧工艺,就不同添加剂对厨余垃圾堆肥氨挥发与氮素损失影响方面进行比较试验。试验设4个处理:A0,对照;A1,添加30 mL.kg-1(以干基计,下同)高温保氮菌剂;A2,添加1 mol.kg-1化学保氮剂;A3,同时添加30 mL.kg-1高温保氮菌剂和1 mol.kg-1化学保氮剂。堆肥结束时,与对照相比,A1、A2和A3处理堆肥全氮含量分别提高8.4%、38.4%和43.1%,有机氮含量分别提高9.9%、64.3%和68.8%,氨氮含量分别降低11.3%、86.5%和86.5%,厨余氨氮释放率分别降低13.4%、84.0%和86.5%,堆肥氮损失率分别下降17.5%、61.5%和67.2%。加入添加剂均可减少厨余垃圾堆肥氨挥发,降低堆肥氮损失。单独添加时,化学保氮剂较高温保氮菌剂作用大;但就3种处理比较而言,菌剂与化学药剂联合添加效果最好。     

When the going gets tough: Employee reactions to large-scale organizational change and the role of employee Machiavellianism

Large-scale, long-term change initiatives take time to unfold, which can be a source of uncertainty and strain. Investigating the initial 19 months of a large-scale change, we argue that during these stages, employees' change-related beliefs become more negative over time, which negatively affects their work engagement and, ultimately, increases their turnover intentions. Furthermore, we investigate the impact of a trait, Machiavellianism, on change reactions and propose that employees high in Machiavellianism react more negatively during change processes as they are especially susceptible to uncertainty and stress. We test our (cross-level) moderated mediation model in a three-wave longitudinal study among employees undergoing a large-scale change (T1: n = 1,602; T2: n = 1,113; T3: n = 759). We find that employees' beliefs about the impact and value of the change are indeed negatively related to change duration and that decreases in these perceptions come with a decline in engagement and increases in turnover intentions. Moreover, employees high in Machiavellianism react more strongly to a deterioration in change-related beliefs, showing stronger reductions in engagement and stronger increases in turnover intentions than employees low in Machiavellianism. Our study offers explanations for the negative effects of large-scale changes including an explanatory factor for disparate employee reactions to change over time.     

Post‐acquisition integration processes in publicly owned professional service companies: Senior professional behaviour and company performance

The client relationships and tacit knowledge of professionals are professional service firms' (PSFs') major value creating resources producing challenges in generating post‐merger and acquisition value and risks of reducing the productivity or losing key professionals and their clients. The recent emergence of publicly owned PSFs and rapid growth through consolidating smaller privately owned firms potentially increases this risk by integrating small firms and their professionals into large public companies that may be governed very differently. This study explores post‐acquisition integration processes: professional behaviours and associated performance implications in two highly acquisitive publicly owned accounting companies. In one company, the integration process was rapid and heavily directed by senior management, while in the second company, integration was more gradual, initially undirected but then facilitated by senior management. The findings suggest that integration processes can impact the behaviour of professionals and acquiring firm performance. This research contributes to the understanding of post‐acquisition integration processes in PSFs and decision‐making and professional behaviour in recently emerged publicly owned PSFs. The study contributes to knowledge‐based theory by identifying factors that can affect the decision authority of executives and how organisational behaviour can constrain the implementation of executive integration decisions. Copyright © 2017 John Wiley & Sons, Ltd.     

The importance of defining focal assemblages when evaluating amphibian and reptile responses to land use

Habitat loss and degradation are primary threats to amphibians and reptiles, but the relative effects of common land uses on assemblages and the mechanisms that underlie faunal responses are poorly studied. We reviewed the effects of four prevalent types of habitat alteration (urbanization, agriculture, livestock grazing, and silviculture) on amphibian and reptile species richness and abundance by summarizing reported responses in the literature and by estimating effect sizes across studies for species richness in each land‐use type. We then used a multinomial model to classify species as natural habitat specialists, generalists, and disturbed habitat specialists and examined variation in effect sizes for each land‐use type according to habitat specialization categories. There were mixed conclusions from individual studies, some reporting negative, neutral, or positive effects of land use on species richness and total abundance. A large proportion of studies reported species‐specific effects of individual species abundance. However, in our analysis of effect sizes, we found a general trend of negative effects of land use on species richness. We also demonstrate that habitat associations of common species and species turnover can explain variation in the effect of land use on herpetofauna. Our review highlights the pervasive negative effects of common land uses on amphibians and reptiles, the importance of identifying groups vulnerable to land‐use change (e.g., forest‐associated species) in conservation studies, and the potential influence of disturbance‐associated species on whole assemblage analyses.     

厨余好氧堆肥中的氮素转化与氮素损失研究

试验采用静态好氧工艺对厨余垃圾进行了堆肥化处理,实验结果反映了厨余堆肥各形态氮的转化规律及其氮损失的数量和氨挥发的阶段。堆制期间,厨余堆肥全氮、有机氮的含量呈显著下降趋势,铵氮含量呈上升趋势,硝氮含量变化不大;堆肥结束后,厨余堆肥水溶性氮组分大量提高,堆肥有机氮90%以上以水溶态形式存在,水溶性总氮达到了堆肥全氮的81%;一次发酵前后,厨余堆肥全氮含量下降了26.3%,总氮损失率达50.0%。氨挥发是厨余堆肥氮损失的重要途径,氨挥发主要集中在堆肥高温阶段的中后期。     

Leader‐signaled knowledge hiding: Effects on employees' job attitudes and empowerment

The authors introduce the concept of leader‐signaled knowledge hiding (LSKH) and conduct two studies observing what happens when leaders signal employees that knowledge hiding (KH) is practiced, tolerated, and expected. Social learning theory provides the basis for predicting that LSKH encourages subordinates to hide knowledge, even though they suffer from negative job attitudes in reaction. In Study 1, data measured at two time points (N = 1,162) shows that LSKH positively predicts KH among subordinates. The KH dimensions of evasive hiding and playing dumb (but not rationalized hiding) negatively relate to job satisfaction and positively affect turnover intentions. Study 2 (N = 1,169) replicates these results with cross‐sectional data. Moreover, Study 2 demonstrates that evasive hiding and playing dumb negatively affect empowerment, whereas rationalized hiding has a positive effect. Both studies reveal that subordinates will show less KH when they work under leaders who avoid LSKH and in turn have more job satisfaction, feel more empowered, and harbor fewer turnover intentions. The results in this study provide important practical implications for knowledge management activities.     

鼎湖山主要植被类型土壤微生物生物量研究

对鼎湖山国家级自然保护区3种主要植被类型：季风常绿阔叶林，针阔叶混交林和马尾松林土壤微生物生物量进行了研究。结果表明，土壤微生物生物量（mg.kg^-1）在季风常绿阔叶林、针阔叶混交林和马尾松林中分别为：822，588，530，季风常绿阔叶林显著高于针阔叶混交林和马尾松林（P〈0．01），而针阔叶混交林和马尾松林无显著差异（P〉0．05）；土壤中微生物量高的土壤中，有机碳含量也相应高，两者的比值可反应土壤碳的积累或损失，研究表明，鼎湖山3种主要植被类型土壤均处于碳积累过程；季风常绿阔叶林、针阔叶混交林和马尾松林土壤微生物碳周转量（t.hm^-2．a^-1）依次为：14．07，11．45，9，60，碳素的周转带动了其他营养元素的循环和能量的流动；土壤微生物代谢熵（mg.g^-1．h^-1）由低到高依次是季风常绿阔叶林（0．59）、针阔叶混交林（0．96）和马尾松林（1．33），表明土壤微生物对土壤碳的利用效率季风常绿阔叶林较高，马尾松林较低。