The Journal of applied psychology
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Meta-analytic techniques were used to examine level of analysis and interdependence as moderators of observed relationships between task-specific team-efficacy, generalized potency, and performance. Sixty-seven empirical studies yielding 256 effect sizes were identified and meta-analyzed. Results demonstrated that relationships are moderated by level of analysis. ⋯ At the team level, both team-efficacy and potency had positive relationships with performance (ps = .41 and .37, respectively). Interdependence significantly moderated the relationship between team-efficacy and performance, but not between potency and performance. The relationship between team-efficacy and performance was stronger when interdependence was high (p = .45) than when it was low (p = .34).
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The present research examined the effect of leaders' procedural fairness and perceived charisma on an important organizational process: cooperation. Both charisma and procedural fairness were predicted to have a positive effect on cooperation, and procedural fairness and charisma were predicted to interact such that their effects are stronger alone than in conjunction. ⋯ Results from the laboratory study also showed that the interactive effect of leader charisma and procedural fairness on cooperation was mediated by their interactive effect on the sense of group belongingness. It is concluded that leader charisma and procedural fairness may engender cooperation because they appeal to relational concerns.
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This study examined whether employees develop perceptions about 3 different types of fit: person-organization fit, needs-supplies fit, and demands-abilities fit. Confirmatory factor analyses of data from 2 different samples strongly suggested that employees differentiate between these 3 types of fit. ⋯ Specifically, person-organization fit perceptions were related to organization-focused outcomes (e.g., organizational identification, citizenship behaviors, turnover decisions), whereas needs-supplies fit perceptions were related to job- and career-focused outcomes (e.g., job satisfaction, career satisfaction, occupational commitment). Although demands-abilities fit perceptions emerged as a distinct construct, they were not related to hypothesized outcomes (e.g., job performance, raises).