The Journal of applied psychology
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The authors drew from prior research on organizational commitment and from configural organizational theory to propose a framework of affective and continuance commitment profiles. Using cluster analyses, the authors obtained evidence for 4 of these profiles in an energy industry sample (N=970) and a sample of 345 employed college students. The authors labeled the clusters: allied (i.e., moderate affective and continuance commitment), free agents (moderate continuance commitment and low affective commitment), devoted (high affective and continuance commitment), and complacent (moderate affective and low continuance commitment). Using a subset of the employed student sample (n=148), the authors also found that the free agents received significantly poorer supervisor ratings of performance, organizational citizenship behavior, and antisocial behavior than any other group.
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In this article, the authors present a model linking immediate affective experiences to within-person performance. First, the authors define a time structure for performance (the performance episode) that is commensurate with the dynamic nature of affect. ⋯ Third, the authors describe how various emotions and moods influence the intermediary performance processes, thereby affecting performance. In the final section of the article, the authors discuss limitations, future research directions, and practical implications for their episodic process model of affect and performance.
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Previous research has indicated important linkages between work and family domains and roles. However, the nature of the dynamic spillover between job and marital satisfaction remains poorly understood. ⋯ Consistent with their hypotheses, findings indicate both a concurrent and a lagged (job to marital and marital to job) job satisfaction-marital satisfaction association at the within-subject level of analysis and lend some support for the mediating role of mood (most notably positive affect) in these associations. The authors hope these findings stimulate new research that uses more complex designs and comprehensive theoretical models to investigate work-family links.
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This project revisits the perennial debate over the relationship between job performance and turnover. Disputing traditional findings, C. Trevor, B. ⋯ Survival regression revealed that performance is curvilinearly related to quits and that bonus pay deterred superior performers from leaving more than did pay increases. Further, the average number of job levels advanced per promotion rather than promotion rate increased quit risks. Cultural and organizational moderators of performance-termination associations and effective strategies for retaining top performers are discussed.