The Journal of applied psychology
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Although organizational justice scholars often describe unfairness as an emotionally laden experience, the role of emotion is underresearched. In a study of individuals who experienced being laid off (N = 173), the authors found that outcome favorability interacts with both procedural and interactional justice to predict participants' emotions. ⋯ Attributions of blame mediated the relationship between fairness perceptions and outward-focused negative emotion. Outward-focused emotion mediated the relationship between fairness perceptions and retaliation.
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By and large, prior research has focused on the positive aspects of organizational citizenship behavior (OCB). D. W. ⋯ Results from a sample of 98 couples indicate that higher levels of individual initiative (as assessed by the spouse or significant other) are associated with higher levels of employee role overload, job stress, and work-family conflict. The findings also suggest that the relationship between individual initiative and work-family conflict is moderated by gender, such that the relationship is stronger among women than among men. Some implications of this work and directions for future research are discussed as well.
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Organizational climates have been investigated separately at organization and subunit levels. This article tests a multilevel model of safety climate, covering both levels of analysis. ⋯ Variables that limit supervisory discretion (i.e., organization climate strength and procedural formalization) reduce both between-groups climate variation and within-group variability (i.e., increased group climate strength), although effect sizes were smaller than those associated with cross-level climate relationships. Implications for climate theory are discussed.
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The authors surveyed 347 public sector employees on 4 measurement occasions to investigate the conceptual distinctiveness of the psychological contract and perceived organizational support (POS) and how they are associated over time. Results support the distinctiveness of the 2 concepts. ⋯ Under an alternative set of hypotheses, by drawing on organizational support theory and by separating psychological contract fulfillment into its 2 components (perceived employer obligations and inducements), the authors found that perceived employer inducements were positively related to POS, which, in turn, was negatively related to perceived employer obligations. The results suggest that POS and the components of psychological contract fulfillment are more important in predicting organizational citizenship behavior than psychological contract fulfillment.
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The results of the present longitudinal study demonstrate the importance of implicit leadership theories (ILTs) for the quality of leader-member exchanges (LMX) and employees' organizational commitment, job satisfaction, and well-being. Results based on a sample of 439 employees who completed the study questionnaires at 2 time points showed that the closer employees perceived their actual manager's profile to be to the ILTs they endorsed, the better the quality of LMX. ⋯ These findings were consistent across employee groups that differed in terms of job demand and the duration of manager-employee relation, but not in terms of motivation. Furthermore, crossed-lagged modeling analyses of the longitudinal data explored the possibility of reciprocal effects between implicit-explicit leadership traits difference and LMX and provided support for the initially hypothesized direction of causal effects.