The Journal of applied psychology
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The authors proposed a model suggesting that organizational environments supporting high levels of informal supervisor and coworker feedback are associated with lower employee perceptions of organizational politics. Furthermore, these lowered perceptions of politics were proposed to result in higher employee morale (as reflected in job satisfaction and affective commitment) and, through morale, to higher levels of task performance and organizational citizenship. ⋯ Higher quality feedback environments were associated with lower perceptions of organizational politics, and morale mediated the relationships between organizational politics and various aspects of work performance. These findings suggest that when employees have greater access to information regarding behaviors that are acceptable and desired at work, perceptions of politics are reduced and work outcomes are enhanced.
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Experiences of psychological contract breach have been associated with a range of negative behavior. However, much of the research has focused on master of business administration alumni and managers and made use of self-reported outcomes. ⋯ Furthermore, perceptions of external market pressures moderated the effect of psychological contract breach on absenteeism. The study indicated that psychological contract breach can arise when employees perceive discrepancies between an organization's espoused behavioral standards and its actual behavioral standards, and this can affect discretionary absence.
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The authors developed a model of team empowerment as an emergent state linking inputs (I) with processes (P) and, thereby, with outcomes (O) in the context of an expanded team IPO framework. Using survey responses from 452 members of 121 empowered service technician teams, along with archival quantitative performance and customer satisfaction criteria, the authors tested the model using structural equation modeling techniques. ⋯ Specifically, empowerment partially mediated the influences of various inputs on team processes, whereas team processes fully mediated the influence of empowerment on outcomes. Directions for future research and application are discussed.
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Transformational leadership, initiating structure, and selected substitutes for leadership were studied as longitudinal predictors of performance in 118 research and development (R&D) project teams from 5 firms. As hypothesized, transformational leadership predicted 1-year-later technical quality, schedule performance, and cost performance and 5-year-later profitability and speed to market. ⋯ Moderator effects for type of R&D work were hypothesized and found whereby transformational leadership was a stronger predictor of technical quality in research projects, whereas initiating structure was a stronger predictor of technical quality in development projects. Implications for leadership theory and research are discussed.
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Recent research suggests multidimensional forced-choice (MFC) response formats may provide resistance to purposeful response distortion on personality assessments. It remains unclear, however, whether these formats provide normative trait information required for selection contexts. The current research evaluated score correspondences between an MFC format measure and 2 Likert-type measures in honest and instructed-faking conditions. ⋯ Under faking conditions, the MFC measure showed less score inflation than the Likert measure at the group level of analysis. In the individual-level analyses, however, the MFC measure was as affected by faking as was the Likert measure. Results suggest the MFC format is not a viable method to control faking.