The Journal of applied psychology
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This endeavor provides a multidisciplinary, multilevel, and multiphasic conceptualization of team adaptation with theoretical roots in the cognitive, human factors, and industrial-organizational psychology literature. Team adaptation and the emergent nature of adaptive team performance are defined from a multilevel, theoretical standpoint. ⋯ The cross-level mixed-determinants model highlights team adaptation in a nomological network of lawful relations. Testable propositions, practical implications, and directions for further research in this area are also advanced.
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B. M. Meglino and M. ⋯ SC and OO are orthogonal and unipolar. Implications are that some propositions by Meglino and Korsgaard need to be rewritten in terms of SC or OO, and that SC is predicted to moderate effects of self-related variables (e.g., job characteristics), whereas OO might moderate effects of social variables (e.g., team climate) on satisfaction, motivation, and helping. This also implies that when both SC and OO are strong (weak), individual- and group-level constructs are both (in)valid predictors of satisfaction, motivation, and helping.
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The authors respond to C. K. W. ⋯ They maintain that De Dreu misinterprets their definitions and the psychological processes they addressed and thus raises a number of issues that are not relevant to their model. Meglino and Korsgaard's model focuses on the distinction between rational self-interest and other orientation, whereas the approach taken by De Dreu focuses on the distinction between rational self-interest and collective rationality. In this response, the authors clarify this distinction, address discrepancies between these two approaches, consider the effect of goals and rationality on other orientated behavior, and suggest directions for future research.
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Organizational citizenship behaviors (OCBs) can be viewed as a social dilemma in which short-term employee sacrifice leads to long-term organizational benefits. With 3 studies, the authors evaluated a set of interrelated hypotheses based on a social dilemma analysis of OCBs. In Study 1, participants rated OCBs as costly to an employee in the short run and beneficial to an organization in the long run, indicating that OCBs were viewed as social dilemmas. ⋯ H. Davis, 1983). Most important, a short-term time horizon led to a steeper decline in OCBs among employees low in empathy and those concerned with the future consequences of their actions.
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Although there are thousands of studies investigating work and job design, existing measures are incomplete. In an effort to address this gap, the authors reviewed the work design literature, identified and integrated previously described work characteristics, and developed a measure to tap those work characteristics. The resultant Work Design Questionnaire (WDQ) was validated with 540 incumbents holding 243 distinct jobs and demonstrated excellent reliability and convergent and discriminant validity. ⋯ Finally, the results showed that social support incrementally predicted satisfaction beyond motivational work characteristics but was not related to increased training and compensation requirements. These results provide new insight into how to avoid the trade-offs commonly observed in work design research. Taken together, the WDQ appears to hold promise as a general measure of work characteristics that can be used by scholars and practitioners to conduct basic research on the nature of work or to design and redesign jobs in organizations.