The Journal of applied psychology
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This study was based on a sample of 139 employees. The results support the hypothesis that proactive personality (PAP) predicts work perceptions (procedural justice perception, perceived supervisor support, and social integration) and work outcomes (job satisfaction, affective organizational commitment, and job performance) positively among individuals with high situational judgment effectiveness (SJE) but negatively among those with low SJE. The findings on the disordinal SJE = PAP interaction effects show that high levels of PAP may be either adaptive or maladaptive, depending on the individual's level of SJE, and these findings caution against direct interpretations of bivariate associations between PAP and work-relevant criteria. Limitations and implications of the study as well as future research directions on the study of PAP and situational judgment are discussed.
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The present study examined the moderating effect of perceived organizational support (POS) on the relationship between social skill and supervisor-rated job performance. On the basis of regulatory and activation models of behavior, the authors argue that low-POS environments activate social skill because they reflect situations in which interpersonal acuity is required to demonstrate effective job performance. ⋯ These results suggest that the relevance of social skill to job performance may be dependent on contextual cues. Implications for substantive research, strengths and limitations, and directions for future research are offered.
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The authors explored the idea that teams consisting of members who, on average, demonstrate greater mastery of relevant teamwork knowledge will demonstrate greater task proficiency and observed teamwork effectiveness. In particular, the authors posited that team members' mastery of designated teamwork knowledge predicts better team task proficiency and higher observer ratings of effective teamwork, even while controlling for team task proficiency. ⋯ The authors obtained proficiency scores on 3 different types of team tasks as well as ratings of effective teamwork from observers. The empirical model supported the authors' hypotheses.
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The relationship among job satisfaction, affective commitment, service-oriented organizational citizenship behaviors (OCBs), customer satisfaction, and customer loyalty were examined for a sample of 249 hairstylists and 1 of their corresponding customers. Employee satisfaction was positively related to service-oriented OCBs, customer satisfaction, and customer loyalty, whereas affective commitment was not related to these outcomes. The extent to which the predictor variables interacted with one another and the role of employment status on these relationships was also explored. High levels of job satisfaction or affective commitment resulted in more service-oriented OCBs for employees and self-employed workers, whereas high levels of both resulted in more service-oriented OCBs for owners.
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This study examined several consequences of applicants' expectations of organizational justice at multiple stages in a selection process. The authors assessed the justice expectations of 1,832 job applicants prior to their participation in a testing process and examined how these expectations influenced their pretest attitudes and intentions as well as their perceptions of the testing process. ⋯ Results provided some evidence that justice expectations have a moderating influence, such that justice perceptions have a greater influence on applicants' affective and cognitive states when expectations of justice are high. The theoretical and practical implications of these findings are discussed in the context of research on organizational justice and applicant perceptions.