The Journal of applied psychology
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Past studies of the determinants of interpersonal trust have focused primarily on how trust forms in isolated dyads. Yet within organizations, trust typically develops between individuals who are embedded in a complex web of existing and potential relationships. ⋯ The authors hypothesized that network closure and structural equivalence would predict interpersonal trust indirectly via their impact on interpersonal organizational citizenship behaviors performed within the interpersonal relationship, whereas trust transferability would predict trust directly. Social network analyses of data gathered from a medium-sized work organization provide substantial support for the hypotheses and also suggest important directions for future research.
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The authors measured perceptions of safety climate, motivation, and behavior at 2 time points and linked them to prior and subsequent levels of accidents over a 5-year period. A series of analyses examined the effects of top-down and bottom-up processes operating simultaneously over time. ⋯ In terms of bottom-up effects, improvements in the average level of safety behavior within groups were associated with a subsequent reduction in accidents at the group level. The results contribute to an understanding of the factors influencing workplace safety and the levels and lags at which these effects operate.
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Using affective events theory to integrate multifoci justice and emotional labor (EL), this lab study examined the effects of customer interactional justice on EL perceived by both the self and others. Participants played the role of customer-service representatives in a workplace simulation and were exposed to either interactionally fair or unfair customers. ⋯ The above link was partially mediated by anger. Our findings suggest that customers are a viable source of justice, and customer behavior impacts the effort required of service workers to adhere to organizationally sanctioned emotional display rules.
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The authors conducted a field study to investigate the relationship between socialized charismatic leadership and deviance in work groups. Because socialized charismatic leaders are thought to play an ethical leadership role, the authors hypothesized that the socialized charismatic leadership style would be associated with reduced deviance in the leader's work group. ⋯ The results were partially supportive of the values congruence mediating hypothesis. Implications for future research and for management are discussed.