The Journal of applied psychology
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This research used resource allocation theory to generate predictions regarding dynamic relationships between self-efficacy and task performance from 2 levels of analysis and specificity. Participants were given multiple trials of practice on an air traffic control task. Measures of task-specific self-efficacy and performance were taken at repeated intervals. ⋯ On the other hand, average levels of task-specific self-efficacy were positively related to performance at the between-persons level and mediated the effect of general self-efficacy. The key findings from this research relate to dynamic effects--these results show that self-efficacy effects can change over time, but it depends on the level of analysis and specificity at which self-efficacy is conceptualized. These novel findings emphasize the importance of conceptualizing self-efficacy within a multilevel and multispecificity framework and make a significant contribution to understanding the way this construct relates to task performance.
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Recent reviews of the training literature have advocated directly manipulating self-efficacy in an attempt to improve the motivation of trainees. However, self-regulation theories conceive of motivation as a function of various goal processes, and assert that the effect of self-efficacy should depend on the process involved. ⋯ To examine this issue, 63 undergraduate students completed a series of questionnaires measuring self-efficacy and motivation before 5 class exams. Self-efficacy was negatively related to motivation and exam performance at the within-person level of analysis, despite a significant positive relation with performance at the between-persons level.
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This study focuses on factors that contribute to abusive supervision, one form of nonphysical aggression, and the results of such abuse on subordinates and their family members. Using a "kick the dog" metaphor (As Marcus-Newhall, Pedersen, Carlson, and Miller (2000) state, this is a "commonly used anecdote to illustrate displaced aggression. . .a man is berated by his boss but does not retaliate because he fears losing his job. ⋯ In turn, the authors hypothesized that abused subordinates' family members would report sustained negative affect and negative evaluations directed toward them in the home. The hypotheses were supported.
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Few organizational change studies identify the aspects of change that are salient to individuals and that influence well-being. The authors identified three distinct change characteristics: the frequency, impact and planning of change. R. ⋯ Folkman's (1984) cognitive phenomenological model of stress and coping was used to propose ways that these change characteristics influence individuals' appraisal of the uncertainty associated with change, and, ultimately, job satisfaction and turnover intentions. Results of a repeated cross-sectional study that collected individuals' perceptions of change one month prior to employee attitudes in consecutive years indicated that while the three change perceptions were moderately to strongly intercorrelated, the change perceptions displayed differential relationships with outcomes. Discussion focuses on the importance of systematically considering individuals' subjective experience of change.
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Among adult employees, interpersonal injustice and abusive supervision predict aggression toward supervisors at work. The aim of this study was to assess whether similar relationships exist among teenage employees and, further, whether teenagers' reasons for working moderate these relationships. ⋯ These findings contribute to the understanding of workplace aggression by demonstrating that (a) teenagers engage in this workplace behavior, (b) the predictors are similar to those of adult aggression, and (c) reasons for working play a moderating role among this particular cohort. The possible long-term consequences of teenagers' use of aggression at work are discussed.