The Journal of applied psychology
-
Randomized Controlled Trial
When do fair procedures not matter? A test of the identity violation effect.
Considerable research has demonstrated that fair procedures help improve reactions to decisions, a phenomenon known as the fair process effect. However, in the present research, the authors identify when and why objectively fair procedures (i.e., receiving voice) may not always improve justice perceptions. Findings from 2 studies (Ns = 108 and 277) yield support for the proposed identity violation effect, which posits that when an outcome violates a central aspect of one's self (i.e., personal and/or social identity), objectively fair procedures do not improve procedural and distributive justice perceptions. Further, consistent with the motivated reasoning hypothesis, the Voice x Identity Violation interaction on justice perceptions was mediated by participants' tendency to find a procedural flaw--namely, to doubt that opinions were considered before making the decision. (PsycINFO Database Record (c) 2009 APA, all rights reserved).
-
Randomized Controlled Trial
Effects of customization on application decisions and applicant pool characteristics in a web-based recruitment context.
The authors examined 2 forms of customization in a Web-based recruitment context. Hypotheses were tested in a controlled study in which participants viewed multiple Web-based job postings that each included information about multiple fit categories. Results indicated that customization of information regarding person-organization (PO), needs-supplies, and demands-abilities (DA) fit (fit information customization) and customization of the order in which these fit categories were presented (configural customization) had differential effects on outcomes. Specifically, (a) applicant pool PO and DA fit were greater when fit information customization was provided, (b) applicant pool fit in high- versus low-relevance fit categories was better differentiated when configural customization was provided, and (c) overall application rates were lower when either or both forms of customization were provided. (PsycINFO Database Record (c) 2009 APA, all rights reserved).
-
Previous research has reported effects of networking, defined as building, maintaining, and using relationships, on career success. However, empirical studies have relied exclusively on concurrent or retrospective designs that rest upon strong assumptions about the causal direction of this relation and depict a static snapshot of the relation at a given point in time. This study provides a dynamic perspective on the effects of networking on career success and reports results of a longitudinal study. ⋯ Multilevel analyses showed that networking is related to concurrent salary and that it is related to the growth rate of salary over time. Networking is also related to concurrent career satisfaction. As satisfaction remained stable over time, no effects of networking on the growth of career satisfaction were found. (PsycINFO Database Record (c) 2009 APA, all rights reserved).
-
In 2 studies, the authors investigated the popularity of employees at work. They tested a model that positioned personality in the form of core self-evaluations and situational position in the form of communication network centrality as antecedents of popularity and interpersonal citizenship and counterproductive work behaviors received from coworkers as outcomes of popularity. Data from 116 employees and 383 coworkers in Study 1 and 139 employees, their significant others, and 808 coworkers in Study 2 generally supported the model. Core self-evaluations and communication network centrality were positively related to popularity, and popular employees reported receiving more citizenship behaviors and fewer counterproductive work behaviors from their coworkers than less popular employees, even controlling for interpersonal liking. (PsycINFO Database Record (c) 2009 APA, all rights reserved).
-
Although numerous models of team performance have been articulated over the past 20 years, these models have primarily focused on the individual attribute approach to team composition. The authors utilized a role composition approach, which investigates how the characteristics of a set of role holders impact team effectiveness, to develop a theory of the strategic core of teams. Their theory suggests that certain team roles are most important for team performance and that the characteristics of the role holders in the "core" of the team are more important for overall team performance. ⋯ Results demonstrate that although high levels of experience and job-related skill are important predictors of team performance, the relationships between these constructs and team performance are significantly stronger when the characteristics are possessed by core role holders (as opposed to non-core role holders). Further, teams that invest more of their financial resources in these core roles are able to leverage such investments into significantly improved performance. These results have implications for team composition models, as they suggest a new method for considering individual contributions to a team's success that shifts the focus onto core roles. (PsycINFO Database Record (c) 2009 APA, all rights reserved).