The Journal of applied psychology
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Integrating and expanding upon the person-environment fit (PE fit) and the self-determination theory literatures, the authors hypothesized and tested a model in which the satisfaction of the psychological needs for autonomy, relatedness, and competence partially mediated the relations between different types of perceived PE fit (i.e., person-organization fit, person-group fit, and job demands-abilities fit) with employee affective organizational commitment and overall job performance. Data from 163 full-time working employees and their supervisors were collected across 3 time periods. ⋯ Further, person-organization fit and demands-abilities fit also evidenced direct effects on employee affective commitment. These results begin to explicate the processes through which different types of PE fit relate to employee attitudes and behaviors.
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Examination of the trade-off between mean performance and adverse impact has received empirical attention for single-stage selection strategies; however, research for multistage selection strategies is almost nonexistent. The authors used Monte Carlo simulation to explore the trade-off between expected mean performance and minority hiring in multistage selection strategies and to identify those strategies most effective in balancing the trade-off. ⋯ Though it was still the case that an increase in minority hiring was associated with a decrease in predicted performance for many scenarios, the current results revealed that certain multistage strategies are much more effective than others for managing the performance and adverse impact trade-offs. The current study identified several multistage strategies that are clearly more desirable than those strategies previously suggested in the literature for practitioners who seek a practical selection system that will yield a high-performing and highly representative workforce.
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This study demonstrated relations between men's perceptions of organizational justice and increased sexual harassment proclivities. Respondents reported higher likelihood to sexually harass under conditions of low interactional justice, suggesting that sexual harassment likelihood may increase as a response to perceived injustice. Moreover, the relation between justice and sexual harassment proclivities was especially marked for men low in agreeableness and high in hostile sexism. This finding is consistent with an interactionist perspective, suggesting that individual differences in hostility in general and toward women in particular affect how a person reacts to perceived unfairness.
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Two field studies tested and extended the group engagement model (Tyler & Blader, 2000, Tyler & Blader, 2003) by examining the model with regard to employee extrarole behavior. Consistent with the group engagement model's predictions, results of these studies indicate that the social identities employees form around their work groups and their organizations are strongly related to whether employees engage in extrarole behaviors. ⋯ In particular, the findings indicate that social identity mediates the effect of procedural justice judgments and economic outcomes on supervisor ratings of extrarole behavior. Overall, these studies provide compelling indication that social identity is an important determinant of behavior within work organizations and provide strong support for the application of the group engagement model in organizational settings.
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This study drew on fairness theory and affective events theory to explain why individuals' emotional labor is impacted by injustice extended toward coworkers by their customers. Pairs of participants worked side by side as customer-service representatives for a simulated organization. ⋯ Results indicated that participants' emotional labor increased both as a result of unfairness directed toward themselves as well as toward their coworkers. These effects were mediated by both discrete emotions and fairness-related counterfactual thinking and were significant even when the participants themselves had been treated fairly.