The Journal of applied psychology
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Information sharing is a central process through which team members collectively utilize their available informational resources. The authors used meta-analysis to synthesize extant research on team information sharing. Meta-analytic results from 72 independent studies (total groups = 4,795; total N = 17,279) demonstrate the importance of information sharing to team performance, cohesion, decision satisfaction, and knowledge integration. ⋯ The information sharing-team performance relationship was moderated by the representation of information sharing (as uniqueness or openness), performance criteria, task type, and discussion structure by uniqueness (a 3-way interaction). Three factors affecting team information processing were found to enhance team information sharing: task demonstrability, discussion structure, and cooperation. Three factors representing decreasing degrees of member redundancy were found to detract from team information sharing: information distribution, informational interdependence, and member heterogeneity.
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Although negotiation experiences can affect a negotiator's ensuing attitudes and behavior, little is known about their long-term consequences. Using a longitudinal survey design, the authors tested the degree to which economic and subjective value achieved in job offer negotiations predicts employees' subsequent job attitudes and intentions concerning turnover. ⋯ Surprisingly, the economic outcomes that negotiators achieved had no apparent effects on these factors. Implications, limitations, and future directions are discussed.
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Clinical and health psychology research has shown that expressive writing interventions-expressing one's experience through writing-can have physical and psychological benefits for individuals dealing with traumatic experiences. In the present study, the authors examined whether these benefits generalize to experiences of workplace injustice. ⋯ Post-intervention, participants in the emotions and thoughts condition reported higher psychological well-being, fewer intentions to retaliate, and higher levels of personal resolution than did participants in the other conditions. Participants in the emotions and thoughts condition also reported less anger than did participants who wrote only about their emotions.
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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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In a field study, the authors investigated the relationship between socialized charismatic leadership and values congruence between leaders and followers. Socialized charismatic leadership theory holds that charismatic leaders convey a values-based message and bring about values congruence between themselves and their followers. Yet, other research suggests that individuals' values are stable and closely linked to occupational membership and that employees' values are therefore likely to be quite difficult to change. ⋯ The results also demonstrate that, for 3 of the 4 values studied, socialized charismatic leadership is associated with values congruence between the specific values leaders say they transmit to their followers and the values their followers say they use in work. The findings shed additional light on the values alignment process. Implications for research and practice are discussed.