The Journal of applied psychology
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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.
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Research shows that perceived overqualification is related to lower job attitudes and greater withdrawal behaviors but to higher supervisor ratings of performance. Drawing upon relative deprivation theory, the authors proposed and tested empowerment as a moderator of the relationship between perceived overqualification and job satisfaction, intentions to remain, voluntary turnover, and objective sales performance to examine if negative outcomes could be lessened while stimulating even higher performance. Hierarchical linear modeling results from a sample of 244 sales associates working in 25 stores of a Turkish retail chain show that empowerment ameliorated the negative effects of perceived overqualification on job satisfaction, intentions to remain, and voluntary turnover. Empowerment did not affect the positive relationship between perceived overqualification and objective sales performance.
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Noting the presumed tradeoff between diversity and performance goals in contemporary selection practice, the authors elaborate on recruiting-based methods for avoiding adverse impact while maintaining aggregate individual productivity. To extend earlier work on the primacy of applicant pool characteristics for resolving adverse impact, they illustrate the advantages of simultaneous cognitive ability- and personality-based recruiting. ⋯ For realistic recruiting effect sizes, this type of recruiting strategy greatly increases average performance of hires and percentage of hires from the underrepresented group. Further results from a policy-capturing study provide initial guidance on how features of organizational image can attract applicants with particular job-related personalities and abilities, in addition to attracting applicants on the basis of demographic background.
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The present research provides new insights into the relationship between general mental ability (GMA) and adaptive performance by applying a discontinuous growth modeling framework to a study of unforeseen change on a complex decision-making task. The proposed framework provides a way to distinguish 2 types of adaptation (transition adaptation and reacquisition adaptation) from 2 common performance components (skill acquisition and basal task performance). ⋯ Analyses revealed that GMA was negatively related to transition adaptation and found no evidence for a relationship between GMA and reacquisition adaptation. The results are integrated within the context of adaptability research, and implications of using the described discontinuous growth modeling framework to study adaptability are discussed.
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Organizational justice research traditionally focuses on the unique predictability of different types of justice (distributive, procedural, and interactional) and the relative importance of these types of justice on outcome variables. Recently, researchers have suggested shifting from this focus on specific types of justice to a consideration of overall justice. The authors hypothesize that overall justice judgments mediate the relationship between specific justice facets and outcomes. ⋯ Study 1 demonstrates that overall justice judgments mediate the relationship between specific justice judgments and employee attitudes. Study 2 demonstrates the mediating relationship holds for supervisor ratings of employee behavior. Implications for research on organizational justice are discussed.