The Journal of applied psychology
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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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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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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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Multicenter Study
Self-other agreement in job performance ratings: a meta-analytic test of a process model.
This meta-analysis explores agreement in self- and supervisory ratings of job performance (k = 128 independent samples). It suggests a 3-stage model of the rating process and reviews the empirical evidence for the relevance of each of these 3 stages to an understanding of agreement in ratings. The proposed 3-stage model serves as the guiding rationale for the examination of an extensive set of variables that moderate rater agreement. ⋯ Position characteristics and the use of nonjudgmental performance indicators were the main moderators. Leniency in self-ratings is indicated by higher mean levels of self-ratings compared with supervisory ratings. Within Western samples, performance self-ratings showed leniency (d = 0.32, Delta = .49; k = 89; n = 35,417) dependent on contextual features, scale format, and scale content.
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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.