The Journal of applied psychology
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This experimental study investigated the mechanisms by which learner control influences learning in an e-learning environment. The authors hypothesized that learner control would enhance learning indirectly through its effect on trainee reactions and learner engagement (in particular, off-task attention), such that learners who were more satisfied with the training and devoted more cognitive resources toward the instructional content versus off-task thoughts would possess greater posttraining knowledge. The study also examined the role of individual differences (training motivation and goal orientation) in the prediction of these 2 mediating variables. ⋯ The individual difference variables had a differential impact on the mediating variables. In particular, performance orientation was linked to off-task attention, whereas mastery orientation was found to indirectly influence satisfaction via its direct effect on training motivation. Implications for the design and further study of e-learning are discussed.
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Using meta-analytic path analysis, the authors tested several structural models linking agreeableness and conscientiousness to organizational citizenship behavior (OCB). Results showed that the 2 personality traits had both direct effects and indirect effects-through job satisfaction-on overall OCB. ⋯ Finally, the path analyses predicting OCB-I and OCB-O offered further support for the general hypothesis that these 2 constructs are distinct. That is, the results of these analyses revealed that agreeableness had both direct and indirect effects on OCB-I but only indirect effects on OCB-O, and that for conscientiousness the pattern of direct and indirect effects was exactly opposite (direct and indirect effects on OCB-O but only indirect effects on OCB-I).
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In this article, the authors develop the self-concern and other-orientation as moderators hypothesis. The authors argue that many theories on work behavior assume humans to be either self-interested or to be social in nature with strong other-orientation but that this assumption is empirically invalid and may lead to overly narrow models of work behavior. ⋯ Three studies involving 4 samples of employees from a variety of organizations support these propositions. Implications are discussed for theory on work behavior and interventions geared toward job enrichment and team-based working.
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Researchers have discovered inconsistent relationships between prosocial motives and citizenship behaviors. We draw on impression management theory to propose that impression management motives strengthen the association between prosocial motives and affiliative citizenship by encouraging employees to express citizenship in ways that both "do good" and "look good." We report 2 studies that examine the interactions of prosocial and impression management motives as predictors of affiliative citizenship using multisource data from 2 different field samples. ⋯ Study 2 also shows that only prosocial motives predict voice-a challenging citizenship behavior. Our results suggest that employees who are both good soldiers and good actors are most likely to emerge as good citizens in promoting the status quo.
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This study examined the moderating role of personality traits in the relationship between leader behavior and burnout. In two samples, employees (N = 91; N = 190) filled out the Maslach Burnout Inventory-General Survey and rated their leader's autocratic and charismatic leader behavior and their own neuroticism and internal work locus of control. As expected, neuroticism and internal work locus of control moderated the relationship between leader behavior and burnout. ⋯ The relationship between autocratic leadership and burnout was positive for neurotic individuals, whereas for emotionally stable individuals this relationship weakened. These results were consistent across two independent samples: one with individual employee ratings of manager's leadership styles and the other with aggregate ratings of manager's leadership styles among employees in diverse organizations. Thus, although charismatic and autocratic leader behavior may respectively act to hinder or enhance overload and stress, the relationship between these leadership styles and burnout differs for followers with different traits.