The Journal of applied psychology
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Building on fairness heuristic theory, fairness theory, and trust development models, we argue that unfairly enacted procedures decrease followers' trust in the authority particularly when authorities have high power over their followers. Moreover, we expected trust to mediate procedural fairness effects on followers' attitudes (authorities' legitimacy and charisma attributed to authorities) and organizational citizenship behavior. ⋯ The results of a single- and multisource field study and a laboratory experiment supported these predictions. These studies support the role of authority power as a theoretically and practically relevant moderator of procedural fairness effects and show that its effectiveness is explained through trust in authorities.
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Based on emotional contagion theory and the value-profit chain literatures, the present study posits a number of hypotheses that show how managers in the small store, small number of employees retail context may affect store employees, customers, and potentially store performance. With data from 306 store managers, 1,615 store customer-contact employees, and 57,656 customers of a single retail chain, the authors examined relationships among store manager job satisfaction and job performance, store customer-contact employee job satisfaction and job performance, customer satisfaction with the retailer, and a customer-spending-based store performance metric (customer spending growth over a 2-year period). Via path analysis, several hypothesized direct and interaction relations among these constructs are supported. The results suggest implications for academic researchers and retail managers.
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We examined the proposition that employees' work-flow centrality (i.e., the extent to which they are critical to the task-related interaction networks of their work groups) enhances their personal influence within their work groups and, therefore, motivates them to engage in voice behaviors. In support of this proposition, in a study of 184 bank employees nested within 42 work groups, we found that employees' work-flow centrality was positively related to voice behaviors, with their personal influence mediating this relationship. Further, work-flow centrality was more strongly related to personal influence when employees had higher task performance, and personal influence was more strongly related to voice behaviors when employees had higher levels of work-group identification. Implications for theory and practice are discussed.
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Recent research (e.g., Vancouver & Kendall, 2006; Vancouver, Thompson, Tischner, & Putka, 2002; Vancouver, Thompson, & Williams, 2001) has challenged the conventional view of self-efficacy as a positive influence on performance, finding a negative within-person relationship between self-efficacy and performance. In the current study, performance ambiguity is examined as a potential boundary condition for this negative self-efficacy effect. ⋯ Additionally, the study evaluates key mediating processes underlying the relationship between self-efficacy and performance, finding support for the role of performance perceptions and effort allocation. The results of this study help to establish the scope of the phenomenon and suggest potential means of inhibiting the negative self-efficacy effects.
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Two divergent ideas explain the relationship between performance and voluntary turnover. One suggests that higher performing employees, who are rewarded for their superior work product, will desire to remain with an organization that values their performance and will, consequently, be less likely than lower performing employees to voluntarily leave. ⋯ The current study evaluated the behaviors and attitudes of 12,545 insurance employees over a 3-year period to examine how these 2 divergent expectations influence the performance-voluntary turnover relationship. Results show that both pay growth and the relevant unemployment rate interact with performance to influence the performance-voluntary turnover relationship and that they work independently of employee job satisfaction influences.