The Journal of applied psychology
-
The consideration of minority opinions when making team decisions is an important factor that contributes to team effectiveness. A multilevel model of minority opinion influence in decision-making teams is developed to address the conditions that relate to adequate consideration of minority opinions. ⋯ Team discussion, in turn, relates to minority influence, greater decision quality, and team satisfaction. Implications for managing decision-making teams in organizations are discussed.
-
The authors of this study examined the relation between job demands and psychological detachment from work during off-job time (i.e., mentally switching off) with psychological well-being and work engagement. They hypothesized that high job demands and low levels of psychological detachment predict poor well-being and low work engagement. ⋯ Psychological detachment from work during off-job time predicted emotional exhaustion and buffered the relation between job demands and an increase in psychosomatic complaints and between job demands and a decrease in work engagement. The findings of this study suggest that psychological detachment from work during off-job time is an important factor that helps to protect employee well-being and work engagement.
-
The moral perspective of justice proposes that when confronted by another person's mistreatment, third parties can experience a deontic response, that is, an evolutionary-based emotional reaction that motivates them to engage in retribution toward the transgressor. In this article, we tested whether the third party's deontic reaction is less strong when a rational (vs. experiential) processing frame is primed. ⋯ Third parties high in moral identity, however, were less affected by the framing; they reported a high retribution response regardless of processing frame. Theoretical and practical implications of these findings are discussed.
-
The authors draw on resource allocation theory (Kanfer & Ackerman, 1989) to develop hypotheses regarding the conditions under which collective learning and performance orientation have interactive effects and the nature of those effects on teams' ability to adapt to a sudden and dramatic change in workload. Consistent with the theory, results of a laboratory study in which teams worked on a computerized, decision-making task over 3 performance trials revealed that learning and performance orientation had independent effects on team adaptability when teams had slack resources available for managing their changed task. ⋯ Results also revealed that learning and performance orientation had interactive effects when teams did not have slack resources. Finally, the results of this study indicate that teams lacking slack resources were better able to balance high levels of learning and performance orientation over time with practice on the changed task.
-
Taking an approach integrating principles of leader-member exchange (LMX) differentiation with social comparison theory, we contend that subjective ratings by individuals of their LMX compared to the LMXs of coworkers (labeled LMX social comparison, or LMXSC) explain unique and meaningful variance in outcomes beyond LMX and the actual standing of those individuals in the LMX distribution, referred to as relative LMX, or RLMX. Our findings demonstrate that employees' perceptions of LMXSC are positively related beyond the effects of LMX and RLMX to job performance and citizenship behaviors. Further, we argue that LMXSC mediates the RLMX→outcomes relationships. Analyses showed that, in a sample of 254 employees nested in 50 work groups, a significant part of the effects of RLMX on job performance and citizenship behaviors was mediated through LMXSC after controlling for LMX.