The Journal of applied psychology
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On the basis of self-regulation theories, the authors develop an affective shift model of work engagement according to which work engagement emerges from the dynamic interplay of positive and negative affect. The affective shift model posits that negative affect is positively related to work engagement if negative affect is followed by positive affect. The authors applied experience sampling methodology to test the model. ⋯ In support of the affective shift model, negative mood and negative events experienced in the morning of a working day were positively related to work engagement in the afternoon if positive mood in the time interval between morning and afternoon was high. Individual differences in positive affectivity moderated within-person relationships. The authors discuss how work engagement can be fostered through affect regulation.
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Meta Analysis
Are you interested? A meta-analysis of relations between vocational interests and employee performance and turnover.
A common belief among researchers is that vocational interests have limited value for personnel selection. However, no comprehensive quantitative summaries of interests validity research have been conducted to substantiate claims for or against the use of interests. To help address this gap, we conducted a meta-analysis of relations between interests and employee performance and turnover using data from 74 studies and 141 independent samples. ⋯ The type of interest scale also moderated validity, such that corrected validities were larger for scales designed to assess interests relevant to a particular job or vocation (e.g., .23 for job performance) than for scales designed to assess a single, job-relevant realistic, investigative, artistic, social, enterprising, or conventional (i.e., RIASEC) interest (.10) or a basic interest (.11). Finally, validity estimates were largest when studies used multiple interests for prediction, either by using a single job or vocation focused scale (which tend to tap multiple interests) or by using a regression-weighted composite of several RIASEC or basic interest scales. Overall, the results suggest that vocational interests may hold more promise for predicting employee performance and turnover than researchers may have thought.
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When leaders interact in teams with their subordinates, they build social capital that can have positive effects on team performance. Does this social capital affect team performance because subordinates come to see the leader as charismatic? We answered this question by examining 2 models. First, we tested the charisma-to-centrality model according to which the leader's charisma facilitates the occupation of a central position in the informal advice network. ⋯ Formal leaders who were central within team advice networks were seen as charismatic by subordinates, and this charisma was associated with high team performance. To clarify how leader network centrality affected the emergence of charismatic leadership, we designed Study 2 in which, for 79 student teams, we measured leader networking activity and leader charisma at 2 different points in time and related these variables to team performance measured at a third point in time. On the basis of this temporally separated data set, we again found support for the centrality-to-charisma model.
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Updating and extending the work of O'Leary-Kelly, Martocchio, and Frink (1994), with this meta-analysis on goal setting and group performance we show that specific difficult goals yield considerably higher group performance compared with nonspecific goals (d = 0.80 ± 0.35, k = 23 effect sizes). Moderately difficult and easy goals were also associated with performance benefits relative to nonspecific goals, but these effects were smaller. The overall effect size for all group goals was d = 0.56 ± 0.19 (k = 49). ⋯ Individual goals can also promote group performance but should be used with caution in interdependent groups. Future research might explore the role of multilevel goals for group performance in more detail. The striking lack of recent field studies in organizational settings that emerged from our brief review of trends in group goal-setting research should be taken into account when designing future studies in this domain.
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Meta Analysis
The five-factor model of personality traits and organizational citizenship behaviors: a meta-analysis.
Using meta-analytic tests based on 87 statistically independent samples, we investigated the relationships between the five-factor model (FFM) of personality traits and organizational citizenship behaviors in both the aggregate and specific forms, including individual-directed, organization-directed, and change-oriented citizenship. We found that Emotional Stability, Extraversion, and Openness/Intellect have incremental validity for citizenship over and above Conscientiousness and Agreeableness, 2 well-established FFM predictors of citizenship. In addition, FFM personality traits predict citizenship over and above job satisfaction. ⋯ As a result, we found that Conscientiousness, Emotional Stability, and Extraversion have similar magnitudes of relationships with citizenship and task performance, whereas Openness and Agreeableness have stronger relationships with citizenship than with task performance. This lends some support to the idea that personality traits are (slightly) more important determinants of citizenship than of task performance. We conclude with proposed directions for future research on the relationships between FFM personality traits and specific forms of citizenship, based on the current findings.