The Journal of applied psychology
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Research has shown that gender role prescriptions can bias reactions to men's and women's work behaviors. The current work draws upon this idea and extends it to consider violations of procedural and interactional justice rules. ⋯ Findings also indicate that interactional justice violations (e.g., being impolite, not caring about the well-being of subordinates), but not procedural justice violations, are deemed less acceptable for female managers than male managers (Study 3). Overall, the findings suggest that reactions to injustice can be influenced by expectations of how men and women should behave. (PsycINFO Database Record
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Past research suggests that individuals oriented toward high-context communication are less likely than are others to voice (i.e., speak up) at work. In the current article, we rely on high-/low-context theory to explore potential boundary conditions of this relationship. ⋯ Results of Study 1 showed that, as hypothesized, leader-member exchange (LMX) moderated the relationship between contextual communication orientation and promotive voice, such that the relationship was negative when LMX was low but not significant when high. The interaction was not significant in predicting prohibitive voice in Study 1 or in predicting either voice type in Study 2. (PsycINFO Database Record
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We present the first major test of proximal withdrawal states theory (PWST; Hom, Mitchell, Lee, & Griffeth, 2012). In addition, we develop and test new ideas to demonstrate how PWST improves our understanding and prediction of employee turnover. ⋯ More important, we show that for those experiencing low control over their preference for leaving or staying (i.e., reluctant stayers and leavers), traditional variables such as job satisfaction, job embeddedness, and intent to leave are poor predictors of their turnover behavior. We further demonstrate that focusing on enthusiastic stayers and leavers can significantly enhance the accuracy of job satisfaction, job embeddedness, and intent to leave for predicting actual employee turnover. (PsycINFO Database Record
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Organizational newcomers are unfamiliar with many aspects of their workplace and look for information to help them reduce uncertainty and better understand their new environment. One aspect critical to newcomers is the disposition of their supervisor-the person who arguably can impact the newcomer's career the most. To form an impression of their new supervisor, newcomers look to social cues from coworkers who have interpersonal contact with the supervisor. ⋯ Our findings suggest that newcomers are unique in that they are motivated to learn about their new supervisor, and are prone to ignore those unsavory aspects and infer something positive about a supervisor targeted with ingratiation. Our findings also suggest that this effect can be weakened based on the supervisor's response. In other words, newcomers rely less on evidence from a coworker's ingratiation in the presence of direct behaviors from the supervisor. (PsycINFO Database Record