The Journal of applied psychology
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This endeavor provides a multidisciplinary, multilevel, and multiphasic conceptualization of team adaptation with theoretical roots in the cognitive, human factors, and industrial-organizational psychology literature. Team adaptation and the emergent nature of adaptive team performance are defined from a multilevel, theoretical standpoint. ⋯ The cross-level mixed-determinants model highlights team adaptation in a nomological network of lawful relations. Testable propositions, practical implications, and directions for further research in this area are also advanced.
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Although there are thousands of studies investigating work and job design, existing measures are incomplete. In an effort to address this gap, the authors reviewed the work design literature, identified and integrated previously described work characteristics, and developed a measure to tap those work characteristics. The resultant Work Design Questionnaire (WDQ) was validated with 540 incumbents holding 243 distinct jobs and demonstrated excellent reliability and convergent and discriminant validity. ⋯ Finally, the results showed that social support incrementally predicted satisfaction beyond motivational work characteristics but was not related to increased training and compensation requirements. These results provide new insight into how to avoid the trade-offs commonly observed in work design research. Taken together, the WDQ appears to hold promise as a general measure of work characteristics that can be used by scholars and practitioners to conduct basic research on the nature of work or to design and redesign jobs in organizations.
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The authors respond to C. K. W. ⋯ They maintain that De Dreu misinterprets their definitions and the psychological processes they addressed and thus raises a number of issues that are not relevant to their model. Meglino and Korsgaard's model focuses on the distinction between rational self-interest and other orientation, whereas the approach taken by De Dreu focuses on the distinction between rational self-interest and collective rationality. In this response, the authors clarify this distinction, address discrepancies between these two approaches, consider the effect of goals and rationality on other orientated behavior, and suggest directions for future research.
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Among adult employees, interpersonal injustice and abusive supervision predict aggression toward supervisors at work. The aim of this study was to assess whether similar relationships exist among teenage employees and, further, whether teenagers' reasons for working moderate these relationships. ⋯ These findings contribute to the understanding of workplace aggression by demonstrating that (a) teenagers engage in this workplace behavior, (b) the predictors are similar to those of adult aggression, and (c) reasons for working play a moderating role among this particular cohort. The possible long-term consequences of teenagers' use of aggression at work are discussed.
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This research used resource allocation theory to generate predictions regarding dynamic relationships between self-efficacy and task performance from 2 levels of analysis and specificity. Participants were given multiple trials of practice on an air traffic control task. Measures of task-specific self-efficacy and performance were taken at repeated intervals. ⋯ On the other hand, average levels of task-specific self-efficacy were positively related to performance at the between-persons level and mediated the effect of general self-efficacy. The key findings from this research relate to dynamic effects--these results show that self-efficacy effects can change over time, but it depends on the level of analysis and specificity at which self-efficacy is conceptualized. These novel findings emphasize the importance of conceptualizing self-efficacy within a multilevel and multispecificity framework and make a significant contribution to understanding the way this construct relates to task performance.