The Journal of applied psychology
-
This study focuses on factors that contribute to abusive supervision, one form of nonphysical aggression, and the results of such abuse on subordinates and their family members. Using a "kick the dog" metaphor (As Marcus-Newhall, Pedersen, Carlson, and Miller (2000) state, this is a "commonly used anecdote to illustrate displaced aggression. . .a man is berated by his boss but does not retaliate because he fears losing his job. ⋯ In turn, the authors hypothesized that abused subordinates' family members would report sustained negative affect and negative evaluations directed toward them in the home. The hypotheses were supported.
-
Few organizational change studies identify the aspects of change that are salient to individuals and that influence well-being. The authors identified three distinct change characteristics: the frequency, impact and planning of change. R. ⋯ Folkman's (1984) cognitive phenomenological model of stress and coping was used to propose ways that these change characteristics influence individuals' appraisal of the uncertainty associated with change, and, ultimately, job satisfaction and turnover intentions. Results of a repeated cross-sectional study that collected individuals' perceptions of change one month prior to employee attitudes in consecutive years indicated that while the three change perceptions were moderately to strongly intercorrelated, the change perceptions displayed differential relationships with outcomes. Discussion focuses on the importance of systematically considering individuals' subjective experience of change.
-
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.
-
The field of business ethics is entrenched in a cognitive approach that portrays the ethical decision-making process as a completely deliberate and reasoned exercise. In light of growing concerns about the veracity of this approach, I build upon current knowledge of how the brain functions to present a neurocognitive model of ethical decision making. The model suggests that ethical decision making involves 2 interrelated yet functionally distinct cycles, a reflexive pattern matching cycle and a higher order conscious reasoning cycle, and thereby describes not only reasoned analysis, but also the intuitive and retrospective aspects of ethical decision making. The model sparks research in new areas, holds significant implications for the study of ethical decision making, and provides suggestions for improving ethical behavior in organizations.
-
The authors measured perceptions of safety climate, motivation, and behavior at 2 time points and linked them to prior and subsequent levels of accidents over a 5-year period. A series of analyses examined the effects of top-down and bottom-up processes operating simultaneously over time. ⋯ In terms of bottom-up effects, improvements in the average level of safety behavior within groups were associated with a subsequent reduction in accidents at the group level. The results contribute to an understanding of the factors influencing workplace safety and the levels and lags at which these effects operate.