The Journal of applied psychology
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This study examined the linkage between organizational socialization tactics and person-organization (P-O) fit and examined the moderating influence of employees' proactivity behaviors. Results from a sample of 279 employee-supervisor pairs from 7 organizations in South Korea revealed a positive relationship between institutionalized socialization tactics and P-O fit perceptions. However, the association between firms' socialization tactics and P-O fit was facilitated or negated by several proactive behaviors that employees used to gain control over their environment. For example, employees' positive framing harmonized with institutional tactics to create higher P-O fit, whereas employees who proactively developed strong relationships with their supervisors essentially replaced institutionalized socialization tactics.
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The present study tested a model explaining how the core self-evaluations (i.e., positive self-regard) concept is linked to job and life satisfaction. The self-concordance model, which focuses on motives underlying goal pursuit, was used as an explanatory framework. ⋯ In both studies, the core self-evaluations concept was positively related to goal self-concordance, meaning that individuals with positive self-regard were more likely to pursue goals for intrinsic and identified (value-congruent) reasons. Furthermore, in both studies, goal self-concordance was related to satisfaction (job satisfaction in Study 1 and life satisfaction in Study 2).
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On the basis of psychological contract and social cognition theories, the authors explored the role of full-time employees' perceived job security in explaining their reactions to the use of temporary workers by using a sample of 149 full-time employees who worked with temporaries. As hypothesized, employees' perceived job security negatively related to their perceptions that temporaries pose a threat to their jobs, but it did not relate to their perceptions that temporaries are beneficial. ⋯ For those with high job security, there was a positive relationship between benefit perceptions and performance. For those with low job security, there was a negative relationship between threat perceptions and performance.
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In the present research, the authors examined the effect of procedural fairness and rewarding leadership style on an important variable for employees: self-esteem. The authors predicted that procedural fairness would positively influence people's reported self-esteem if the leader adopted a style of rewarding behavior for a job well done. Results from a scenario experiment, a laboratory experiment, and an organizational survey indeed show that procedural fairness and rewarding leadership style interacted to influence followers' self-esteem, such that the positive relationship between procedural fairness and self-esteem was more pronounced when the leadership style was high in rewarding behavior. Implications in terms of integrating the leadership and procedural fairness literature are discussed.
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Self-sacrificing behavior of the leader and the extent to which the leader is representative of the group (i.e., group prototypical) are proposed to interact to influence leadership effectiveness. The authors expected self-sacrificing leaders to be considered more effective and to be able to push subordinates to a higher performance level than non-self-sacrificing leaders, and these effects were expected to be more pronounced for less prototypical leaders than for more prototypical leaders. The results of a laboratory experiment showed that, as expected, productivity levels, effectiveness ratings, and perceived leader group-orientedness and charisma were positively affected by leader self-sacrifice, especially when leader prototypicality was low. The main results were replicated in a scenario experiment and 2 surveys.