The Journal of applied psychology
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Multicenter Study
Perceptions of organizational politics as a moderator of the relationship between conscientiousness and job performance.
Meta-analytic studies of the relationships between the five-factor model of personality constructs and job performance indicate that conscientiousness has been the most consistent predictor. Recent research has sought to identify situational factors that may explain additional variance beyond what has been reported by simple bivariate relationships. ⋯ Data collected from 234 male and 579 female workers in 4 organizations indicated that conscientiousness was related to job performance among workers perceiving average to high levels of organizational politics but unrelated to performance among workers perceiving low levels of organizational politics. Moreover, perceptions of organizational politics were negatively related to job performance only among workers of average to low levels of conscientiousness.
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Clinical Trial
"I knew we would win": hindsight bias for favorable and unfavorable team decision outcomes.
This study examined hindsight bias for team decisions in a competitive setting in which groups attempted to outperform each other. It was anticipated that, because of self-serving mechanisms, individuals would show hindsight bias only when decision outcomes allowed them to take credit for their own team's success or to downgrade another team for being unsuccessful. ⋯ When outcomes were unfavorable individuals evaluating their own team did not show hindsight bias, but those evaluating another team did. Discussion focuses on implications of hindsight bias in team decision-making settings.
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Intraindividual change over time is the essence of the change phenomenon hypothesized to occur in the individual newcomer adaptation process. Many important adaptation questions cannot be answered without an adequate conceptualization and assessment of intraindividual change. Using a latent growth modeling approach to data collected from 146 doctoral program newcomers over 4 repeated measurements spaced at 1-month intervals, the authors explicitly modeled interindividual differences in intraindividual changes in newcomer proactivities (information seeking, relationship building) and proximal adaptation outcomes (task mastery, role clarity, social integration) during organizational entry. Results indicated that changes in proactivity may be related to newcomer characteristics and adaptation outcomes in interesting ways that have not been previously examined.
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Task conflict is usually associated with effective decisions, and relationship conflict is associated with poor decisions. The 2 conflict types are typically correlated in ongoing groups, however, which creates a prescriptive dilemma. Three explanations might account for this relationship--misattribution of task conflict as relationship conflict, harsh task conflict tactics triggering relationship conflict, and misattribution of relationship conflict as task conflict. ⋯ This result supports the "misattribution of task conflict" explanation. The authors also found a weak effect that is consistent with the argument that tactical choices drive the association between the 2 conflict types. We infer that trust is a key to gaining the benefits of task conflict without suffering the costs of relationship conflict.
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Comparative Study
Applicant reactions to test score banding in entry-level and promotional contexts.
This series of field studies used a fairness framework to investigate applicant reactions to test score banding in 3 police selection contexts. Studies 1 (N = 85) and 2 (N = 369) involved applicants for entry-level positions, and Study 3 (N = 39) involved applicants for promotion. ⋯ Reactions were also related to applicants' perceived outcomes as a result of banding. Results are explained in terms of self-interest and suggest that reactions to banding are largely a function of the association of banding with affirmative action.