The Journal of applied psychology
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Historical Article
Reflections on the Journal of Applied Psychology for 1989 to 1994: Changes in major research themes and practices over 25 years.
Informal observations concerning journal content indicates that research investigating organizational behavior topics, including work on the structure of groups and determinants and consequences of group process along with the role of leadership in groups, has increased. Some topics have disappeared (e.g., job analysis, human factors, union-related work, consumer behavior) and others are declining (e.g., research methods, psychometrics). ⋯ Publishing some of this material in supplementary online materials is now current practice in the Journal of Applied Psychology. Concerns about use of journal space may also be entirely moot, if electronic publishing as opposed to print publishing becomes the norm. (PsycINFO Database Record
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Historical Article
Reflections on the Journal of Applied Psychology for 2003 to 2008.
The topic and theme content of the articles published during my term as editor of the Journal of Applied Psychology (2003-2008) are presented and discussed. The analysis of the content and trends is discussed in the context of attempts by my editorial team to influence what content was to be considered for publication as well as to engage in special efforts to generate more "theory" as well as alternative methodological approaches (e.g., qualitative data, content analysis, and the like) into the journal. The bigger issue for the perspective is whether the editorial team can influence what is published (yes) as opposed to what is researched (unlikely). The bottom line of the analysis is a call for future research that takes an interdisciplinary or multidisciplinary approach to the study of applied problems in a work setting. (PsycINFO Database Record
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Customer service employees tend to react negatively to customer incivility by demonstrating incivility in return, thereby likely reducing customer service quality. Research, however, has yet to uncover precisely what customers do that results in employee incivility. Through transcript and computerized text analysis in a multilevel, multisource, mixed-method field study of customer service events (N = 434 events), we found that employee incivility can occur as a function of customer (a) aggressive words, (b) second-person pronoun use (e.g., you, your), (c) interruptions, and (d) positive emotion words. ⋯ Third, this 2-way interaction predicting employee incivility was attenuated when customers used positive emotion words. Our results support a resource-based explanation, suggesting that customer verbal aggression consumes employee resources potentially leading to self-regulation failure, whereas positive emotion words from customers can help replenish employee resources that support self-regulation. The present study highlights the advantages of examining what occurs within customer-employee interactions to gain insight into employee reactions to customer incivility. (PsycINFO Database Record
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This study examines why and when employees might respond to job insecurity by engaging in workplace deviance and developing intentions to leave-2 activities that are costly for organizations. Drawing on social exchange theory and the theory of moral disengagement, we propose that job insecurity increases workplace deviance and intentions to leave by encouraging employees to morally disengage. ⋯ Two time-lagged studies of Chinese workers provide support for the hypothesized 1st-stage moderated mediation model. Specifically, the indirect effect of job insecurity on organizational and interpersonal deviance and intentions to leave via moral disengagement was positive and significant when individuals had more employment opportunities or when LMX was lower but not when they had fewer employment opportunities or when LMX was higher. (PsycINFO Database Record
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The present study was designed to produce novel theoretical insight regarding how leader humility and team member characteristics foster the conditions that promote shared leadership and when shared leadership relates to team effectiveness. Drawing on social information processing theory and adaptive leadership theory, we propose that leader humility facilitates shared leadership by promoting leadership-claiming and leadership-granting interactions among team members. ⋯ Using a sample composed of 62 Taiwanese professional work teams, we find support for our proposed hypothesized model. The theoretical and practical implications of these results for team leadership, humility, team composition, and shared leadership are discussed. (PsycINFO Database Record