The Journal of applied psychology
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How do relationships among newcomers in the same cohort impact how quickly they develop clear understandings of their new roles and, ultimately, key socialization outcomes? We study newcomers' relationships with cohort members in the same unit (i.e., intra-unit relationships) and those in different units (i.e., inter-unit relationships). While organizations invest substantial time and resources in promoting broad networking among newcomers, we offer a theoretical and empirical account of how too many connections among fellow newcomers early in the socialization process can slow their adjustment-namely, their growth in role clarity. ⋯ Growth in role clarity positively related to subsequent newcomers' job satisfaction and job performance, which were then negatively related to turnover. Study 2's results indicated that sensemaking with fellow newcomers operated as a key mechanism linking the nonlinear relationships between intra-unit newcomer-newcomer relationships and growth in role clarity. (PsycInfo Database Record (c) 2021 APA, all rights reserved).
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Laws in many countries mandate paying men and women equally when in similar jobs. Such laws, coupled with considerable organizational efforts, lead some scholars to contend that within-job pay inequality is no longer a source of the gender pay gap. We argue important differences in a widely used form of pay heretofore overlooked in existing studies-equity-based awards (i.e., pay where the value is tied to the employing organization's stock, such as stock and stock options)-may cause underestimation of gender-based within-job pay inequality. ⋯ Using a multimethod study with novel data from two technology organizations, archival data from publicly traded firms, and experimental data, we find consistent support for our hypotheses. Taken together, our results suggest that using equity-based awards as a means to retain employees, and the rationale and processes associated with distributing such pay, can result in gender-based within-job inequality. Thus, our study sheds light on a previously overlooked form of inequality in the workplace while offering implications for both theory and practice. (PsycInfo Database Record (c) 2021 APA, all rights reserved).
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Despite the ubiquity of gossip in the workplace, the management literature offers a limited understanding of its consequences for gossip senders. To understand whether gossiping is beneficial or detrimental for the gossip sender, it is necessary to consider the perspective of gossip recipients and their response to gossip. We develop a typology of gossip that characterizes archetypal patterns of interpreting gossip. ⋯ At the episodic level, the process of deciphering the gossip sender's motives influences the subsequent reciprocation of gossip. Depending on the locus of causality attributed to the gossip episode, gossip also contributes to the perceived trustworthiness of the gossip sender and the gossip recipient's cooperation with or social undermining of the gossip sender over time. The proposed model suggests that the potential benefits or social consequences of gossip for the gossip sender depend on the characteristics of the gossip and the context of the gossip episode that serve as inputs to the gossip recipient's attributional process. (PsycInfo Database Record (c) 2021 APA, all rights reserved).
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The preponderance of organizational socialization research has focused on the perceptions and interests of newcomers. Yet, insiders-particularly immediate supervisors-are central to newcomers' adjustment, primarily in providing newcomers help. To facilitate such behavior, however, it is necessary to understand supervisors' helping motivations. ⋯ Newcomers reported receiving greater help from supervisors who described themselves as being motivated by self-oriented tangible gains and other-orientation, whereas supervisors who described themselves as being motivated by self-oriented enhancement were seen as less helpful. Further, when newcomers perceived that supervisors were more motivated by other-orientation and less by self-oriented tangible gains, newcomers reciprocated more help to the supervisor later on. Our results advance theory about the role of interpersonal helping during socialization, revealing that not all provided help is interpreted similarly by newcomers, and that differing supervisor motivations should also be factored into account. (PsycInfo Database Record (c) 2020 APA, all rights reserved).
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Although the service-profit chain posits that employees and customers are interrelated at the unit level (Heskett, Sasser, & Schlesinger, 1997), most theory and practice give primary emphasis to the employee. In this study, we sought to draw attention to the relatively neglected influence that customers may collectively have on employees. Specifically, we examined how collective customer perceptions of service quality relate to collective employee job satisfaction, service climate, and collective turnover (voluntary and involuntary). ⋯ We also provided the first tests demonstrating that collective customer perceptions of service quality significantly and independently influence collective voluntary turnover, even while simultaneously modeling collective employee job satisfaction and service climate. Further, we showed that the effects of collective turnover (voluntary and involuntary) are primarily related to collective customer perceptions and service climate, but through different paths. Although the turnover base rates are modest, these empirical findings highlight the role that collective customer perceptions can have in shaping collective employee attitudes, climate, and turnover and, thus, should be considered and replicated in future theory and research. (PsycInfo Database Record (c) 2020 APA, all rights reserved).