The Journal of applied psychology
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Multicenter Study
Self-other agreement in job performance ratings: a meta-analytic test of a process model.
This meta-analysis explores agreement in self- and supervisory ratings of job performance (k = 128 independent samples). It suggests a 3-stage model of the rating process and reviews the empirical evidence for the relevance of each of these 3 stages to an understanding of agreement in ratings. The proposed 3-stage model serves as the guiding rationale for the examination of an extensive set of variables that moderate rater agreement. ⋯ Position characteristics and the use of nonjudgmental performance indicators were the main moderators. Leniency in self-ratings is indicated by higher mean levels of self-ratings compared with supervisory ratings. Within Western samples, performance self-ratings showed leniency (d = 0.32, Delta = .49; k = 89; n = 35,417) dependent on contextual features, scale format, and scale content.
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Multicenter Study
Do you see what we see? The complex effects of perceptual distance between leaders and teams.
Previous distance-related theories and concepts (e.g., social distance) have failed to address the sometimes wide disparity in perceptions between leaders and the teams they lead. Drawing from the extensive literature on teams, leadership, and cognitive models of social information processing, the authors develop the concept of leader-team perceptual distance, defined as differences between a leader and a team in perceptions of the same social stimulus. The authors investigate the effects of perceptual distance on team performance, operationalizing the construct with 3 distinct foci: goal accomplishment, constructive conflict, and decision-making autonomy. ⋯ Moreover, this effect is strongest when a team's perceptions are more positive than the leader's are (as opposed to the reverse). This pattern illustrates the pervasive effects that perceptions can have on team performance, highlighting the importance of developing awareness of perceptions in order to increase effectiveness. Implications for theory and practice are delineated. (PsycINFO Database Record (c) 2009 APA, all rights reserved).
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Multicenter Study
Work stressors, role-based performance, and the moderating influence of organizational support.
As a test of the 2-dimensional model of work stressors, the present study proposed differential relationships between challenge stressors and hindrance stressors and role-based performance, which were expected to be moderated by organizational support. In a sample of 215 employees across 61 offices of a state agency, the authors obtained a positive relationship between challenge stressors and role-based performance and a negative relationship between hindrance stressors and role-based performance. ⋯ This suggests that organizations would benefit from increasing challenges in the workplace as long as they are supportive of employees and removing hindrances. Further implications for organizational theory and practice are discussed. (PsycINFO Database Record (c) 2009 APA, all rights reserved).
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Multicenter Study Comparative Study
Human resources management and firm performance: The differential role of managerial affective and continuance commitment.
In this study, the authors developed a dual-concern (i.e., maintenance and performance) model of human resources (HR) management. The authors identified commonly examined HR practices that apply to the middle manager level and classified them into the maintenance- and performance-oriented HR subsystems. ⋯ The maintenance-oriented HR subsystems had a positive relationship with middle managers' continuance commitment but not with their affective commitment and firm performance. This study contributes to the understanding of how HR practices relate to firm performance and offers an improved test of the argument that valuable and firm-specific HR provide a source of competitive advantage. (PsycINFO Database Record (c) 2009 APA, all rights reserved).
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Multicenter Study
The impact of justice climate and justice orientation on work outcomes: a cross-level multifoci framework.
In this article, which takes a person-situation approach, the authors propose and test a cross-level multifoci model of workplace justice. They crossed 3 types of justice (procedural, informational, and interpersonal) with 2 foci (organization and supervisor) and aggregated to the group level to create 6 distinct justice climate variables. They then tested for the effects of these variables on either organization-directed or supervisor-directed commitment, satisfaction, and citizenship behavior. ⋯ The results, based on 231 employees constituting 44 work groups representing multiple organizations and occupations, revealed that 4 forms of justice climate (organization-focused procedural and informational justice climate and supervisor-focused procedural and interpersonal justice climate) were significantly related to various work outcomes after controlling for corresponding individual-level justice perceptions. In addition, some moderation effects were found. Implications for organizations and future research are discussed.