The Journal of applied psychology
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Integrating the literature on faultlines, conflict, and pay, we drew on the basic principles of multilevel theory and differentiated between group- and organizational-level faultlines to introduce a novel multilevel perspective on faultlines. Using multisource, multilevel data on 30 Major League Baseball (MLB) teams, we found that group-level faultlines were negatively associated with group performance, and that internally focused conflict exacerbated but externally focused conflict mitigated this effect. Organizational-level faultlines were negatively related to organizational performance, and were most harmful in organizations with high levels of compensation. Implications for groups and teams in the sports/entertainment and other industries are discussed.
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Previous studies of newcomer socialization have underlined the importance of newcomers' information seeking for their adjustment to the organization, and the conflict literature has consistently reported negative effects of relationship conflict with coworkers. However, to date, no study has examined the consequences of relationship conflict on newcomers' information seeking. In this study, we examined newcomers' reactions when they have relationship conflict with their coworkers, and hence cannot obtain necessary information from them. ⋯ In particular, we propose that second paths exist-first coworker-centric and the other supervisor-centric-that may have simultaneous yet contrasting influence on newcomer adjustment. To test our model, we employ a 3-wave data collection research design with egocentric and Likert-type multisource surveys among a sample of new software engineers and their supervisors working in India. This study contributes to the field by linking the literatures on relationship conflict and newcomer information seeking and suggesting that despite conflict with coworkers, newcomers may succeed in organizations by building relationships with and obtaining information from supervisors.
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Fundamental to the definition of abusive supervision is the notion that subordinates are often victims of a pattern of mistreatment (Tepper, 2000). However, little research has examined the processes through which such destructive relational patterns emerge. In this study, we draw from and extend the multimotive model of reactions to interpersonal threat (Smart Richman & Leary, 2009) to formulate and test hypotheses about how employees' emotional and behavioral responses may ameliorate or worsen supervisors' abuse. ⋯ Results revealed reciprocal relationships between abusive supervision and both supervisor-directed counterproductive behavior and supervisor-directed avoidance. Whereas the abusive supervision--counterproductive behavior relationship was partially driven by anger, the abusive supervision--avoidance relationship was partially mediated by fear. These findings suggest that some may find themselves in abusive relationships, in part, because their own reactions to mistreatment can, perhaps unknowingly, reinforce abusive behavior.
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Although interdependence is a central aspect of team design, there has been a lack of clarity regarding the meaning and impact of different forms of interdependence. To provide theoretical clarity and to advance research on team interdependence, we develop an organizing, conceptual framework of interdependence in teams and test it using meta-analysis. We first review and tie together different conceptualizations of interdependence in the literature and illustrate how they converge around 2 major constructs: task interdependence and outcome interdependence. ⋯ We test these differential effects using a meta-analytic database of 107 independent samples and 7,563 teams. The meta-analytic path model provides strong support for our hypotheses. Implications and future directions for the study of interdependence in work teams are discussed.
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We investigate the role of mindfulness as a regulatory factor by examining whether it mitigates the relationship between justice and retaliation. Drawing on theories of self-regulation, we integrate work on justice with emerging frameworks that identify mindfulness as an important work-related regulatory variable (Glomb, Duffy, Bono, & Yang, 2011). Specifically, we identify the role of mindfulness as a buffer of the ruminative thoughts and negative emotions that link injustice to retaliation. ⋯ In Sample 2, we generalize our model to the field, examining employee responses regarding experiences with workplace injustice and retaliation. Results of both studies converge to support the proposed mediated moderation model that mindfulness buffers the effect of injustice on rumination and negative emotions, thus reducing retaliation. Our findings contribute to the broader literatures on self-regulation, organizational justice, and retaliation.