The Journal of applied psychology
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This study examined the role of partners and children for employees' psychological detachment from work during off-job time. Building on boundary theory, we hypothesized that not only employees' own work-home segmentation preference but also their partners' work-home segmentation preference is associated with employees' psychological detachment. In addition, partners' psychological detachment should influence employees' psychological detachment. ⋯ Moreover, employees' and their partners' psychological detachment were positively associated. Again, the relation was weaker when there were children in the household. Finally, both employees' and their partners' psychological detachment contributed to employees' well-being.
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Multicenter Study Comparative Study
The effects of corporate social responsibility on employees' affective commitment: a cross-cultural investigation.
This study investigated the moderating effects of several Global Leadership and Organizational Behavior Effectiveness (GLOBE) cultural value dimensions on the relationship between employees' perceptions of their organization's social responsibility and their affective organizational commitment. Based on data from a sample of 1,084 employees from 17 countries, results showed that perceived corporate social responsibility (CSR) was positively related to employees' affective commitment (AC), after controlling for individual job satisfaction and gender as well as for nation-level differences in unemployment rates. ⋯ In particular, perceptions of CSR were more positively related to AC in cultures higher in humane orientation, institutional collectivism, ingroup collectivism, and future orientation and in cultures lower in power distance. Implications for future CSR research and cross-cultural human resources management are discussed.
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Meta Analysis
Leader-member exchange (LMX) and culture: a meta-analysis of correlates of LMX across 23 countries.
This study extends leader-member exchange (LMX) research by meta-analyzing the role of national culture in moderating relationships between LMX and its correlates. Results based on 282 independent samples (N = 68,587) from 23 countries and controlling for extreme response style differences indicate that (a) relationships of LMX with organizational citizenship behavior, justice perceptions, job satisfaction, turnover intentions, and leader trust are stronger in horizontal-individualistic (e.g., Western) contexts than in vertical-collectivistic (e.g., Asian) contexts; and (b) national culture does not affect relationships of LMX with task performance, organizational commitment, and transformational leadership. These findings highlight that although members are universally sensitive to how their leaders treat them, members' responses in Asian contexts may also be influenced by collective interests and role-based obligations.
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We examine the effect of supervisor injustice directed toward 1 team member and argue not only that the violated member will retaliate against the supervisor but that team members will band together as a collective in order to retaliate. However, we argue that effects depend on which member is violated, such that violating a strategic core member will result in greater retaliation. ⋯ We test our hypotheses utilizing 64 teams engaged in a command-and-control simulation. Results generally support our hypotheses for retaliation in the form of fewer supervisor-directed organizational citizenship behaviors but are less supportive for retaliation in the form of lower supervisor performance evaluations.
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For globally distributed teams charged with innovation, member contributions to the team are crucial for effective performance. Prior research, however, suggests that members of globally distributed teams often feel isolated and excluded from their team's activities and decisions. ⋯ This joint effect is strengthened as team dispersion increases. At the team level, member influence on team decisions has a positive effect on team innovation.