The Journal of applied psychology
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Reports an error in "Assisting upon entry: Helping type and approach as moderators of how role conflict affects newcomer resource drain" by Peter A. Bamberger, Dvora Geller and Etti Doveh (Journal of Applied Psychology, 2017[Dec], Vol 102[12], 1719-1732). In the article, Table 3 contains several errors. ⋯ We test our propositions on the basis of time-lagged data collected from newly hired call center representatives at the end of their first and sixth months on the job. Results largely support our predictions, with instrumental assistance mitigating, and emotional assistance exacerbating, the role-conflict-based resource drain experienced by newcomer help providers. Moreover, these amplifying effects of emotional help provision on the conflict-exhaustion relationship are largely eliminated among those newcomer help providers reporting a more empowering approach to help provision. (PsycINFO Database Record (c) 2019 APA, all rights reserved).
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Reports an error in "Doing good, feeling good? The roles of helping motivation and citizenship pressure" by Katrina Jia Lin, Krishna Savani and Remus Ilies (Journal of Applied Psychology, 2019[Aug], Vol 104[8], 1020-1035). In the article, there are several errors in Figure 3 and Table 4. For Figure 3, results from the simple slope analyses are reversed in the figure. ⋯ A recall-based experiment and an experience-sampling study capturing helping episodes among fulltime employees found that when employees helped coworkers because of higher autonomous (controlled) motivation in a helping episode, they experienced higher (lower) positive affect, and they had stronger (weaker) helping intentions and helped coworkers more (less) subsequently. We further found that citizenship pressure enhanced the positive relationship between episodic autonomous motivation and positive affect. Overall, the results challenge the universality of the "doing good-feeling good" effect and explicate the joint roles of citizenship pressure and helpers' episodic motivation in influencing employees' positive affect and their subsequent helping behaviors. (PsycINFO Database Record (c) 2019 APA, all rights reserved).
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Why do employees perceive that they have been treated fairly by their supervisor? Theory and research on justice generally presumes a straightforward answer to this question: Because the supervisor adhered to justice rules. We propose the answer is not so straightforward and that employee justice perceptions are not merely "justice-laden." Drawing from theory on information processing that distinguishes between automatic and systematic modes, we suggest that employee justice perceptions are also "ethics-laden." Specifically, we posit that employees with more ethical supervisors form justice perceptions through automatic processing with little scrutiny of or attention paid to a supervisor's justice acts. ⋯ Our results demonstrate support for the interactive effect of supervisor justice enactment and ethical leadership on employee justice perceptions, and we further demonstrate its consequences for employees' engagement in discretionary behaviors (citizenship and counterproductive behaviors). Our findings highlight an assumption in the justice literature in need of revision and opens the door to further inquiry about the role of information processing in justice perceptions. (PsycINFO Database Record (c) 2019 APA, all rights reserved).
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Meta Analysis
Is the employee-organization relationship dying or thriving? A temporal meta-analysis.
There is controversy concerning whether, in recent years, organizational failures to act benevolently toward employees have lessened employees' social-exchange relationship (SER) with their work organization or whether, on the contrary, organizations' more favorable treatment of employees has strengthened the SER. With samples of U. S. employees, we examined changes over the past 3 decades in three key elements of the SER: perceived organizational support (POS: 317 samples, including 121,469 individuals), leader-member exchange (LMX: 191 samples, including 216,975 individuals), and affective organizational commitment (383 samples, including 116,766 individuals). ⋯ LMX and affective commitment show levels near neutral, and POS has increased to only a moderately positive level. In contrast, the relationships between these elements with distributive and procedural justice and extra-role performance remain substantial. These findings suggest that employees on average do not currently have strong exchange relationships with their work organization but remain ready to more fully engage based on perceived voluntary favorable treatment by the work organization and its representatives. (PsycINFO Database Record (c) 2019 APA, all rights reserved).
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Drawing on self-determination theory, this research investigates whether the motivation behind employees' helping behaviors is associated with their positive affect and their subsequent help provision, and whether citizenship pressure moderates these relationships. A recall-based experiment and an experience-sampling study capturing helping episodes among fulltime employees found that when employees helped coworkers because of higher autonomous (controlled) motivation in a helping episode, they experienced higher (lower) positive affect, and they had stronger (weaker) helping intentions and helped coworkers more (less) subsequently. We further found that citizenship pressure enhanced the positive relationship between episodic autonomous motivation and positive affect. Overall, the results challenge the universality of the "doing good-feeling good" effect and explicate the joint roles of citizenship pressure and helpers' episodic motivation in influencing employees' positive affect and their subsequent helping behaviors. (PsycINFO Database Record (c) 2019 APA, all rights reserved).