The Journal of applied psychology
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Two constructs important to academicians and managers are the degree to which employees and customers identify with an organization, employee organizational identification (employee OI) and customer-company identification (customer identification), respectively. This research examines the effects of these identification constructs and the related construct of customer perceived similarity to employees on customer spending. Via a 1-year multilevel study of 12,047 customers and 1,464 store employees (sales associates) covering 212 stores of a specialty apparel retailer, our study contributes to the literature in 2 critical ways. ⋯ Second, we examine the effect of customer identification on customer spending relative to the effect of customer satisfaction on customer spending. Thus, our study also contributes by demonstrating a potential complementary route to achieve customer spending (customer identification), a route that may be more readily affected by management than the efforts required for a sustained increase in customer satisfaction. Implications for academics and managers are offered.
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Team mental models (TMMs) have received much attention as important drivers of effective team processes and performance. Less is known about the factors that give rise to these shared cognitive structures. We examined potential antecedents of TMMs, with a specific focus on team composition variables, including various facets of personality and surface-level diversity. ⋯ TMM similarity was also positively predictive of implicit coordination, which mediated the relationship between TMM similarity and team performance. Post hoc analyses revealed a significant interaction between the trust facet of agreeableness and racial diversity in predicting TMM similarity. Results are discussed in terms of facilitating the emergence of TMMs and corresponding implications for team-related human resource practices.
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This article uses meta-analytic methods (k = 38) to examine the relationship between organizational justice climate and unit-level effectiveness. Overall, our results suggest that the relationship between justice and effectiveness is significant (ρ = .40) when both constructs are construed at the collective level. ⋯ We also show that a number of factors moderate this relationship, including justice climate strength, the level of referent in the justice measure, the hierarchical level of the unit, and how criteria are classified. We elaborate on these findings and attempt to provide a clearer direction for future research in this area.
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The authors use Schwartz's values theory as an integrative framework for testing the relationship between individual values and peer-reported organizational citizenship behavior (OCB) in teams, controlling for sex, satisfaction, and personality traits. Using hierarchical linear modeling in a sample of 582 students distributed across 135 class project teams, the authors find positive, direct effects for achievement on citizenship behaviors directed toward individuals (OCB-I), for benevolence on citizenship behaviors directed toward the group (OCB-O), and for self-direction on both OCB-I and OCB-O. Applying relational demography techniques to test for contextual effects, the authors find that group mean power scores negatively moderate the relationship between individual power and OCB-I, whereas group mean self-direction scores positively moderate the relationship between self-direction and both OCB-I and OCB-O.
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We clear up a number of misconceptions from the critiques of our meta-analysis (Van Iddekinge, Roth, Raymark, & Odle-Dusseau, 2012). We reiterate that our research question focused on the criterion-related validity of integrity tests for predicting individual work behavior and that our inclusion criteria flowed from this question. We also reviewed the primary studies we could access from Ones, Viswesvaran, and Schmidt's (1993) meta-analysis of integrity tests and found that only about 30% of the studies met our inclusion criteria. ⋯ In addition, we address concerns raised about certain decisions we made and values we used, and we demonstrate how such concerns would have little or no effect on our results or conclusions. Finally, we discuss some other misconceptions about our meta-analysis, as well as some divergent views about the integrity test literature in general. Overall, we stand by our research question, methods, and results, which suggest that the validity of integrity tests for criteria such as job performance and counterproductive work behavior is weaker than the authors of the critiques appear to believe.