The Journal of applied psychology
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Review Meta Analysis
Do other-reports of counterproductive work behavior provide an incremental contribution over self-reports? A meta-analytic comparison.
Much of the recent research on counterproductive work behaviors (CWBs) has used multi-item self-report measures of CWB. Because of concerns over self-report measurement, there have been recent calls to collect ratings of employees' CWB from their supervisors or coworkers (i.e., other-raters) as alternatives or supplements to self-ratings. However, little is still known about the degree to which other-ratings of CWB capture unique and valid incremental variance beyond self-report CWB. ⋯ Third, self-raters reported engaging in more CWB than other-raters reported them engaging in, suggesting other-ratings capture a narrower subset of CWBs. Fourth, other-report CWB generally accounted for little incremental variance in the common correlates beyond self-report CWB. Although many have viewed self-reports of CWB with skepticism, the results of this meta-analysis support their use in most CWB research as a viable alternative to other-reports.
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Integrity tests have become a prominent predictor within the selection literature over the past few decades. However, some researchers have expressed concerns about the criterion-related validity evidence for such tests because of a perceived lack of methodological rigor within this literature, as well as a heavy reliance on unpublished data from test publishers. In response to these concerns, we meta-analyzed 104 studies (representing 134 independent samples), which were authored by a similar proportion of test publishers and non-publishers, whose conduct was consistent with professional standards for test validation, and whose results were relevant to the validity of integrity-specific scales for predicting individual work behavior. ⋯ Several variables appeared to moderate relations between integrity tests and the criteria. For example, corrected validities for job performance criteria were larger when based on studies authored by integrity test publishers (.27) than when based on studies from non-publishers (.12). In addition, corrected validities for counterproductive work behavior criteria were larger when based on self-reports (.42) than when based on other-reports (.11) or employee records (.15).
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Since the meta-analysis by De Dreu and Weingart (2003b) on the effects of intragroup conflict on group outcomes, more than 80 new empirical studies of conflict have been conducted, often investigating more complex, moderated relationships between conflict and group outcomes, as well as new types of intragroup conflict, such as process conflict. To explore the trends in this new body of literature, we conducted a meta-analysis of 116 empirical studies of intragroup conflict (n = 8,880 groups) and its relationship with group outcomes. To address the heterogeneity across the studies included in the meta-analysis, we also investigated a number of moderating variables. ⋯ In contrast to the results of De Dreu and Weingart, we did not find a strong and negative association between task conflict and group performance. Analyses of main effects as well as moderator analyses revealed a more complex picture. Task conflict and group performance were more positively related among studies where the association between task and relationship conflict was relatively weak, in studies conducted among top management teams rather than non-top management teams, and in studies where performance was measured in terms of financial performance or decision quality rather than overall performance.
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We propose that an employee's bottom-line mentality may have an important effect on social undermining behavior in organizations. Bottom-line mentality is defined as 1-dimensional thinking that revolves around securing bottom-line outcomes to the neglect of competing priorities. Across a series of studies, we establish an initial nomological network for bottom-line mentality. ⋯ We collected multisource field data to test our theoretical model (i.e., focal-supervisor-coworker triads; N = 113). Results from moderated-mediation analyses provide general support for our hypotheses. Theoretical and practical implications of bottom-line mentality and social undermining are discussed, and areas for future research are identified.
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Comparative Study
National cultures, performance appraisal practices, and organizational absenteeism and turnover: a study across 21 countries.
Performance appraisal (PA) is a key human resource activity in organizations. However, in this global economy, we know little about how societal cultures affect PA practices. ⋯ The results, based on a large data set across multiple countries and over 2 time periods, support the hypothesized effects of societal (national) cultural practices on particular PA practices and the interactive effects of societal cultural practices and PA practices on absenteeism and turnover. We discuss theoretical and practical implications of our findings.