The Journal of applied psychology
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Recent research (e.g., Vancouver & Kendall, 2006; Vancouver, Thompson, Tischner, & Putka, 2002; Vancouver, Thompson, & Williams, 2001) has challenged the conventional view of self-efficacy as a positive influence on performance, finding a negative within-person relationship between self-efficacy and performance. In the current study, performance ambiguity is examined as a potential boundary condition for this negative self-efficacy effect. ⋯ Additionally, the study evaluates key mediating processes underlying the relationship between self-efficacy and performance, finding support for the role of performance perceptions and effort allocation. The results of this study help to establish the scope of the phenomenon and suggest potential means of inhibiting the negative self-efficacy effects.
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In this study, we investigated how supervisors' emotional exhaustion and service climate jointly influence the relationship between subordinates' emotional exhaustion and their display of positive emotions at work. Using data from frontline sales employees and their immediate supervisors in a fashion retailer, we hypothesized and found that under the condition of a less positive service climate, subordinates' emotional exhaustion was more negatively related to their positive emotional display when supervisors' emotional exhaustion was higher rather than lower; this interaction effect of subordinates' and supervisors' emotional exhaustion was not significant in a more positive service climate. These results suggest that service climate and supervisors' emotional exhaustion provide emotionally exhausted employees with important information cues about the possible availability of compensatory resources they need to uphold their efforts to display service-focused emotions.
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Prior research has shown that procedural fairness interacts with outcome fairness to influence employees' work attitudes (e.g., organizational commitment) and behaviors (e.g., job performance, organizational citizenship behavior), such that employees' tendencies to respond more positively to higher procedural fairness are stronger when outcome fairness is relatively low. In the present studies, we posited that people's uncertainty about their standing as organizational members would have a moderating influence on this interactive relationship between procedural fairness and outcome fairness, in that the interactive relationship was expected to be more pronounced when uncertainty was high. Using different operationalizations of uncertainty of standing (i.e., length of tenure as a proxy, along with self-reports and coworkers' reports), we found support for this hypothesis in 4 field studies spanning 3 different countries.
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Drawing from a relational approach, the authors conceptualize the quality of leader-member exchange as a mediator and procedural justice climate as a contextual moderator for understanding the role of proactive personality in job satisfaction and organizational citizenship behavior. Data from a sample of 200 Chinese employees within 54 work groups were used to examine the hypothesized models. ⋯ Additionally, the relationship between proactive personality and organizational citizenship behavior was positively moderated by procedural justice climate within the group. Implications for management theory and practice are discussed.
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Despite scholars' and practitioners' recognition that different forms of workplace harassment often co-occur in organizations, there is a paucity of theory and research on how these different forms of harassment combine to influence employees' outcomes. We investigated the ways in which ethnic harassment (EH), gender harassment (GH), and generalized workplace harassment (GWH) combined to predict target individuals' job-related, psychological, and health outcomes. Competing theories regarding additive, exacerbating, and inuring (i.e., habituating to hardships) combinations were tested. ⋯ The results of two studies revealed that EH, GH, and GWH were each independently associated with targets' strain outcomes and, collectively, the preponderance of evidence supported the inurement effect, although slight additive effects were observed for psychological and physical health outcomes. Racial group differences in EH emerged, but gender and race differences in GH and GWH did not. Implications are provided for how multiple aversive experiences at work may harm employees' well-being.