The Journal of applied psychology
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This study of 62 dyads of employees (N = 124) examined the crossover of work engagement-a positive, fulfilling, work-related state of mind that is characterized by vigor, dedication, and absorption. We hypothesized that work engagement crosses over from an employee (the actor) to his or her colleague (the partner) on a daily basis. The frequency of daily communication was expected to moderate the crossover of daily work engagement, which in turn would relate to colleagues' daily performance. ⋯ Moreover, we found that actor's work engagement (particularly vigor), when frequently communicated, had a positive indirect relationship with partner's performance through partner's work engagement. Finally, results showed that actor's vigor was negatively related to partner's performance when communication was low. However, this negative effect was counteracted when mediated by the vigor of the partner.
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This research examines leader-member exchange (LMX) at the group level as a moderator of the relationships between demographic (i.e., race, age, gender) and tenure diversity and group turnover. Drawing primarily from LMX, social categorization, and expectation states theories, we hypothesized that through the pattern of LMX relationships that they develop with followers, group managers influence inclusion and status differentials within groups such that the positive relationship between diversity and group turnover will be weaker when the group mean on LMX is high or when group differentiation on LMX is low. ⋯ We also found evidence for a 3-way interaction involving demographic diversity, LMX mean, and LMX differentiation such that the interaction between demographic diversity and LMX differentiation was only significant when LMX mean was high. These findings highlight the important role that leaders play in influencing the relationship between diversity and turnover through the patterns of inclusion that they create in their units.
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In a number of studies, researchers interested in positive organizational behavior have sought to better understand the favorable aspects of work engagement-a pervasive state of emotional attachment and motivation toward work. In this study, however, we investigate a potentially negative outcome of engagement. Drawing upon conservation of resources theory, we hypothesize that engagement will be associated with higher work interference with family due to the resources engaged employees may expend when they engage in extrarole work behavior such as organizational citizenship behaviors (OCBs). ⋯ Examining multisource data, collected at multiple points in time, from 3 diverse samples (total N = 844), we find that state engagement is associated with higher levels of work interference with family and that this relationship is mediated by the performance of OCBs. The findings also indicate that engaged employees who are highly conscientious experience lower levels of work interference with family than engaged employees who are less conscientious. The implications of our study and directions for future research are also discussed.
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Using trait activation theory as a framework, the authors examined the moderating role of two situational variables-perceptions of organizational politics and perceptions of leader effectiveness-on the relationship between core self-evaluations and job performance. Results from two samples (N = 137 and N = 226) indicate that employee perceptions of their work environment moderated the relationship between their core self-evaluations and supervisor ratings of their performance. In particular, those with higher core self-evaluations received higher performance ratings in environments perceived as favorable than in environments perceived as unfavorable.
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This study investigated the usefulness of the five-factor model (FFM) of personality in predicting two aspects of managerial performance (task vs. contextual) assessed by utilizing the 360 degree performance rating system. The authors speculated that one reason for the low validity of the FFM might be the failure of single-source (e.g., supervisor) ratings to comprehensively capture the construct of managerial performance. ⋯ Furthermore, the authors responded to the recent calls to validate tests via a multivariate (e.g., multitrait-multimethod) approach by decomposing overall managerial performance into task and contextual performance criteria and by using multiple rating perspectives (sources). Overall, this study contributes to the evidence that personality may be even more useful in predicting managerial performance if the performance criteria are less deficient.