The Journal of applied psychology
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Building on 2 paradigms in organizational justice research and on fairness heuristic theory, the author argues that employees' perceptions about the fairness of social entities (their supervisor and their organization) moderate the relationship between their perceptions about the fairness of specific events and their reactions. A survey of 265 supervisor-employee pairs in 4 companies was conducted to test this argument. ⋯ In addition, employees' perceptions of the fairness of their supervisor were found to moderate the relationship between the perceived justice of a particular event and their supervisor-directed responses (trust in managers and supervisor-directed citizenship behavior) and their organization-directed responses. The results suggest that employee attitudes and behavior can be better understood when both event justice perceptions and social entity justice perceptions are considered together.
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An important issue in work motivation is how, when, and why individuals revise their goals up or down over time. In the current study, the authors examine feedback, causal attributions, and self-efficacy in this process. Although self-efficacy has frequently been suggested as a key explanatory variable for goal revision, its role has yet to be directly evaluated. ⋯ In so doing, the authors also address several interpretive ambiguities present in the existing research. Results support the hypothesized model, finding that performance feedback and attributions interactively influenced self-efficacy, which in turn influenced goal revision. These results suggest that interventions targeting attributions, and self-efficacy more directly, may have meaningful influences on goal setting and pursuit, particularly following feedback.
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Previous reviews of the literature on the relationship between age and job performance have largely focused on core task performance but have paid much less attention to other job behaviors that also contribute to productivity. The current study provides an expanded meta-analysis on the relationship between age and job performance that includes 10 dimensions of job performance: core task performance, creativity, performance in training programs, organizational citizenship behaviors, safety performance, general counterproductive work behaviors, workplace aggression, on-the-job substance use, tardiness, and absenteeism. ⋯ Results also highlight that the relationships of age with core task performance and with counterproductive work behaviors are curvilinear in nature and that several sample characteristics and data collection characteristics moderate age-performance relationships. The article concludes with a discussion of key research design issues that may further knowledge about the age-performance relationship in the future.
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The effects of transformational leadership on the outcomes of specific change initiatives are not well understood. Conversely, organizational change studies have examined leader behaviors during specific change implementations yet have failed to link these to broader leadership theories. ⋯ Transformational leadership was found to be more strongly related to followers' change commitment than change-specific leadership practices, especially when the change had significant personal impact. For leaders who were not viewed as transformational, good change-management practices were found to be associated with higher levels of change commitment.
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Meta Analysis
The causal relation between job attitudes and performance: a meta-analysis of panel studies.
Do job attitudes cause performance, or is it the other way around? To answer this perennial question, the author conducted meta-analytic regression analyses on 16 studies that had repeatedly measured performance and job attitudes (i.e., job satisfaction or organizational commitment). The effect of job attitudes on subsequent performance, with baseline performance controlled, was weak but statistically significant (beta = .06). The effect was slightly stronger for commitment than for satisfaction and depended negatively on time lag. Effects of performance on subsequent job attitudes were elusive (beta = .00 across all studies), which suggests that job attitudes are more likely to influence performance than vice versa.