The Journal of applied psychology
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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.
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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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Does task significance increase job performance? Correlational designs and confounded manipulations have prevented researchers from assessing the causal impact of task significance on job performance. To address this gap, 3 field experiments examined the performance effects, relational mechanisms, and boundary conditions of task significance. ⋯ In Experiment 3, conscientiousness and prosocial values moderated the effects of task significance on the performance of new fundraising callers. The results provide fresh insights into the effects, relational mechanisms, and boundary conditions of task significance, offering noteworthy implications for theory, research, and practice on job design, social information processing, and work motivation and performance.
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The present research takes an "other-centered" approach to examining personal and contextual antecedents of taking charge behavior in organizations. Largely consistent with the authors' hypotheses, regression analyses involving data collected from 2 diverse samples containing both coworkers and supervisors demonstrated that the other-centered trait, duty, was positively related to taking charge, whereas the self-centered trait, achievement striving, was negatively related to taking charge. In addition, the authors found that procedural justice at the organizational level was positively related to taking charge when evaluated by a coworker, while both procedural and distributive justice were positively related to taking charge when considered by a supervisor. Theoretical and practical implications are discussed.
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The article reports the findings from a Monte Carlo investigation examining the impact of faking on the criterion-related validity of Conscientiousness for predicting supervisory ratings of job performance. Based on a review of faking literature, 6 parameters were manipulated in order to model 4,500 distinct faking conditions (5 [magnitude] x 5 [proportion] x 4 [variability] x 3 [faking-Conscientiousness relationship] x 3 [faking-performance relationship] x 5 [selection ratio]). ⋯ Additionally, the association between several of the parameters and changes in criterion-related validity was conditional on the faking-performance relationship. The results are discussed in terms of their practical and theoretical implications for using personality testing for employee selection.