The Journal of applied psychology
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Recruitment theory and research show that objective characteristics, subjective considerations, and critical contact send signals to prospective applicants about the organization and available opportunities. In the generating applicants phase of recruitment, critical contact may consist largely of interactions with recruitment sources (e.g., newspaper ads, job fairs, organization Web sites); however, research has yet to fully address how all 3 types of signaling mechanisms influence early job pursuit decisions in the context of organizational recruitment Web sites. ⋯ A priori organization image is related to pursuit intentions when subsequent information search is controlled, but organization familiarity is not, and attitudes about a recruitment source also influence attraction and partially mediate the effects of organization information. Theoretical and practical implications for recruitment are discussed.
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The authors conducted an experimental laboratory study and a longitudinal field study to investigate the impact of followers' arousal on ratings of charisma. Both studies examined 2 contrasting hypotheses: (a) the misattribution hypothesis, which posits a direct effect of arousal, and (b) the response-facilitation hypothesis, which posits an interactive effect of arousal and leaders' charismatic appeal on ratings of charisma. ⋯ As expected, ratings of transactional leadership, in contrast with ratings of charisma, were not influenced by followers' arousal states. The authors discuss the implications of these results and offer suggestions for future research.
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Research in the organizational justice literature has shown that interpersonal and informational justice are significant predictors of subordinate attitudes and behaviors. However, scholars have neglected to explore whether certain subordinate characteristics might be associated with managers' adherence to interpersonal and informational justice rules. The current authors' study tested a model, inspired by approach-avoidance perspectives (e.g., Gray, 1990), in which manager ratings of subordinate charisma influenced subordinate ratings of interpersonal and informational justice through the mechanisms of positive and negative sentiments (i.e., emotions felt by the manager toward the subordinate). ⋯ Structural equation modeling revealed that subordinate charisma was related to interpersonal justice perceptions, a relationship that was fully mediated by positive and negative sentiments. However, subordinate charisma was not associated with informational justice perceptions. These findings signal the potential utility in examining subordinate-based predictors of justice variables.
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Past empirical evidence has demonstrated that employees' positive mood states predict task performance. This study extends previous research by proposing and testing a model that examines mediating processes underlying the relationship between employee positive moods and task performance. Two longitudinal studies used data collected from 306 (Study 1) and 263 (Study 2) insurance sales agents in Taiwan. The results showed that employee positive moods predicted task performance indirectly through both interpersonal (helping other coworkers and coworker helping and support) and motivational (self-efficacy and task persistence) processes.
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This article conceptually and empirically explores the relationships among manager personality, manager service quality orientation, and climate for customer service. Data were collected from 1,486 employees and 145 managers in grocery store departments (N = 145) to test the authors' theoretical model. Largely consistent with hypotheses, results revealed that core self-evaluations were positively related to managers' service quality orientation, even after dimensions of the Big Five model of personality were controlled, and that service quality orientation fully mediated the relationship between personality and global service climate. Implications for personality and organizational climate research are discussed.