The Journal of applied psychology
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Previous research on organizational practices is replete with contradictory evidence regarding their effects. Here, the authors argue that these contradictory findings may have occurred because researchers have often examined complex practice combinations and have failed to investigate a broad variety of firm-level outcomes. Thus, past research may obscure important differential effects of specific practices on specific firm-level outcomes. ⋯ No single set of practices predicted all 3 firm-level outcomes, indicating practice-specific effects. These findings help resolve the theoretical tension in the literature regarding the effects of organizational practices and offer guidance as to how to best target practices to increase specific work-related outcomes. Implications for theory, research, and practice are discussed.
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An Interview Faking Behavior (IFB) scale is developed and validated in 6 studies (N = 1,346). In Study 1, a taxonomy of faking behavior is delineated. The factor structure of a measure is evaluated and refined (Studies 2 and 3). ⋯ In Study 6, an experiment is conducted to test the usefulness of the new measure for studying methods of reducing faking using structured interviews. It is found that past behavior questions are more resistant to faking than situational questions, and follow-up questioning increases faking. Finally, over 90% of undergraduate job candidates fake during employment interviews; however, fewer candidates engage in faking that is semantically closer to lying, ranging from 28% to 75%.
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Social relations analyses involving 132 working relationships among 60 individuals from 29 teams revealed that an increase in a team member's task dependence on another team member was associated with higher levels of perceived help from and interpersonal trust in that specific team member, provided the other member was highly task dependent on the focal member. The degree to which an actor perceived a relationship with a partner to be helpful partially mediated the relationship between task dependence and trust. These findings highlight the importance of attending to asymmetries in task dependence and provide valuable insights into mechanisms that can explain the development of trust in organizational work teams.
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This study reports an investigation of the relationships of work hours, job complexity, and control over work time to satisfaction with work-family balance. Based on data from a sample of 570 telephone call center representatives, a moderated hierarchical regression analysis revealed that work hours were negatively related to satisfaction with work-family balance, consistent with the resource drain perspective. ⋯ Control over work time moderated the relationship such that as work hours rose, workers with low control experienced a decline in work-family balance satisfaction, while workers with high control did not. Results encourage greater research attention to work characteristics, such as job complexity and control over work time, and skills that represent resources useful to the successful integration of work and family demands.
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The authors examined conditions under which teams' educational specialization heterogeneity was positively related to team creativity. Using a sample of 75 research and development teams, the authors theorized and found that transformational leadership and educational specialization heterogeneity interacted to affect team creativity in such a way that when transformational leadership was high, teams with greater educational specialization heterogeneity exhibited greater team creativity. In addition, teams' creative efficacy mediated this moderated relationship among educational specialization heterogeneity, transformational leadership, and team creativity. The authors discuss the implications of these results for research and practice.