The Journal of applied psychology
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A motivated information processing perspective (C. K. W. ⋯ A cross-sectional field study involving management and cross-functional teams (N = 46) performing nonroutine, complex tasks corroborated predictions: The more team members perceived cooperative outcome interdependence, the better they shared information, the more they learned and the more effective they were, especially when task reflexivity was high. When task reflexivity was low, no significant relationship was found between cooperative outcome interdependence and team processes and performance. The author concludes that the motivated information processing perspective is valid outside the confines of the laboratory and can be extended toward teamwork in organizations.
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The present research examined the effect of procedural fairness and trust in an authority on people's willingness to cooperate with the authority across a wide range of social situations. Prior research has shown that the presence of information about whether an authority can be trusted moderates the effect of procedural fairness. If no trust information is available, procedural fairness influences people's reactions. ⋯ In the present article, it is argued that information about whether the authority can or cannot be trusted may also moderate the effect of procedural fairness in predicting levels of cooperation. Assuming that the use of fair procedures by authorities that cannot be trusted is less influential than is the enactment of procedures by trustworthy authorities, it is predicted that trust in authority moderates the influence of procedural fairness on cooperation in such a way that procedural fairness has a positive effect on cooperation primarily when trust in authority is high. Results from 4 studies (2 experimental studies and 2 field studies) provide supportive evidence for this interaction.
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The authors examined how the interaction between perceived unfairness and episodic envy predicts interpersonal counterproductive work behaviors toward the envied other. In 2 studies using different samples and methods to elicit envy, predictions were compared based on the social exchange and attribution models of fairness. The results support the social exchange model of fairness, showing that higher levels of envy and perceived unfairness result in higher levels of interpersonal counterproductive work behavior (Study 1), especially among high self-esteem individuals (Study 2).
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This multisource field study applied belongingness theory to examine whether thwarted belonging, defined as the perceived discrepancy between one's desired and actual levels of belonging with respect to one's coworkers, predicts interpersonal work behaviors that are self-defeating. Controlling for demographic variables, job type, justice constructs, and trust in organization in a multilevel regression analysis using data from 130 employees of a clinical chemical laboratory and their supervisors, the authors found that employees who perceive greater levels of desired coworker belonging than actual levels of coworker belonging were more likely to engage in interpersonally harmful and less likely to engage in interpersonally helpful behaviors. Implications for the application of belongingness theory to explain self-defeating behaviors in organizations are discussed.
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In this article, a 2-dimensional work stressor framework is used to explain inconsistencies in past research with respect to stressor relationships with retention-related criteria. Results of meta-analyses of 183 independent samples indicated that whereas hindrance stressors had dysfunctional relationships with these criteria (negative relationships with job satisfaction and organizational commitment and positive relationships with turnover intentions, turnover, and withdrawal behavior), relationships with challenge stressors were generally the opposite (positive relationships with job satisfaction and organizational commitment and negative relationships with turnover intentions and turnover). Results also suggested that the differential relationships between challenge stressors and hindrance stressors and the more distal criteria (withdrawal behavior and turnover) were due, in part, to the mediating effects of job attitudes.