The Journal of applied psychology
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The authors developed and tested a longitudinal multilevel model of collective efficacy formation. In 50 self-managing student teams, they investigated the effects of individual-level and team-level factors on observed behaviors and the subsequent development of collective efficacy for mastering a complex team task. Self-efficacy for teamwork, task-relevant knowledge, and collective efficacy predicted individual teamwork behaviors (rated by peers). Aggregated measures of teamwork behavior were related to subsequent collective efficacy, which was significantly related to final team performance.
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In organizational groups, often a majority has aligned preferences that oppose those of a minority. Although such situations may give rise to majority coalitions that exclude the minority or to minorities blocking unfavorable agreements, structural and motivational factors may stimulate groups to engage in integrative negotiation, leading to collectively beneficial agreements. ⋯ Under majority rule, majority members coalesce at the minority's expense, but only when the majority has a proself motivation. Implications for negotiation research and group decision making are discussed.
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The literature concerning the relationship between emotional exhaustion and performance led researchers to raise questions about the extent to which the variables are related. In 2 time-lagged samples, the authors found that motivation mediates the emotional exhaustion-job performance relationship. Moreover, the authors found that participants appear to target their investment of resources in response to emotional exhaustion to develop social support through social exchange; specifically, emotional exhaustion was associated with communion striving resources that were manifest in the form of organizational citizenship behaviors targeted at individuals. Implications of this relationship for theories of burnout and for management practice are discussed.
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Meta Analysis
If you feel bad, it's unfair: a quantitative synthesis of affect and organizational justice perceptions.
Whereas research interest in both individual affect/temperament and organizational justice has grown substantially in recent years, affect's role in the perception of organizational justice has received scant attention. Here, the authors integrate these literatures and test bivariate relationships between state affect (e.g., moods), trait affect (e.g., affectivity), and organizational justice variables using meta-analytically aggregated effect sizes. ⋯ Correlations involving state affect generally were larger but not significantly different from those involving trait affect. Finally, the authors propose ideas for investigations at the primary-study level.
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This article provides a meta-analytic review of the relationship between the quality of leader-member exchanges (LMX) and citizenship behaviors performed by employees. Results based on 50 independent samples (N = 9,324) indicate a moderately strong, positive relationship between LMX and citizenship behaviors (rho = .37). ⋯ As expected, LMX predicted individual-targeted behaviors more strongly than it predicted organizational targeted behaviors (rho = .38 vs. rho = .31), and the difference was statistically significant. Whether the LMX and the citizenship behavior ratings were provided by the same source or not also influenced the magnitude of the correlation between the 2 constructs.