Journal: The Journal of applied psychology
Drawing on Cybernetic Big Five Theory, we propose that chronic job insecurity is associated with an increase in neuroticism and decreases in agreeableness and conscientiousness (the 3 traits that reflect stability). Data collected from 1,046 employees participating in the Household, Income and Labor Dynamics in Australia survey over a 9-year period were analyzed. Job insecurity and the other job-related variables (i.e., job control, time demand, and job stress) were measured in all years, and personality was measured at the first, fifth, and ninth years. We applied latent trait-state-occasion modeling and specified models using variables across two timeframes (from Time 1 to Time 4 and from Time 5 to Time 9). Results showed that chronic job insecurity over four or five preceding years predicted a small increase in neuroticism and a small decrease in agreeableness in both timeframes, and a small decrease in conscientiousness in the first timeframe. We also found that chronic job stress explained the association between chronic job insecurity and the increase in neuroticism, but not changes in other personality traits, in the first timeframe. Similar results were obtained when the entire 9-year timeframe was examined. The results generally showed null effects of chronic job insecurity with regard to extraversion and openness (the traits that reflect plasticity). This study suggests that job insecurity has important implications for one’s personality when experienced over a long-term period. (PsycINFO Database Record © 2020 APA, all rights reserved).
In this article we offer a new perspective to the study of negative behavioral contagion in organizations. In 3 studies, we investigate the contagion effect of rudeness and the cognitive mechanism that explains this effect. Study 1 results show that low-intensity negative behaviors like rudeness can be contagious, and that this contagion effect can occur based on single episodes, that anybody can be a carrier, and that this contagion effect has second-order consequences for future interaction partners. In Studies 2 and 3 we explore in the laboratory the cognitive mechanism that underlies the negative behavioral contagion effect observed in Study 1. Specifically, we show that rudeness activates a semantic network of related concepts in individuals' minds, and that this activation influences individual’s hostile behaviors. In sum, in these 3 studies we show that just like the common cold, common negative behaviors can spread easily and have significant consequences for people in organizations. (PsycINFO Database Record
Research conducted on workplace incivility-a low intensity form of deviant behavior-has generally shown that women report higher levels of incivility at work. However, to date, it is unclear as to whether women are primarily treated uncivilly by men (i.e., members of the socially dominant group/out-group) or other women (i.e., members of in-group) in organizations. In light of different theorizing surrounding gender and incivility, we examine whether women experience increased incivility from other women or men, and whether this effect is amplified for women who exhibit higher agency and less communion at work given that these traits and behaviors violate stereotypical gender norms. Across three complementary studies, results indicate that women report experiencing more incivility from other women than from men, with this effect being amplified for women who are more agentic at work. Further, agentic women who experience increased female-instigated incivility from their coworkers report lower well-being (job satisfaction, psychological vitality) and increased work withdrawal (turnover intentions). Theoretical implications tied to gender and incivility are discussed. (PsycINFO Database Record
Although organizational research on health-related behaviors has become increasingly popular, little attention has been paid to unhealthy eating. Drawing on the self-regulation perspective, we conducted 2 daily diary studies to examine the relationships between work-related stressors, sleep quality, negative mood, and eating behaviors. Study 1 sampled 125 participants from 5 Chinese information technology companies and showed that when participants experienced higher levels of job demands in the morning, they consumed more types of unhealthy food and fewer types of healthy food in the evening. In addition, sleep quality from the previous night buffered the effect of morning job demands on evening unhealthy food consumption. Study 2 used data from 110 customer service employees from a Chinese telecommunications company and further demonstrated a positive association between morning customer mistreatment and evening overeating behaviors, as well as the buffering effect of sleep quality. Results from Study 2 also supported afternoon negative mood as a mediator linking morning customer mistreatment to evening overeating behaviors. Finally, our findings revealed that the buffering effect of sleep quality was channeled through employees' vigor in the morning, which subsequently weakened the effect of customer mistreatment on negative mood. (PsycINFO Database Record
Affective presence is a novel personality construct that describes the tendency of individuals to make their interaction partners feel similarly positive or negative. We adopt this construct, together with the input-process-output model of teamwork, to understand how team leaders influence team interaction and innovation performance. In 2 multisource studies, based on 350 individuals working in 87 teams of 2 public organizations and 734 individuals working in 69 teams of a private organization, we tested and supported hypotheses that team leader positive affective presence was positively related to team information sharing, whereas team leader negative affective presence was negatively related to the same team process. In turn, team information sharing was positively related to team innovation, mediating the effects of leader affective presence on this team output. The results indicate the value of adopting an interpersonal individual differences approach to understanding how affect-related characteristics of leaders influence interaction processes and complex performance in teams. (PsycINFO Database Record
Surprisingly little research investigates employee breaks at work, and even less research provides prescriptive suggestions for better workday breaks in terms of when, where, and how break activities are most beneficial. Based on the effort-recovery model and using experience sampling methodology, we examined the characteristics of employee workday breaks with 95 employees across 5 workdays. In addition, we examined resources as a mediator between break characteristics and well-being. Multilevel analysis results indicated that activities that were preferred and earlier in the work shift related to more resource recovery following the break. We also found that resources mediated the influence of preferred break activities and time of break on health symptoms and that resource recovery benefited person-level outcomes of emotional exhaustion, job satisfaction, and organizational citizenship behavior. Finally, break length interacted with the number of breaks per day such that longer breaks and frequent short breaks were associated with more resources than infrequent short breaks. (PsycINFO Database Record
In this research we integrate resource allocation and social exchange perspectives to build and test theory focusing on the moderating role of time management skill in the nonmonotonic relationship between organizational citizenship behavior (OCB) and task performance. Results from matching survey data collected from 212 employees and 41 supervisors and from task performance metrics collected several months later indicate that the curvilinear association between OCB and task performance is significantly moderated by employees' time management skill. Implications for theory and practice are discussed. (PsycINFO Database Record © 2013 APA, all rights reserved).
Intergroup conflicts are ubiquitous-they occur, for instance, between (work)groups, departments, organizations, political parties, or nations. Such conflicts are commonly addressed through negotiations, in which representatives negotiate on behalf of their constituency. Intergroup negotiations are complex, as representatives need to navigate between the interests of their own constituency and the other party. This implies that negotiation success requires careful processing of information about both parties' interests. Here, we examine how representative negotiators' motivation to engage in such thorough information processing is influenced by their position in the group. Whereas prototypical representatives feel secure about their membership, peripheral representatives have a less certain position. We propose that peripheral representatives are therefore more attentive and responsive to information that may be relevant to the negotiation than prototypical representatives, but only when they are accountable to their constituents. Data from 4 experiments showed that peripheral representatives reported higher information-processing motivation (Experiment 1), bought and recalled more information (Experiment 2), exhibited greater sensitivity to emotional expressions of the outgroup representative (Experiment 3), and attained more integrative (“win-win”) agreements (Experiment 4) than prototypical representatives, but only when they were accountable. The findings are discussed in relation to theorizing on group dynamics, motivated information processing, emotion, and intergroup conflict, and practical implications are considered. (PsycINFO Database Record © 2012 APA, all rights reserved).
Nearly all employment interviews, even those considered highly structured, begin with a brief meet-and-greet conversation typically coalescing around non-job-related topics (i.e., rapport building). Although applicants and interviewers often view rapport building as an essential, value-adding component of the interview, it may contaminate interviewers' evaluations of answers to subsequently asked structured questions (Levashina, Hartwell, Morgeson, & Campion, 2014). Yet research has not determined the extent to which initial impressions developed during rapport building influence subsequent interviewer ratings through job-related interview content versus non-job-related content; whether these effects extend beyond more commonly examined image-related factors that can bias interviewers (i.e., self-presentation tactics); or how these effects are temporally bound when influencing interviewer ratings during the formal structured interview question-and-answer process. Addressing these questions, we integrate interview research with the extant social psychology literature to clarify rapport building’s unique effects in the employment interview. In contrast to prior assumptions, findings based on 163 mock interviews suggest that a significant portion of initial impressions' influence overlaps with job-related interview content and, importantly, that these effects are distinct from other image-related constructs. Finally, initial impressions are found to more strongly relate to interviewer evaluations of applicant responses earlier rather than later in the structured interview. (PsycINFO Database Record
Research has uncovered mixed results regarding the influence of overqualification on employee performance outcomes, suggesting the existence of boundary conditions for such an influence. Using relative deprivation theory (Crosby, 1976) as the primary theoretical basis, in the current research, we examine the moderating role of peer overqualification and provide insights to the questions regarding whether, when, and how overqualification relates to employee performance. We tested the theoretical model with data gathered across three phases over 6 months from 351 individuals and their supervisors in 72 groups. Results showed that when working with peers whose average overqualification level was high, as opposed to low, employees who felt overqualified for their jobs perceived greater task significance and person-group fit, and demonstrated higher levels of in-role and extra-role performance. We discuss theoretical and managerial implications for overqualification at the individual level and within the larger group context. (PsycINFO Database Record © 2014 APA, all rights reserved).