The Journal of applied psychology
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Sexual harassment has consistently negative consequences for working women, including changes in job attitudes (e.g., lower satisfaction) and behaviors (e.g., increased work withdrawal). Cross-sectional evidence suggests that harassment influences turnover intentions. However, few studies have used actual turnover; rather, they rely on proxies. ⋯ Experiences of harassment led to increased turnover, even after controlling for job satisfaction, organizational commitment, and marital status. Among officers, harassment also affected turnover over and above rank. Given turnover's relevance to organizational bottom lines, these findings have important implications not only for individual women but also for organizations.
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Halfway through a 3-hour experiment in which 64 3-person teams needed to make a series of decisions, a communications channel began to deteriorate, and teams needed to adapt their system of roles in order to perform effectively. Consistent with previous research, team composition with respect to members' cognitive ability was positively associated with adaptation. ⋯ Teams with difficult goals and staffed with high-learning orientation members were especially likely to adapt. Supplemental analyses provided insight into the observed effects in that the difficulty of team goals and members' goal orientation predicted interpersonal, transition, and action processes, all of which predicted team adaptation.
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The authors drew from prior research on organizational commitment and from configural organizational theory to propose a framework of affective and continuance commitment profiles. Using cluster analyses, the authors obtained evidence for 4 of these profiles in an energy industry sample (N=970) and a sample of 345 employed college students. The authors labeled the clusters: allied (i.e., moderate affective and continuance commitment), free agents (moderate continuance commitment and low affective commitment), devoted (high affective and continuance commitment), and complacent (moderate affective and low continuance commitment). Using a subset of the employed student sample (n=148), the authors also found that the free agents received significantly poorer supervisor ratings of performance, organizational citizenship behavior, and antisocial behavior than any other group.
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In this article, the authors present a model linking immediate affective experiences to within-person performance. First, the authors define a time structure for performance (the performance episode) that is commensurate with the dynamic nature of affect. ⋯ Third, the authors describe how various emotions and moods influence the intermediary performance processes, thereby affecting performance. In the final section of the article, the authors discuss limitations, future research directions, and practical implications for their episodic process model of affect and performance.
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The authors examined whether commitment to emotional display rules is a necessary condition for emotional display rules to affect behavior at work. Results using structural equation modeling revealed that display rule commitment moderated the relationships of emotional display rule perceptions with surface acting, deep acting, and positive affective delivery at work, such that the relationships were strong and positive when commitment to display rules was high and weak when commitment to display rules was low. These findings suggest that motivation plays a role in the emotional labor process in that individuals must be committed to display rules for these rules to affect behavior.