The Journal of applied psychology
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Our study drew on past theorizing on anticipatory justice (D. L. Shapiro & B. ⋯ The results of a longitudinal study in a hospital showed that employee levels of preban anticipatory justice were predicted by their global sense of their supervisor's fairness. The combination of anticipatory justice and global supervisory fairness then predicted the experienced justice of the ban 3 months after its implementation, with the effects of the 2 predictors dependent on perceptions of uncertainty and outcome favorability regarding the ban. Finally, experienced (interpersonal) justice predicted significant other ratings of employee support for the ban.
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In this article, the authors develop the self-concern and other-orientation as moderators hypothesis. The authors argue that many theories on work behavior assume humans to be either self-interested or to be social in nature with strong other-orientation but that this assumption is empirically invalid and may lead to overly narrow models of work behavior. ⋯ Three studies involving 4 samples of employees from a variety of organizations support these propositions. Implications are discussed for theory on work behavior and interventions geared toward job enrichment and team-based working.
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Researchers have discovered inconsistent relationships between prosocial motives and citizenship behaviors. We draw on impression management theory to propose that impression management motives strengthen the association between prosocial motives and affiliative citizenship by encouraging employees to express citizenship in ways that both "do good" and "look good." We report 2 studies that examine the interactions of prosocial and impression management motives as predictors of affiliative citizenship using multisource data from 2 different field samples. ⋯ Study 2 also shows that only prosocial motives predict voice-a challenging citizenship behavior. Our results suggest that employees who are both good soldiers and good actors are most likely to emerge as good citizens in promoting the status quo.
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Inferences about the relationships between scores on selection tests and measures of job performance are often made on the basis of an assessment of the match between the content of the test and the content of the job. However, there is little evidence that these test-to-job comparisons have any bearing on the criterion-related validity of selection tests. The authors show that conclusions reached in analyses of cognitive tests-that content matching is largely irrelevant to criterion-related validity-can be generalized to most sets of selection tests (e.g., psychomotor and performance tests, interview ratings, biodata scores, knowledge tests, work sample tests) that are positively correlated with one another and with the criterion. When the universe of potential predictors shows positive manifold, almost all possible sets of test batteries will yield similar outcomes and show similar validities, regardless of whether the content of these tests matches the content of the job.
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The authors propose that in mission-driven organizations, prosocially motivated employees are more likely to perform effectively when trust cues enhance their perceptions of task significance. The authors develop and test a model linking prosocial motivation, trust cues, task significance, and performance across 3 studies of fundraisers using 3 different objective performance measures. In Study 1, perceiving managers as trustworthy strengthened the relationship between employees' prosocial motivation and performance, measured in terms of calls made. ⋯ It also revealed 3-way interactions between prosocial motivation, manager trustworthiness, and dispositional trust propensity, such that high trust propensity compensated for low manager trustworthiness to strengthen the association between employees' prosocial motivation and performance. Study 3 replicated all of the previous mediation and moderation findings in predicting initiative taken by professional fundraisers. Implications for work motivation, work design, and trust in organizations are discussed.