The Journal of applied psychology
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This experimental study investigated the mechanisms by which learner control influences learning in an e-learning environment. The authors hypothesized that learner control would enhance learning indirectly through its effect on trainee reactions and learner engagement (in particular, off-task attention), such that learners who were more satisfied with the training and devoted more cognitive resources toward the instructional content versus off-task thoughts would possess greater posttraining knowledge. The study also examined the role of individual differences (training motivation and goal orientation) in the prediction of these 2 mediating variables. ⋯ The individual difference variables had a differential impact on the mediating variables. In particular, performance orientation was linked to off-task attention, whereas mastery orientation was found to indirectly influence satisfaction via its direct effect on training motivation. Implications for the design and further study of e-learning are discussed.
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Using meta-analytic path analysis, the authors tested several structural models linking agreeableness and conscientiousness to organizational citizenship behavior (OCB). Results showed that the 2 personality traits had both direct effects and indirect effects-through job satisfaction-on overall OCB. ⋯ Finally, the path analyses predicting OCB-I and OCB-O offered further support for the general hypothesis that these 2 constructs are distinct. That is, the results of these analyses revealed that agreeableness had both direct and indirect effects on OCB-I but only indirect effects on OCB-O, and that for conscientiousness the pattern of direct and indirect effects was exactly opposite (direct and indirect effects on OCB-O but only indirect effects on OCB-I).
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Meta Analysis
Understanding why they don't see eye to eye: an examination of leader-member exchange (LMX) agreement.
Although it is an explicitly dyadic approach to leadership, some leader-member exchange (LMX) research has been characterized by relatively low levels of agreement between leader and member judgments of the relationship. Using a combination of meta-analytic methods and primary data collection, the authors sought to explore several theoretically and methodologically meaningful factors that might account for lower levels of agreement. ⋯ Empirical results from 98 matched dyads revealed that the extent of LMX agreement increases as the length of relationship tenure and intensity of dyadic interaction increases. Implications for LMX theory and future empirical research are discussed.
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Surprisingly few data exist concerning whether and how utilization of job-related selection and training procedures affects different aspects of unit or organizational performance over time. The authors used longitudinal data from a large fast-food organization (N = 861 units) to examine how change in use of selection and training relates to change in unit performance. Latent growth modeling analyses revealed significant variation in both the use and the change in use of selection and training across units. ⋯ Selection and training also affected financial performance, both directly and indirectly (e.g., through service performance). Finally, results of a cross-lagged panel analysis suggested the existence of a reciprocal causal relationship between the utilization of the human resources practices and unit performance. However, there was some evidence to suggest that selection and training may be associated with different causal sequences, such that use of the training procedure appeared to lead to unit performance, whereas unit performance appeared to lead to use of the selection procedure.
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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.