The Journal of applied psychology
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We propose that an employee's bottom-line mentality may have an important effect on social undermining behavior in organizations. Bottom-line mentality is defined as 1-dimensional thinking that revolves around securing bottom-line outcomes to the neglect of competing priorities. Across a series of studies, we establish an initial nomological network for bottom-line mentality. ⋯ We collected multisource field data to test our theoretical model (i.e., focal-supervisor-coworker triads; N = 113). Results from moderated-mediation analyses provide general support for our hypotheses. Theoretical and practical implications of bottom-line mentality and social undermining are discussed, and areas for future research are identified.
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Comparative Study
Bridging team faultlines by combining task role assignment and goal structure strategies.
This study tests whether the detrimental effects of strong diversity faultlines on team performance can be counteracted by combining 2 managerial strategies: task role crosscutting and superordinate goals. We conducted a 2 (crosscut vs. aligned roles) × 2 (superordinate vs. subgroup goals) experimental study. ⋯ This effect is mediated by elaboration of task-relevant information. Implications for theory and management of team faultlines are discussed.
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Comparative Study
National cultures, performance appraisal practices, and organizational absenteeism and turnover: a study across 21 countries.
Performance appraisal (PA) is a key human resource activity in organizations. However, in this global economy, we know little about how societal cultures affect PA practices. ⋯ The results, based on a large data set across multiple countries and over 2 time periods, support the hypothesized effects of societal (national) cultural practices on particular PA practices and the interactive effects of societal cultural practices and PA practices on absenteeism and turnover. We discuss theoretical and practical implications of our findings.
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Many organizations use credit scores as an employment screening tool, but little is known about the legitimacy of such practices. To address this important gap, the reported research conceptualized credit scores as a biographical measure of financial responsibility and investigated dispositional antecedents and performance-related outcomes. ⋯ Credit scores did not, however, predict workplace deviance. Implications for organizations currently using or planning to use credit scores as part of the screening process are discussed.
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Beyond shared perceptions of trust and monitoring in teams: implications of asymmetry and dissensus.
Past research has implicitly assumed that only mean levels of trust and monitoring in teams are critical for explaining their interrelations and their relationships with team performance. In this article, the authors argue that it is equally important to consider the dispersion in trust and monitoring that exists within teams. ⋯ The first study also offered support for an integrative model that includes mean and dispersion levels of both trust and monitoring. Overall, the studies provide a comprehensive and clear picture of how trust and monitoring emerge and function at the team level via mean and dispersion.