The Journal of applied psychology
-
Drawing on conservation of resources theory (Hobfoll, 1989) and the model of proactive motivation (Parker, Bindl, & Strauss, 2010), this research employs experience sampling methods to examine how employees' off-job experiences during the evening relate to their proactive behavior at work the next day. A multilevel path analysis of data from 183 employees across 10 workdays indicated that various types of off-job experiences in the evening had differential effects on daily proactive behavior during the subsequent workday, and the psychological mechanisms underlying these varied relationships were distinct. ⋯ Off-job relaxation in the evening related positively to next-morning low-activated positive affect, and off-job detachment in the evening had a decreasingly positive curvilinear relationship with next-morning low-activated positive affect. However, as expected, these two types of off-job experiences and low-activated positive affect did not relate to next-day proactive behavior. (PsycINFO Database Record (c) 2019 APA, all rights reserved).
-
To gain endorsement from their managers, should employees be direct with explicit change suggestions, or should they be indirect with questions and hints? We draw on psychological threat and communication clarity theories to offer competing hypotheses with respect to the association between voice directness and managerial endorsement. We then further draw from social judgment research to theorize whether the relationship between voice directness and managerial endorsement might be modified by voicer politeness and voicer credibility. The results of an experimental study and two field studies show that being direct about change-oriented suggestions is associated with more frequent managerial endorsement when voicers are credible (Studies 1 and 2 in the United States) or polite (Study 3 in China). We discuss implications of these findings, limitations, and directions for future research. (PsycINFO Database Record (c) 2019 APA, all rights reserved).
-
Reports an error in "Why and when hierarchy impacts team effectiveness: A meta-analytic integration" by Lindred L. Greer, Bart A. de Jong, Maartje E. Schouten and Jennifer E. ⋯ Additionally, we show that the negative relationship between hierarchy and team performance is exacerbated by aspects of the team structure (i.e., membership instability, skill differentiation) and the hierarchy itself (i.e., mutability), which make hierarchical teams prone to conflict. The predictions regarding the positive effect of hierarchy on team performance as mediated by coordination-enabling processes, and the moderating roles of several aspects of team tasks (i.e., interdependence, complexity) and the hierarchy (i.e., form) were not supported, with the exception that task ambiguity enhanced the positive effects of hierarchy. Given that our findings largely support dysfunctional views on hierarchy, future research is needed to understand when and why hierarchy may be more likely to live up to its purported functional benefits. (PsycINFO Database Record (c) 2019 APA, all rights reserved).
-
We utilize the social intuitionist approach to moral judgment and moral disengagement theory to understand why and when employees sabotage customers. We contend that when customers mistreat employees (i.e., customer mistreatment), employees experience intuitive emotional reactions in the form of hostility, which automatically activates devaluation of targets, a specific facet of moral disengagement. In turn, employees become unencumbered by moral self-regulation and sabotage customers who mistreat them (i.e., customer-directed sabotage). ⋯ We test our theoretical model using a field sample of customer service employees and an experimental study to establish causality. Our results provide general support for our hypotheses. We discuss theoretical and practical implications and opportunities for future research. (PsycINFO Database Record (c) 2019 APA, all rights reserved).
-
Multiple team membership is common in today's team-based organizations, but little is known about its relationship with collective effectiveness across teams. We adopted a microfoundations framework utilizing existing individual- and team-level research to develop a higher-level perspective on multiple team membership's relationship with performance of entire units of teams. We tested our predictions with data collected from 849 primary care units of the Veterans Health Administration serving over 4.2 million patients. In this context, we found multiple team membership is negatively associated with unit performance, and this negative relationship is exacerbated by task complexity. (PsycINFO Database Record (c) 2019 APA, all rights reserved).