The Journal of applied psychology
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Administrative social influence is a principal tool for motivating employee behavior. The authors argue that the compliance of professional employees (e.g., doctors) with administrative social influence will depend on the degree to which these employees identify with their profession and organization. Professional employees were found to be most receptive to administrator social influence to adopt new work behavior when they strongly identified with the organization and weakly identified with the profession. In contrast, administrator social influence was counterproductive when professional employees strongly identified with the profession and weakly identified with the organization.
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Most work on organizational justice has been cross-sectional and focused on specific justice dimensions rather than perceptions of overall justice. As a result, little is known about how overall justice perceptions unfold over time. This study attempts to bridge gaps in the literature by examining overall organizational and overall supervisory justice perceptions of 213 individuals over 3 points in time. ⋯ Specifically, within-person variance accounted for 24% and 29% of the total variance in overall organizational and supervisory justice, respectively. Further, compared with specific justice dimensions, trust emerged as a particularly strong predictor of within-person and between-person variance in overall justice perceptions. Implications for the justice literature and organizational practice are discussed.
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Multicenter Study
Employee customer orientation in context: how the environment moderates the influence of customer orientation on performance outcomes.
This empirical study evaluated the moderating effects of unit customer orientation (CO) climate and climate strength on the relationship between service workers' level of CO and their performance of customer-oriented behaviors (COBs). In addition, the study examined whether aggregate COB performance influences unit profitability. ⋯ In addition, the data reveal that unit COB performance influences unit profitability by enhancing revenues without a concomitant increase in costs. The study's results underscore the theoretical importance of considering cross-level influencers of employee-level relationships and suggest that managers should focus on creating a climate that is supportive of COBs if their units are to profit from the recruitment, hiring, and retention of customer-oriented employees.
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The antecedents and consequences of ethical leadership were examined in a study of 894 employees and their 222 immediate supervisors in a major financial institution in the United States. The leader personality traits of agreeableness and conscientiousness were positively related to direct reports' ratings of the leader's ethical leadership, whereas neuroticism was unrelated to these ratings. ⋯ This relationship was partially mediated by followers' perceptions of psychological safety. Implications for research on ethical leadership and means to enhance ethical behavior among leaders and nonleaders are discussed.
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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.