Knowledge that Transforms

= 1,476), finding support for our predictions. Participants facing greater pay uncertainty work longer and delay recovery, even when financial rewards for continuing to work become negligible in Studies 1, 2, and 3. In line with scarcity theory predictions, pay uncertainty increases perceptions of financial scarcity (Study 4a) and those facing financial scarcity are less likely to engage in recovery (Study 4b). Together, these results highlight the costs of pay uncertainty while identifying the psychological mechanism underlying that cost. (PsycInfo Database Record

Motivated by observations that workers from lower social class backgrounds often experience lower career outcomes even after securing desirable jobs, we adopted an abductive approach-combining theory (the newcomer personal capital framework) with qualitative evidence from open-ended accounts (Study 1)-to identify three challenges these workers face after joining organizations as newcomers: limited cultural capital (i.e., institutional knowledge), lower social capital (i.e., social self-efficacy), and lower psychological capital (i.e., distress tolerance). Furthermore, in Study 1, we developed and tested a psychological intervention targeting these challenges and found that it effectively addressed them. In Studies 2 and 3, both preregistered field experiments, we deductively tested whether addressing these challenges would enhance key downstream outcomes. Indeed, for newcomers from lower social class backgrounds, the intervention improved both the experience of the work itself (job engagement) and the organizational social environment (social integration), which, in turn, led to better job performance-although it did not reduce turnover intentions. The intervention offers a scalable, low-cost method to promote the adjustment and career success of upwardly mobile workers from lower social class backgrounds. We discuss implications for understanding sources of class achievement gaps and for the importance of the newcomer adjustment process in promoting socioeconomic mobility in organizations. (PsycInfo Database Record

are relevant to the job. Implications for improving diversity through hiring on vocational interests and vocational disinterests, while simultaneously optimizing on job performance, are discussed. (PsycInfo Database Record

Connections to exceptionally high-performing industry stars facilitate individuals' job attainment. But what are the career consequences for people who benefit initially from star connections? Using balance theory, we integrate social network and basking-in-reflected glory research to examine how high expectations resulting from the persistence of reflected glory affect the evaluation of star-connected employees' performance long after their work associations with stars have ceased. To preserve cognitive balance, evaluators may discount the poor performances of the star-connected. Good performances, on the other hand, affirm positive cognitive associations in the minds of evaluators between stars and those who once worked with them. Using the career trajectories of assistant and head coaches in the National Basketball Association (NBA) from 1976 to 2015, we found that star-connected head coaches, relative to their nonconnected peers, were protected from being fired when underperforming but benefited less when overperforming. Study 2 showed experimentally that a star-connected employee, relative to a nonconnected peer, was buffered from the effects of work performance because of the high work performance expectations held by evaluators. We contribute new evidence concerning the effects of star performers on colleagues and move research beyond the fleeting impressions that have occupied prior basking-in-reflected glory work. Further, we contribute to integrating the social network emphasis on advantageous network connections with research on merit-based advancement. The overall conclusion from these two studies is that the reflected glory of star connections influences careers long beyond the hiring stage in ways that buffer individuals from their own performance outcomes. (PsycInfo Database Record

Late-career unemployment has a demonstrated negative impact on individuals and society. Yet little is known about the mechanisms through which policy programs operate to support older unemployed individuals in finding reemployment. The present study aimed to provide more insight into how a job search skills training program facilitates older job seekers in their reemployment process and who benefits most from the program. Using a two-group field experimental design among 4,625 unemployed job seekers aged over 50, we examined the effects of the job search skills training intervention on participants' job search knowledge and self-efficacy, job search behaviors, and reemployment status and speed. In addition, the study examined whether the effects of job search skills training on job search knowledge and self-efficacy depend on older job seekers' development orientations (i.e., future time perspective and learning goal orientation). Job search skills training was found to increase older job seekers' job search knowledge and self-efficacy, and in turn their job search process quality, which then enhanced their chances and speed of finding reemployment. The positive effects of job search skills training on job search knowledge and self-efficacy appeared to be stronger for older job seekers with lower development orientations. The current findings advance training and job search theory by uncovering the explanatory mechanisms of a job search skills training program and by showing that individual attributes influence learning outcomes. Our findings also have important implications for the design, implementation, and evaluation of future policy programs aimed at older unemployed individuals and career counseling practice. (PsycInfo Database Record

Although ingratiation is a tactic widely adopted by subordinates to influence supervisors, findings on its effectiveness are mixed at best. Drawing upon advancements in attribution theory, we propose a dual-pathway model to explicate the supervisor attributional processes triggered by newcomer ingratiation. On the one hand, supervisors engage in surface-level correspondent inference, taking newcomer ingratiation at face value and associating more ingratiation with greater relationship-building motives, rendering a positive linear relationship between newcomer ingratiation and relationship-building motive attribution. On the other hand, as newcomer ingratiation becomes more blatant, it prompts supervisors to engage in deep-level ulterior inference to more closely scrutinize hidden motives, rendering an increasing curvilinear relationship (i.e., a positive effect that gradually emerges) between newcomer ingratiation and self-serving motive attribution. These two attributions, in turn, have opposite effects on leader-member exchange (LMX). Taken together, we proposed an overall curvilinear relationship between newcomer ingratiation and LMX. We tested our hypotheses with three field studies. Study 1 revealed an inverted U-shaped relationship between newcomer ingratiation and LMX. Studies 2 and 3 further substantiated the mediation effects of the two attributions linking newcomer ingratiation to LMX. Additionally, Study 3 showed that via the sequential mediation of attributions and LMX, newcomer ingratiation had indirect effects on newcomer task performance and intention to quit. (PsycInfo Database Record

< 150) with item-level scoring. Pareto-NBI also became computationally intensive with many predictors, making MOR better suited for big data. Finally, in Study 2, MOR exhibited similar criterion-related validity and lower adverse impact risk relative to other methods across six real-life assessment contexts. We provide recommendations for using multiobjective optimization methods in personnel selection. (PsycInfo Database Record

Leaders, often perceived as possessing exceptional confidence and competence, are not immune to feelings of self-doubt. Leader impostorism describes the experience that one's attributes, experiences, skills, and abilities fall short of the standards expected in the leadership role, resulting in a sense of deception in fulfilling leadership responsibilities. While existing research has examined the antecedents and individual outcomes of leader impostorism, its implications for leaders' treatment of subordinates remain largely unexplored. In this research, we investigate the downstream consequences of leader impostorism on behaviors directed toward subordinates. Integrating research on leader impostorism with power dependence theory, we propose that for leaders with a low power distance orientation, leader impostorism increases supervisor support through the mechanism of perceived power dependence on subordinates, whereas for leaders with a high power distance orientation, leader impostorism increases supervisor undermining through the mechanism of power threat. The findings from two field studies support our theoretical model. This research contributes to the literature by broadening the understanding of the impact of leader impostorism on subordinates, extending power dependence theory within leader-subordinate dynamics, and offering insights into the dual nature of impostorism and its contingent effects. (PsycInfo Database Record

difficult to retain in strong job markets (i.e., when job opportunities are plentiful relative to job seekers) because promotions increase an employee's external marketability. The onset of the COVID-19 pandemic-a global exogenous shock that triggered an event chain characterized by a weak job market followed by a historically strong one-provided a unique opportunity to test these competing perspectives. Drawing upon event system theory and the unfolding model of turnover, we argue that internal sourcing creates positive perceptions among employees about their employer, making them less inclined to seek external opportunities during periods of heightened employee mobility. Specifically, we predict that internally sourced employees perceive lower levels of employment threat and higher levels of organizational support than those hired externally, which mitigates their turnover risk in strong job markets. We tested these predictions in two studies: a longitudinal field study involving 11,072 restaurant managers who were newly promoted or hired into their roles in the years surrounding the onset of the COVID-19 pandemic and the strong job market that followed and an experiment designed to mirror the field study conditions, in which we examined the psychological mechanisms underlying this phenomenon. Collectively, the results of our studies support our predictions, offering valuable insights into the effects of internal versus external sourcing on employee retention. (PsycInfo Database Record

= 465 daily observations with cortisol) were used to test the study hypotheses. Parent work stressor pile-up and adolescent stressor pile-up were associated with increased daily physical symptom likelihood in parents and adolescents, respectively. Counter to expectations, parent nonwork stressor pile-up was associated with steeper daily cortisol slopes. Additionally, we found curvilinear crossover effects for sleep quantity, such that parent nonwork stressor pile-up and adolescent stressor pile-up were associated with shorter sleep duration among adolescents and parents (respectively), but this relationship plateaued and reversed as daily pile-up increased to more extreme levels. Our article explores conceptual and operational pile-up definitions (level of analysis, length of time window, inclusion of the current-day stressor events). Individual-level analyses supported more consistent, positive linear relationships between stressor pile-up and strains. Time window had little consequences for conclusions, but inclusion of the current day yields some alternative conclusions. We discuss implications for understanding stressor pile-up across domains and across parent-child dyads as it relates to daily strain within the family system. (PsycInfo Database Record