Knowledge that Transforms

In this article, the authors integrate the theory of work adjustment (Dawis, England, & Lofquist, 1964) and the stressor emotion model of counterproductive work behaviors (CWBs; Spector & Fox, 2005) to examine workplace frustration as an intervening mechanism that mediates relations between person-environment (P-E) fit and CWBs. Moreover, we adopt a multifoci perspective to estimate effects for multiple fit, frustration, and CWB foci. We examine the nature of relations between fit, frustration, and CWB for like foci (target similar effects), as well as cross-foci effects. Study 1 examines proposed effects in a sample of 447 employee-coworker dyads. Study 2 uses a 3-wave survey design and tests effects in a sample of 669 employees. Results from both studies suggest that (a) frustration mediates the effects of P-E fit on CWBs and (b) the most consistent effects were observed among the variables with matching foci. Implications for research and practice are discussed. (PsycINFO Database Record

This article examines how people depart from optimality during multiple-goal pursuit. The authors operationalized optimality using dynamic programming, which is a mathematical model used to calculate expected value in multistage decisions. Drawing on prospect theory, they predicted that people are risk-averse when pursuing approach goals and are therefore more likely to prioritize the goal in the best position than the dynamic programming model suggests is optimal. The authors predicted that people are risk-seeking when pursuing avoidance goals and are therefore more likely to prioritize the goal in the worst position than is optimal. These predictions were supported by results from an experimental paradigm in which participants made a series of prioritization decisions while pursuing either 2 approach or 2 avoidance goals. This research demonstrates the usefulness of using decision-making theories and normative models to understand multiple-goal pursuit. (PsycINFO Database Record

Job satisfaction research has unfolded as an exemplary manifestation of the "person versus environment" debate in applied psychology. With the increasing recognition of the importance of time, it is informative to examine a question critical to the dispositional view of job satisfaction: Are genetic influences on job satisfaction stable across different time points? Drawing upon dispositional and situational perspectives on job satisfaction and recent research in developmental behavioral genetics, we examined whether the relative potency of genetic (i.e., the person) and environmental influences on job satisfaction changed over time in a 3-wave longitudinal twin study. Biometric behavioral genetics analyses showed that genetic influences accounted for 31.2% of the variance in job satisfaction measured at approximately Age 21, which was markedly greater than the 18.7% and 19.8% of variance explained by genetic factors at Age 25 and Age 30. Such genetic influences were mediated via positive affectivity and negative affectivity, but not via general mental ability. After partialing out genetic influences, environmental influences on job satisfaction were related to interpersonal conflict at work and occupational status, and these influences were relatively stable across the 3 time points. These results offer important implications for organizations and employees to better understand and implement practices to enhance job satisfaction. (PsycINFO Database Record

This study examines two fundamental concerns in the context of organizational change: employees' perceptions of merger process justice and cognitive trust in the top management team. Our main purpose is to better understand the nature of reciprocal relations between these important constructs through a significant change event. Previous research, building mainly on social exchange theory, has framed trust as a consequence of justice perceptions. More recently, scholars have suggested that this view may be overly simplistic and that trust-related cognitions may also represent an important antecedent of justice perceptions. Using 3-wave longitudinal survey data (N = 622) gathered during a merger process, we tested reciprocal relations over time between cognitive trust in the top management team and perceptions of the merger process justice. In contrast to the conventional unidirectional notion of trust or trust-related cognitions as outcomes of perceived justice, our results show positive reciprocal relations over time between cognitive trust and justice. Our findings also revealed that the positive influence of cognitive trust on subsequent justice perceptions was slightly more robust than the opposite direction. By examining cross-lagged longitudinal relations between these critical psychological reactions, this study contributes across multiple domains of the management literature including trust, justice, and organizational mergers. (PsycINFO Database Record

We draw on the values literature from social psychology and the acculturation literature from cross-cultural psychology to develop and test a theory of how signals about an organization's diversity management (DM) approach affect perceptions of organizational attractiveness among potential employees. We examine the mediating effects of individuals' merit-based attributions about hiring decisions at the organization, as well as the moderating effects of their racioethnicity and the racioethnic composition of their home communities. We test our theory using a within-subject policy-capturing experimental design that simulates organizational DM approaches, supplemented with census data for the participants' home communities. Results of hierarchical linear modeling (HLM) analyses suggest that the manipulated instrumental value for diversity leads to higher perceptions of organizational attractiveness, in part through heightened expectations of merit-based hiring decisions. Further, the manipulated assimilative and integrative DM approach signals are positively related to organizational attractiveness and the effect of integrative DM is strongest for racioethnic minorities from communities with especially high proportions of Whites and Whites from communities with especially low proportions of Whites. (PsycINFO Database Record

Despite a substantial research literature on the influence of dimensions and exercises in assessment centers (ACs), the relative impact of these 2 sources of variance continues to raise uncertainties because of confounding. With confounded effects, it is not possible to establish the degree to which any 1 effect, including those related to exercises and dimensions, influences AC ratings. In the current study (N = 698) we used Bayesian generalizability theory to unconfound all of the possible effects contributing to variance in AC ratings. Our results show that ≤1.11% of the variance in AC ratings was directly attributable to behavioral dimensions, suggesting that dimension-related effects have no practical impact on the reliability of ACs. Even when taking aggregation level into consideration, effects related to general performance and exercises accounted for almost all of the reliable variance in AC ratings. The implications of these findings for recent dimension- and exercise-based perspectives on ACs are discussed. (PsycINFO Database Record

Leader succession often occurs during organizational change processes, but the implications of leader succession, in terms of reactions to the change, rarely have been investigated. Employee attitudes and behaviors during organizational change may be influenced jointly by a former leader who recently has transitioned out of the team and the new leader who recently has transitioned into it. We predict an interaction between former and new leaders' transformational leadership on employees' behavioral resistance to and support for change. On the basis of contrast effect theory, a highly transformational former leader constrains the potential effectiveness of the new leader, but a former leader low in transformational leadership enhances this potential effectiveness. We also propose conditional indirect effects transmitted through commitment to the changing organization. Our research was conducted in a large Chinese hospitality organization that was implementing radical organizational change, during which virtually all aspects of processes and products are changed. We collected a 2-wave multisource data from employees who had recently experienced a leader succession and their newly assigned leaders. On the basis of a final sample of 203 employees from 22 teams, we found empirical support for the proposed interaction effects. The conditional indirect effects were also consistent with our expectations, but the effect on behavioral resistance to change was stronger than the effect on behavioral support for change. (PsycINFO Database Record

Theories linking the literatures on stereotyping and human resource management have proposed that individuals may enjoy greater success obtaining jobs congruent with stereotypes about their social categories or traits. Here, we explored such effects for a detectable, but not obvious, social group distinction: male sexual orientation. Bridging previous work on prejudice and occupational success with that on social perception, we found that perceivers rated gay and straight men as more suited to professions consistent with stereotypes about their groups (nurses, pediatricians, and English teachers vs. engineers, managers, surgeons, and math teachers) from mere photos of their faces. Notably, distinct evaluations of the gay and straight men emerged based on perceptions of their faces with no explicit indication of sexual orientation. Neither perceivers' expertise with hiring decisions nor diagnostic information about the targets eliminated these biases, but encouraging fair decisions did contribute to partly ameliorating the differences. Mediation analysis further showed that perceptions of the targets' sexual orientations and facial affect accounted for these effects. Individuals may therefore infer characteristics about individuals' group memberships from their faces and use this information in a way that meaningfully influences evaluations of their suitability for particular jobs. (PsycINFO Database Record

Task conflict has been the subject of a long-standing debate in the literature-when does task conflict help or hurt team performance? We propose that this debate can be resolved by taking a more precise view of how task conflicts are perceived in teams. Specifically, we propose that in teams, when a few team members perceive a high level of task disagreement while a majority of others perceive low levels of task disagreement-that is, there is positively skewed task conflict, task conflict is most likely to live up to its purported benefits for team performance. In our first study of student teams engaged in a business decision game, we find support for the positive relationship between skewed task conflict and team performance. In our second field study of teams in a financial corporation, we find that the relationship between positively skewed task conflict and supervisor ratings of team performance is mediated by reflective communication within the team. (PsycINFO Database Record

). During 2 consecutive workweeks, 150 bank employees from various functions (Study 1) and a heterogeneous sample of 608 employees (Study 2) reported their day-specific use of flextime, boundary strength at work and home, and affective well-being in the evening and the next day. Multilevel structural equation modeling of 2,223 (Study 1) and 3,164 (Study 2) observations revealed that flextime use was associated with stronger boundaries at home in both studies and stronger boundaries at work in Study 2. Stronger boundaries were, in turn, positively associated with affective well-being, both in the same evening and the next day. Study 2 further revealed that day-specific nonwork goal completion mediated the positive association between daily flextime use and boundary strength at work. However, whereas occasional flextime use had unequivocal positive consequences, chronic flextime use undermined the completion of work goals. Overall, findings suggest that flextime use benefits employees when used in moderation. (PsycINFO Database Record