Knowledge that Transforms

Previous studies have found that workplace mistreatment positively relates to depression, a critical mental health disorder. However, it is unknown whether mistreatment affects all individuals' depressive symptoms equally. Drawing from the hopelessness theory of depression and the stigma literature, we suggest that Blacks suffer from greater depression than Whites when they experience similar levels of workplace mistreatment because Blacks, as members of a racial minority group, are more likely to attribute workplace mistreatment to their race. This, in turn, causes them to make a pessimistic attribution (i.e., attributions that are internal, stable, and global) about themselves that, ultimately, leads to depression. We tested these predictions across two studies. In Study 1, we used a multiyear time-lagged design and multiple indicators of depression (i.e., self-reported clinical depression scale, device-traced sleep quantity, and self-reported sleep quality) and found that the positive relationship between workplace mistreatment and depression was stronger for Blacks than Whites, and that these patterns were consistent across the various indicators (although only results with the clinical depression scale and sleep quantity were statistically significant). In Study 2, we found that the influence of workplace mistreatment on depression is partly due to racial differences in how workplace mistreatment is attributed. We conclude by discussing the theoretical and practical implications of these findings and directions for future research. (PsycInfo Database Record

We used threshold theory to investigate the relationship between employee ownership and financial misdeeds. In particular, we theorized that monitoring and incentive benefits of employee ownership coupled with longer term orientation are two primary theoretical drivers for decreasing the incidence of financial misdeeds in employee-owned firms. Using a sample of 388 investment firms representing 3,421 firm-year observations between 2000 and 2015, we found that employee ownership has an inverted-J-shaped relationship with organizational financial misdeeds such that the negative effect of employee ownership is significant only at medium-to-high levels. We also found that the inverted-J-shaped relationship was stronger when an organization was smaller or practiced giving short-term incentives. We discuss the theoretical and practical implications of these findings. (PsycInfo Database Record

Predictive bias (i.e., differential prediction) means that regression equations predicting performance differ across groups based on protected status (e.g., ethnicity, sexual orientation, sexual identity, pregnancy, disability, and religion). Thus, making prescreening, admissions, and selection decisions when predictive bias exists violates principles of fairness based on equal treatment and opportunity. First, we conducted a two-part study showing that different types of predictive bias exist. Specifically, we conducted a Monte Carlo simulation showing that out-of-sample predictions provide a more precise understanding of the nature of predictive bias-whether it is based on intercept and/or slope differences across groups. Then, we conducted a college admissions study based on 29,734 Black and 304,372 White students, and 35,681 Latinx and 308,818 White students and provided evidence about the existence of both intercept- and slope-based predictive bias. Third, we discuss the nature and different types of predictive bias and offer analytical work to explain why each type exists, thereby providing insights into the causes of different types of predictive bias. We also map the statistical causes of predictive bias onto the existing literature on likely underlying psychological and contextual mechanisms. Overall, we hope our article will help reorient future predictive bias research from whether it exists to the why of different types of predictive bias. (PsycInfo Database Record

Moral identity, a construct that captures how individuals view themselves relative to moral attributes, has received widespread attention in the organizational sciences. This article builds on the existing moral identity literature by examining the mechanisms and boundary conditions of leader moral identity's impact on the punishment of misconduct. Drawing on multiple literatures, we specifically argue that leader moral identity is positively related to the punishment of misconduct under the condition of higher cognitive load. Furthermore, we identify moral anger as a key mechanism. The theorized model was tested across three studies: a study of civil judges' court rulings (Study 1), a study of managers' tendencies to punish their employees' misconduct (Study 2), and an experiment that manipulated cognitive load while testing the intermediary role of moral anger (Study 3). Results offered convergent support for our model, shedding new light on the impact of moral identity on leaders in the workplace. Implications for theory and practice are discussed. (PsycInfo Database Record

between them influence workday energy. We conducted two experience sampling studies, one with 245 knowledge workers from diverse organizations and the other with 167 employees from two technology companies. We found a time allocation effect, such that for a given period of the workday (i.e., the morning or the afternoon), the greater the proportion of time a knowledge worker spent in meetings relative to individual work, the less this person engaged in microbreak activities for replenishment during that period. The reduction in microbreak activities, in turn, harmed energy. We also found a pressure complementarity effect in the morning (though not in the afternoon), such that when a meeting involved low pressure in the presence of high-pressure individual work or vice versa, when a meeting involved high pressure in the presence of low-pressure individual work, such complementarity benefited energy. Overall, this research advances our understanding of how everyday work activities relate to knowledge workers' energy and sheds new light on the issue of work and workday designs. (PsycInfo Database Record

Supervisors struggle to encourage employees to engage in diversity advocacy-key behaviors that help promote more equitable workplaces. Research hints that one reason for this struggle may be that employees lack the empowerment to engage in such behaviors. Drawing on perspectives that conceptualize diversity advocacy as a moral and virtuous behavior, we integrate research on leadership and empowerment to suggest that supervisor integrity can empower observers to engage in diversity advocacy. In exploring boundary conditions, we draw on performance models to counterintuitively suggest that this effect is strongest when employees perceive a negative diversity climate, as employees see the greatest need for change in these contexts. We test our theory in three complementary studies: A field sample with employees, a preregistered experimental vignette study, and an additional preregistered immersive experiment with a behavioral dependent variable. Our results contribute to theory on diversity, empowerment, and organizational climate. Additionally, we make an empirical contribution by developing and validating a four-item diversity advocacy scale. (PsycInfo Database Record

Unit human capital resources (HCR) are vital to performance across organizational levels. Crucially, the benefits of unit HCR often hinge on resource access and effective resource management. Yet, how units manage HCR remains unclear. We first review findings from human resource management (HRM) and unit leadership literatures relating to unit HCR, which have evolved separately despite their shared goals. Using our review as a foundation, we offer an integrative model highlighting the ways unit leaders can leverage HRM practices and their leadership behaviors for the greatest impact on unit HCR. In so doing, we identify a potentially potent nexus for scholars of both disciplines to focus their integrative efforts on-unit leaders-given their responsibility for HRM practice delivery (e.g., implementing a job rotation program) and their own leadership behaviors (e.g., composing teams). We conclude by highlighting future research questions, opportunities for theoretical integration, and expanding empirical examination. (PsycInfo Database Record

= 38,063/21,271 negotiations for joint gains/impasse rates). Moreover, we investigated whether factors related to how negotiators subjectively deal with the increased complexity associated with higher numbers of issues moderate the number-of-issues effect on joint gains. Multilevel analyses revealed no significant number-of-issues effect on joint gains up to a threshold of 3 issues but a negative effect for negotiations involving more than 3 issues. By contrast, we did not find a number-of-issues effect on impasse rates. Moreover, we did not obtain evidence for moderation effects. Findings are discussed with respect to their theoretical and practical implications. (PsycInfo Database Record

This is an introduction to the special section "Understanding Racism in the Workplace." (PsycInfo Database Record

= 380), 16 measures pertaining to seven dimensions of conversation dynamics: speaking time, turn length, pauses, speech rate, interruptions, backchannels, and response time. Network analyses reveal that many of these measures are interconnected, with clusters of variables suggesting broad differences in negotiators' propensity to "talk vs. listen" and to mimic their counterparts. Regression and Least Absolute Shrinkage and Selection Operator (LASSO) analyses further show that several measures uniquely predict objective and relational outcomes in videoconference negotiations. At the objective level, negotiators who speak more, faster, and with fewer pauses tend to get better deals. At the relational level, negotiators who refrain from interrupting and display more dynamic turn length (i.e., low similarity over successive turns) are better liked. Taken together, the results suggest that conversation dynamics could make or break deals. (PsycInfo Database Record