Knowledge that Transforms

Political scientists traditionally have analyzed the effect of politics on subjective well-being (SWB) at the collective level, finding that more liberal countries report greater SWB. Conversely, psychologists have focused primarily on SWB at the individual level and shown that being more conservative corresponds in greater SWB. We integrate the theoretical foundations of these 2 literatures (e.g., livability and system justification theories) to compare and contrast the effects of country- and individual-level political orientation on SWB simultaneously. Using a panel of 16 West European countries representative of 1,134,384 individuals from 1970 to 2002, we demonstrated this SWB political paradox: More liberal countries and more conservative individuals had higher levels of SWB. More important, we explored measurement as a moderator of the political orientation-SWB relationship to shed some light on why this paradox exists. When orientation is measured in terms of enacted values (i.e., what the government actually does), liberalism corresponds in higher SWB, but when politics is measured in terms of espoused values (i.e., what individuals believe), greater conservatism coincided in higher SWB. (PsycINFO Database Record

Drawing on the group-norms theory of organizational citizenship behaviors and person-environment fit theory, we introduce and test a multilevel model of the effects of additive and dispersion composition models of team members' personality characteristics on group norms and individual helping behaviors. Our model was tested using regression and random coefficients modeling on 102 research and development teams. Results indicated that high mean levels of extraversion are positively related to individual helping behaviors through the mediating effect of cooperative group norms. Further, low variance on agreeableness (supplementary fit) and high variance on extraversion (complementary fit) promote the enactment of individual helping behaviors, but only the effects of extraversion were mediated by cooperative group norms. Implications of these findings for theories of helping behaviors in teams are discussed.

Focusing on "what people want in their group" as a critical antecedent of intragroup conflict, the present study theorizes and empirically investigates the relationships among the psychological needs of group members, intragroup conflict, and group performance. It attends to the within-group average and dispersion of members' psychological needs and examines the effects stemming from group composition of needs on multiple types of conflict. The analyses based on multisource data from 145 organizational teams revealed significant relationships between the groups' composition with respect to the members' need for achievement and task conflict, need for affiliation and relationship conflict, and need for power and status conflict. Some of these relationships were moderated by open communication among members. The analyses also demonstrated that when the 3 types of conflict were considered together, task conflict was a positive predictor of group performance, whereas relationship conflict was a negative predictor. The findings highlight the motivational aspects of intragroup conflict, revealing the multilevel dynamics of the psychological needs in social settings.

Employee psychological empowerment is widely accepted as a means for organizations to compete in increasingly dynamic environments. Previous empirical research and meta-analyses have demonstrated that employee psychological empowerment is positively related to several attitudinal and behavioral outcomes including job performance. While this research positions psychological empowerment as an antecedent influencing such outcomes, a close examination of the literature reveals that this relationship is primarily based on cross-sectional research. Notably, evidence supporting the presumed benefits of empowerment has failed to account for potential reciprocal relationships and endogeneity effects. Accordingly, using a multiwave, time-lagged design, we model reciprocal relationships between psychological empowerment and job performance using a sample of 441 nurses from 5 hospitals. Incorporating temporal effects in a staggered research design and using structural equation modeling techniques, our findings provide support for the conventional positive correlation between empowerment and subsequent performance. Moreover, accounting for the temporal stability of variables over time, we found support for empowerment levels as positive influences on subsequent changes in performance. Finally, we also found support for the reciprocal relationship, as performance levels were shown to relate positively to changes in empowerment over time. Theoretical and practical implications of the reciprocal psychological empowerment-performance relationships are discussed. (PsycINFO Database Record

The study of negative relationships in teams has primarily focused on the impact of negative relationships on individual team member attitudes and performance in teams. The mechanisms and contingencies that can buffer against the damaging effects of negative relationships on team performance have received limited attention. Building on social interdependence theory and the multilevel model of team motivation, we examine in a sample of 73 work teams the team-level attributes that foster the promotive social interaction that can neutralize the adverse effect of negative relationships on team cohesion and, consequently, on team performance. The results indicate that high levels of team-member exchange as well as high task-interdependence attenuate how team cohesion and team performance suffer from negative relationships. Implications for research and practice are discussed.

It is widely established that the Big Five personality traits of conscientiousness, agreeableness, and emotional stability are antecedents to workplace deviance (Berry, Ones, & Sackett, 2007). However, these meta-analytic findings are based on self-reported personality traits. A recent meta-analysis by Oh, Wang, and Mount (2011) identified the value of acquaintance-reported personality in the prediction of job performance. The current investigation extends prior work by comparing the validities of self- and acquaintance-reported personality in the prediction of workplace deviance across 2 studies. We also hypothesized and tested an interactive, value-added integration of self- with acquaintance-reported personality using socioanalytic personality theory (R. T. Hogan, 1991). Both studies assessed self- and acquaintance-rated Big Five traits, along with supervisor-rated workplace deviance. However, the studies varied the measures of workplace deviance, and the 2nd study also included a self-rated workplace deviance criterion for additional comparison. Across both studies, the traits of conscientiousness and agreeableness were strong predictors of workplace deviance, and acquaintance-reported personality provided incremental validity beyond self-reports. Additionally, acquaintance-reported conscientiousness and agreeableness moderated the prediction of workplace deviance by interacting with the corresponding self-reported traits. Implications for personality theory and measurement are discussed along with applications for practice.

Using an expanded person-environment fit (P-E fit) model, we conducted 2 studies to test the combined effects of 2 individual difference factors, ability-demand fit and interest-vocation fit, in predicting college student choice of and persistence in the science, technology, engineering, and mathematics (STEM) fields. Analysis results based on data from 207,093 students entering 51 postsecondary institutions supported the hypothesized roles that academic ability and interest fit play in determining STEM field choice and persistence. Ability was found to moderate the effects of interest fit on the behavioral outcomes, thus expanding the P-E fit framework. We also found that gender moderates the effects of these individual difference predictors, such that the effects are weaker for females than for males in predicting STEM choice. For STEM persistence, the opposite effect was found: The relationship between ability and persistence is stronger for females than it is for males. As such, this research contributes to the resurging attention in the roles that individual difference factors play in organizational and educational research and the importance of integrating ability and interest constructs to fully understand college and career choice and persistence behaviors.

Employee radical creativity critically depends on substantive informational resources from others across the wider organization. We propose that the social network ties of employees' immediate leaders assume a central role in garnering these resources, thereby fostering their employees' radical creativity both independent of and interactively with employees' own network ties. Drawing on data from 214 employees working in 30 teams of a public technology and environmental services organization, we find that team leaders' betweenness centrality in the idea network within their teams as well as among their peer leaders provides creative benefits beyond employees' own internal and external ties. Further, employees' and leaders' ties within and external to the team interactively predict employee radical creativity. Implications for theory and practice are discussed.

This research meaningfully connects the literatures on identification and business ethics by proposing the new construct of moral identification. Moral identification is defined here as the perception of oneness or belongingness associated with an organization that exhibits ethical traits (e.g., care, kindness, and compassion), which also involves a deliberate concern of the membership with an ethical organization. Integrating social identity theory with theory on the moral self, this research examines an overall theoretical model where moral identification plays a significant role in explaining employee attraction, motivation, and retention (i.e., 3 components of the overall theoretical framework). These components were examined separately in 3 empirical studies and findings from these studies first revealed that moral identification explained why job seekers with strong (vs. weak) moral identities were more attracted to a socially responsible organization (Study 1). Second, moral identification was associated with lower employee unethical proorganizational behavior (Study 2). Finally, moral identification was negatively related to employees' turnover intentions. Organizations' legal compliance moderated this relation such that it was stronger when organizations have higher (vs. lower) levels of legal compliance (Study 3). Taken together, these studies suggest that moral identification offers new insights in explaining both potential and current employees' behaviors when morality is contextually relevant and subjectively meaningful. Theoretical contributions and practical implications are discussed.

By reference to a live hostage negotiation exercise, this study presents a taxonomy of uncertainty that can be usefully applied to assist in the categorization and application of findings from decision-making research conducted in naturalistic (specifically critical incident) settings. Uncertainty was measured via observational methods (during the exercise and by reference to video footage), decision logs, and postincident simulated recall interviews with trainee police officers. Transcripts were coded and analyzed thematically. Uncertainty was dichotomized as deriving from either endogenous sources (about the problem situation itself) or exogenous sources (about the operating system that is dealing with the incident). Overall, exogenous uncertainty (75%) was more prevalent than endogenous uncertainty (25%), specifically during discussions on plan formulation and execution. It was also qualitatively associated with poor role understanding and trust. Endogenous uncertainty was more prevalent during discussions on situation assessment and plan formulation. The taxonomy provides a useful way for organizational researchers to categorize uncertainty during the naturalistic observations of workplace interactions and decision making. It reduces the complexity associated with observational research to allow organizational psychologists to better tailor their recommendations for reducing uncertainty. Dealing with endogenous uncertainties would entail targeting decision making specific to the problem incident (e.g., introduce training or policy to reduce redundant fixation on rote-repetitive superordinate goals and focus on more short-term actionable goals during situation assessments). Dealing with exogenous uncertainties would entail improving decision making relating to management and team processes across critical incidents (e.g., training to clarify distributed roles in critical incident teams to aid plan formulation and execution). Organizational researchers interested in uncertainty management in the workplace should utilize this taxonomy as a guide to (a) categorize uncertainty and (b) generate applicable recommendations from their findings.