= 361), across both time points, we replicated all four profiles from Study 1 and tested hypotheses regarding the profiles, their transition patterns, and implications of such patterns for work, well-being, and social functioning outcomes. Altogether, our work suggests that maintaining high-coping depth or increasing depth is generally beneficial, whereas maintaining or increasing coping breadth is generally harmful. (PsycInfo Database Record
) and reliance. Study 1 (a proof of concept) and Study 2 (a longitudinal, dyadic field study) utilize inductive theory-building and exploratory analyses. Studies 3a, 3b(i), and 3b(ii) (three preregistered experiments) support my hypotheses: Liberals tend to view politically dissimilar coworkers as less trustworthy people in the world and refrain from disclosures, while conservatives tend to view racial outgroup coworkers as less trustworthy in their jobs and refrain from reliance. Given liberal and conservative employees' roles in the calcification of political and racial group cleavages, respectively, organizations must determine whether both forms of bias should be addressed-indeed, racial bias is socially unacceptable, whereas political bias is widely tolerated-and, if so, whether interventions should target employees based on ideology. (PsycInfo Database Record
= 20). There was considerable heterogeneity in validity estimates for job performance (80% credibility interval [.04, .37]). Moderator analyses revealed that AP is a better predictor of performance (a) for AP measures that are more relevant to students' future jobs, (b) for professor ratings of AP than for grades and class rank, (c) for samples that include applicants from the same university or from the same major, and (d) for official records of AP than for applicant self-reports. Job relevance was the strongest and most consistent moderator with operational validities in the .30s and .40s for measures that assessed AP in major-specific courses or courses in which students are evaluated on behaviors relevant to their future jobs (e.g., practicum classes). Overall, researchers and organizations should carefully consider whether and how AP is relevant to particular jobs and outcomes, as well as use designs and measures that optimize the predictive value of AP. (PsycInfo Database Record
Prior research on the relations between the five-factor model (FFM) of personality traits and job performance has suggested mixed findings: Some studies pointed to linear relations, while other studies revealed nonlinear relations. This study addresses these gaps using machine learning (ML) methods that can model complex relations between the FFM traits and job performance in a more generalizable way, particularly interpretable ML techniques that can more effectively reveal the nature (linear, curvilinear, interactive) and strength (feature/relative importance) of the personality-job performance relations. Overall, the results based on a sample of 1,190 employees suggest that nonlinear ML methods perform slightly yet consistently better than linear regression methods in modeling the relation of job performance with FFM facets, but not with factors. On the factor level, conscientiousness exhibits a noticeable curvilinear relation with job performance, and it also interacts with other FFM factors to predict job performance. Conscientiousness displays the strongest feature importance across job types, followed by agreeableness. On the facet level, most FFM facets show limited evidence for curvilinear and interactive (with other facets) relations with job performance. While several conscientiousness facets (order, deliberation, self-discipline) display the strongest feature importance in predicting job performance, some agreeableness (straightforwardness, altruism) and extraversion (positive emotionality) facets also emerge as important features for different sales job types (corporate vs. individual sales). We discuss the implications of these findings for research and practice. (PsycInfo Database Record
Owing to consecutive global crises (e.g., the COVID-19 pandemic, multiple regional wars), interest has grown in understanding and promoting organizational resilience. There is scant knowledge about how a human resource management (HRM) system can foster organizational resilience. This study examines the role of a high-performance work system in the organizational resilience process during the COVID-19 pandemic. We focus on two properties of the resilience process: stability during the jolt phase and flexibility during the turnaround phase. We test our hypotheses using quarterly sales data from 268 Korean firms during the COVID-19 pandemic. Our findings show that an high-performance work system reduces the severity of loss during the jolt phase (i.e., it maintains stability) through an increased climate of trust and enhances the scale of recovery during the turnaround phase (i.e., it improves flexibility) through an increased climate of innovation. We advance research on HRM, organizational resilience, and crisis management, showing how an HRM system can foster two essential properties for the resilience process to unfold effectively over time after the onset of a crisis. (PsycInfo Database Record
= 149,341 participants), we reveal the incremental effects of the five mechanisms, compare their relative strengths for each performance outcome, and examine their cultural contingencies. We find that when the five mechanisms are examined simultaneously, only relationship quality and state self-evaluation show incremental effects across all performance outcomes in the predicted direction. Moreover, the comparative strengths of mechanisms vary across performance outcomes: The impact of workplace aggression on task performance is best explained by the negative affect and state self-evaluation mechanisms, its impact on citizenship behavior is best explained by the relationship quality mechanism, and its impact on deviant behavior is best explained by the negative affect mechanism. Finally, the prominence of some mechanisms is contingent on certain cultural dimensions: The relationship quality mechanism is strengthened by individualism and masculinity, while the state self-evaluation mechanism is strengthened by masculinity. We conclude with a discussion of the theoretical and practical implications of our research. (PsycInfo Database Record
Organizations often need to deal with ambiguous threats, which are complex, unprecedented, and difficult-to-predict events that hold the potential to cause harm. Drawing on the attention-based view of work behavior, we propose that employees do not always remain vigilant to such threats. Consequently, we argue that, in the face of those threats, employees can fail to notice or recognize problems or vulnerabilities in their organizations' work processes or products that can hinder coping. We posit that this effect is, paradoxically, more pronounced when employees are working with trustworthy managers who are perceived as capable and focused enough on the well-being of their units to adequately deal with work challenges. Thereby, we highlight that employees may overlook problems and thus not speak up, precisely when their input is highly desired to address ambiguous threats and can be effectively used by competent and caring managers. Using a combination of field surveys and preregistered experiments, we demonstrate support for our arguments. In the process, we present an alternative attention-based perspective to the voice literature that has so far predominantly focused on cost-benefit-based explanations (i.e., how employees evaluate the perceived costs of speaking up vs. presumed benefits) when describing hurdles to employee voice. (PsycInfo Database Record
values indicates an estimated replicability of 37%, although this figure varied somewhat across the four journals. We also find that none of the coded studies reported having conducted a priori power analyses and that only one reported having preregistered their hypotheses-despite longstanding exhortations for researchers to plan their studies to have adequate power and to engage in open science practices. Our results suggest that moderation results that have been reported in these leading journals fail to meet the methodological and statistical burden that would lead us to recommend that scientists and practitioners rely on these findings to inform their research and practice. (PsycInfo Database Record
Social networks can aid newcomers' learning and adjustment and facilitate their performance. However, knowledge about how newcomers build their social networks from the ground up is limited. Extending the socialization literature, we propose a model delineating newcomer proactive networking as the driver of advice ties with peer newcomers, which in turn influence newcomer reputation among higher status organizational insiders. Drawing on signaling theory, we propose that future-oriented newcomers are more likely to engage in proactive networking behaviors, a form of signaling that could help those newcomers build a larger number of peer advice ties. Such initial success may then transmit newcomers' signals to the managerial ranks, affording them a better reputation among managers. In addition, signaling theory suggests that the centrality of a newcomer's immediate supervisor in the managerial advice network can amplify the effect of the newcomer's own signaling actions (i.e., proactive networking behaviors) on their relationships with peers. We tested our hypotheses in two field survey studies. Study 1 found that newcomers higher in future orientation engaged in more proactive networking. Proactive networking helped newcomers form more peer advice ties, which were, in turn, positively related to their reputation among managers. Study 2 found that the supervisor's centrality in the managerial advice network moderated the relationship between newcomer proactive networking and peer advice ties. We discuss the implications of our findings for the newcomer adjustment and signaling theory literatures as well as for socialization practices. (PsycInfo Database Record
Despite gossip research's predominant focus on gossipers and gossip targets, existing theoretical views and the limited yet important empirical studies converge to suggest that gossip benefits its recipients. Our research builds on conservation of resources theory to shift this consensus by examining the negative effects of supervisor-directed gossip on recipients. We theorize that hearing negative supervisor-directed gossip triggers both cognition- and affect-focused rumination, which consume resources, and we develop a research question around the moderating role of hearing positive supervisor-directed gossip. Furthermore, we propose that the aforementioned effects have cascading implications for recipients' work behaviors the following day. In a 15-day experience sampling investigation of 122 workers, we found that on days when employees hear negative gossip about the supervisor, they are more likely to engage in cognition- and affect-focused rumination, and hearing positive supervisor-directed gossip strengthens these positive relationships. In addition, we found that cognition- and affect-focused rumination lead to poor sleep quality and diminished next-morning vitality, which in turn results in reduced work engagement and supervisor-directed organizational citizenship behavior. We conclude by discussing the implications and future directions of our work. (PsycInfo Database Record