Job and organizational changes have promoted the importance of social skill at work, yet research in this area has been limited. The authors investigated the interaction between social skill and general mental ability (GMA) in the explanation of job performance and salary, controlling for personality and demographic characteristics. The results indicated that the relationships between social skill and job performance were stronger among workers high than low in GMA. In a similar manner. the relationships between GMA and job performance were stronger among workers high than low in social skill. The interaction on salary indicated that increases in social skill (or GMA) for high-GMA (or social skill) individuals were associated with higher salary levels. It is interesting, however, that increases in social skill (or GMA) for those low in GMA (or social skill) contributed to lower salaries. Implications of these results and directions for future research are discussed.

Independent samples were used to assess the construct validity of the Measure of Ingratiatory Behaviors in Organizational Settings (MIBOS) scale (K. Kumar & M. Beyerlein, 1991). The 4 samples included managerial personnel (n = 288), members of 2 professional organizations (n = 144), clerical employees (n = 110), and working students (n = 279). Three distinct conceptualizations were examined using confirmatory factor analysis (LISREL 8). Alternative models included (a) a 4-factor conceptualization proposed by Kumar and Beyerlein; (b) a 4-factor. 2nd-order conceptualization: and (c) a unidimensional model. None of the models provided adequate support for the factor structure of the measure. Similarly, convergent and discriminant assessments failed to provide strong support for the validity of the scale.

Meta-analytic studies of the relationships between the five-factor model of personality constructs and job performance indicate that conscientiousness has been the most consistent predictor. Recent research has sought to identify situational factors that may explain additional variance beyond what has been reported by simple bivariate relationships. The authors hypothesized that perceptions of organizational politics would moderate the relationship between conscientiousness and job performance. Data collected from 234 male and 579 female workers in 4 organizations indicated that conscientiousness was related to job performance among workers perceiving average to high levels of organizational politics but unrelated to performance among workers perceiving low levels of organizational politics. Moreover, perceptions of organizational politics were negatively related to job performance only among workers of average to low levels of conscientiousness.

Personal reputation has been acknowledged to have an important influence on work outcomes. However, substantive research has been relatively scarce to date. The 2-study research plan reported here supports reputation's role as a moderator of the relationships between political behavior and the work outcomes of uncertainty, emotional exhaustion, and job performance ratings (i.e., self- and supervisor report). The 1st investigation contained both a pilot study, which was undertaken to demonstrate the consistency of self- and others' perceptions of reputation, and a test of the substantive relationships. The 2nd study served as a constructive replication of the hypothesized relationships. Supporting prior research, Study 1 demonstrated that self-reports of personal reputation were significantly related to peer report. In each study, political behavior was associated with decreased uncertainty and emotional exhaustion and increased job performance ratings for individuals with a favorable reputation. Conversely, political behavior predicted increased uncertainty and emotional exhaustion and decreased job performance ratings for individuals with an unfavorable reputation. Implications of these results, strengths and limitations, and directions for future research are discussed.

The present study examined the moderating effect of perceived organizational support (POS) on the relationship between social skill and supervisor-rated job performance. On the basis of regulatory and activation models of behavior, the authors argue that low-POS environments activate social skill because they reflect situations in which interpersonal acuity is required to demonstrate effective job performance. Accordingly, the authors hypothesize that social skill is more strongly related to performance among workers reporting low rather than high levels of organizational support. Results of hierarchical moderated multiple regression analyses on data gathered from 2 samples support the hypothesis. These results suggest that the relevance of social skill to job performance may be dependent on contextual cues. Implications for substantive research, strengths and limitations, and directions for future research are offered.

This research examined the interaction of organizational politics perceptions and employee age on job performance in 3 studies. On the basis of conservation of resources theory, the authors predicted that perceptions of politics would demonstrate their most detrimental effects on job performance for older workers. Results across the 3 studies provided strong support for the hypothesis that increases in politics perceptions are associated with decreases in job performance for older employees and that perceptions of politics do not affect younger employees' performance. Implications of these results, strengths and limitations, and directions for future research are discussed.

Research on emotional labor-the process through which employees enact emotion regulation (i.e., surface and deep acting) to alter their emotional displays-has predominately focused on service-based exchanges between employees and customers where emotions are commoditized for wage. Yet, recent research has begun to focus on the outcomes of employees engaging in emotion regulation, and surface acting in particular, with coworkers. Given that coworker interactions are qualitatively distinct from those with customers, we build on the emotional labor and emotion regulation literatures to understand why such acts of emotion regulation occur in coworker-based exchanges, and whether there are well-being and social capital costs and/or benefits for doing so. Across 3 complementary studies spanning over 2,500 full-time employees, we adopt a person-centered approach and demonstrate that four distinct profiles of emotion regulation emerge in coworker exchanges: deep actors, nonactors, low actors, and regulators. Further, our results suggest that certain employees are driven to regulate their emotions with coworkers for prosocial reasons (deep actors), whereas others are more driven by impression management motives (regulators). Our results also suggest that while nonactors and deep actors similarly incur well-being benefits (i.e., lower emotional exhaustion and felt inauthenticity), deep actors alone experience social capital gains in the form of higher receipt of help from coworkers, as well as increased goal progress and trust in their coworkers. Combined, our research delineates the motives that drive emotion regulation with coworkers and identifies when such regulatory efforts yield social capital gains for employees. (PsycInfo Database Record