Knowledge that Transforms

In this article, we assess whether actors provide makeup calls as amends for their wrongdoing following bad calls. We examined these effects using organizational justice as a lens. Two archival data sets from Major League Baseball and financial analysts (Study 1 and Study 3), one experimental data set (Study 2), and one mixed-method data set from a field study (Study 4) provided evidence for the positive relationship between bad calls and makeup calls. We also found evidence for a mediating effect of guilt and a first-stage moderating effect of outcome gravity. This article contributes to the literature not only by providing insight into the experience of actors who provide unfair treatment to others but also by exploring the behavioral remedies that actors use to restore justice. (PsycInfo Database Record

= 0.10). Our results indicate that the large device effects obtained in prior operational studies are possibly inflated by selection bias. Therefore, it is important to control for these demographic and occupational differences between self-selected device groups when analyzing operational data for research purposes. Propensity score weighing and poststratification appear useful for reducing the impact of selection bias in real-world, observational data. We also strongly recommend the use of random assignment to prevent selection bias when evaluating device effects for new or adapted GMA or similar ability tests. (PsycInfo Database Record

= .29-.40), highlighting the importance of environmental differences. Notably, family members were more similar in their counterproductive than citizenship behavior, suggesting citizenship behavior is comparatively more environmentally influenced. Spouse/partner similarity for nontask behavior was modest and did not vary between midlife and late-life couples, suggesting spousal influence on nontask performance is limited. These findings offer insight to organizations regarding the degree of nature (individual differences) and nurture (including organizational factors) influences on nontask performance, which has implications for the selection of interventions (e.g., relative value of applicant selection or incumbent interventions). (PsycInfo Database Record

+ 2). We also explore the cross-level moderating effect of implicit theories of depletion, considering whether the beneficial impact of weekly psychological detachment is contingent on how depleting job seekers perceive the search process to be. We tested our model with two weekly experience sampling studies of over 200 new labor market entrants. Across both studies, we found considerable support for our model, suggesting that taking time to psychologically detach from the job search can help job seekers maintain their well-being and obtain job search success. (PsycInfo Database Record

Experts and employees in many domains make multiple similar but independent decisions in sequence. Often, the serial position of the case in the sequence influences the decision. Explanations for these serial position effects focus on the role of decision-makers' fatigue, but these effects emerge also when fatigue is unlikely. Here, we suggest that serial position effects can emerge due to decision-makers' motivation to be or appear consistent. For example, to avoid having inconsistencies revealed, decisions may become more favorable toward the side that is more likely to put a decision under scrutiny. As a context, we focus on the legal domain in which many high-stakes decisions are made in sequence and in which there are clear institutional processes of decision scrutiny. We analyze two field data sets: 386,109 U.S. immigration judges' decisions on asylum requests and 20,796 jury decisions in 18th century London criminal court. We distinguish between five mechanisms that can drive serial position effects and examine their predictions in these settings. We find that consistent with motivation-based explanations of serial position effects, but inconsistent with fatigue-based explanations, decisions become more lenient as a function of serial position, and the effect persists over breaks. We further find, as is predicted by motivational accounts, that the leniency effect is stronger among more experienced decision-makers. By elucidating the different drivers of serial position effects, our investigation clarifies why they are common, when they are expected, and how to reduce them. (PsycInfo Database Record

(PPPA)-the extent to which a subordinate perceives their supervisor to share their beliefs about what it means to be a member of their profession-with sexist supervisors. Specifically, encouraging subordinates' to hold less masculine, more "balanced" professional prototypes, in which they see stereotypically feminine attributes as equally important to the job as stereotypically masculine ones, reduces PPPA with sexist supervisors. Lowering PPPA, in turn, reduces supervisor endorsement, even after accounting for the effects of other established mechanisms of supervisor endorsement. This research sheds new light on the psychology of followership and offers a new way to curb gender bias from the bottom up. (PsycInfo Database Record

Due to well-known problems with self-ratings of job performance (e.g., inflation, weak correlation with supervisor ratings) and the challenges of collecting supervisor ratings of job performance, researchers sometimes use supervisor-perspective ratings (e.g., "how do you think your supervisor would rate your job performance?") instead. The assumption is supervisor-perspective ratings are less affected by the noted issues with self-ratings and therefore are more similar to actual supervisor ratings than traditional self-ratings. In fact, a considerable number of researchers have used supervisor-perspective ratings as an alternative to actual supervisor ratings. The purpose of this study is to meta-analytically determine the degree to which supervisor-perspective ratings are a valid substitute for actual supervisor ratings and identify the boundary conditions for this substitution. Our meta-analyses demonstrate that supervisor-perspective ratings are generally not a viable substitute for actual supervisor ratings. This is especially the case when (a) citizenship performance is measured, (b) data are collected in collectivistic cultures, and (c) all study data are gathered from the same source. We recommend not using supervisor-perspective ratings as a substitute for actual supervisor ratings. (PsycInfo Database Record

= 395). Both studies provided support for our predictions. In sum, this research provides evidence to suggest that the experience of slow progress can lead to shortcuts not only by casting doubt on employees' perceived likelihood of meeting the goal but also by producing feelings of frustration. (PsycInfo Database Record

Despite growing evidence that the status conferred to individuals in organizations can change, few theoretical accounts explain when and how established patterns of status conferral are disrupted. We develop a theory of "task-based jolts"-organizational-level events that alter group tasks and goals in a way that requires employees to adjust the way they work-as a significant catalyst to disrupt status conferral in an existing hierarchy. We employed a multimethod design across two empirical studies (Study 1-quasifield experiment; Study 2-yoked experiment) and found that jolts are appraised differently by higher and lower status individuals, and as such, the jolt has contrasting implications for their generosity toward their coworkers and ultimately the status conferred to them. When employees' initial status is higher, they appraise a task-based jolt as self-threatening, undermining their concern for others and their generosity, which ultimately causes them to lose status in the immediate aftermath of the jolt. Conversely, when employees' initial status is lower, they appraise a task-based jolt as more of an opportunity, increasing their belief that they can contribute and their generosity, which ultimately causes them to gain status in the immediate aftermath of the jolt. Our findings offer valuable insights into how and why organizational-level change can indirectly influence microlevel interpersonal behaviors (generosity) that, in turn, affect status hierarchies within the organization. (PsycInfo Database Record

We examine the effects of leader prevention focus on the leader's own behavior, in the form of the harmful overruling of good ideas by their follower team, and on the team's collective behaviors, processes, and performance. We argue that when leaders adopt a prevention mindset, it can have costly effects on team outcomes. We tested our hypotheses using an experimental design in which 84 five-person teams engaged in a networked simulation, and we manipulated leader prevention focus through selection and training. Our hypotheses were generally supported. Specifically, we found that leaders with a prevention focus are more likely to engage in the faulty overruling of their team's decisions, causing the team to miss opportunities. We also found that teams with prevention-focused leaders tend to achieve lower levels of performance gains and we test the role of three mediating processes and states that convey the effects of leader prevention focus on reduced performance gains: increased risk avoidance, reduced team prospecting, and lower positive team affective tone. We show support for the mediating role of both reduced team prospecting and lower positive team affective tone. Finally, we show that team member reward responsiveness moderates the effects of leader prevention focus on team risk avoidance and prospecting. We discuss the theoretical and managerial implications of our findings. (PsycInfo Database Record