Search

To link to full-text access for this article, visit this link: http://dx.doi.org/10.1016/j.obhdp.2008.07.003 Byline: Christopher C. Rosen (a), Chu-Hsiang Chang (b), Russell E. Johnson (c), Paul E. Levy (d) Keywords: Psychological contract breach; Organizational politics; Organizational justice; Organizational citizenship behavior; Job satisfaction; Organizational commitment Abstract: This study examines how employees' perceptions of specific features of the organizational context -- organizational politics and procedural justice -- are related to their evaluations of psychological contract breach and subsequent attitudes and behaviors. Across three studies, we examined the appropriateness of four models for describing relationships among the focal constructs. Results of these studies support (a) an environmental responsiveness model in which psychological contract breach mediates the effects of politics and justice on employee outcomes, and (b) a general fairness evaluation model where politics, justice, and psychological contract breach serve as indicators of a higher order factor that predicts employee attitudes and behavior. Implications and directions for future research are presented. Author Affiliation: (a) Department of Management, Sam M. Walton College of Business, University of Arkansas, Fayetteville, AR 72701-1201, USA (b) Department of Environmental and Occupational Health, College of Public Health, University of South Florida, 13201 Bruce B. Downs Blvd., MDC 56 Tampa, FL 33612, USA (c) Department of Psychology, University of South Florida, 4202 E. Fowler Ave., PCD 4139 Tampa, FL 33620, USA (d) Department of Psychology, University of Akron, Akron, OH 44325-4301 Article History: Received 23 May 2006; Accepted 29 July 2008 Article Note: (miscellaneous) Accepted by Dave Harrison

The impact of employee attitudes on job satisfaction is examined.

To link to full-text access for this article, visit this link: http://dx.doi.org/10.1016/j.obhdp.2005.07.005 Byline: Russell E. Johnson, Christopher Selenta, Robert G. Lord Keywords: Organizational justice; Self-concept; Self-concept levels; Organizational attitudes; Organizational citizenship behaviors Abstract: In two studies, we examined the joint effects of employed participants' self-concept levels and perceptions of fairness on organizational attitudes and citizenship behavior intentions. We examined the effects of chronic self-concept activation in Study 1, whereas we primed the working self-concept in Study 2. Combining the results of both studies, we found support for our hypotheses that particular self-concept levels and organizational justice dimensions interact to predict various work-related outcomes. Specifically, we observed interactions between the relational self-concept and interactional justice, and between the collective self-concept and procedural justice, such that the justice-outcome relationships were stronger for those experiencing higher activation on the relevant self-concept level. Thus, as hypothesized, justice information is weighted differently depending on the particular level of self-concept that is active. In addition, interesting direct effects of employees' self-concepts were also observed. We discuss the implications of these findings and the importance of considering the self-concept in conjunction with organizational justice. Author Affiliation: Department of Psychology, The University of Akron, Akron, OH 44325-4301, USA Article History: Received 5 June 2003; Revised 19 July 2005; Accepted 19 July 2005 Article Note: (footnote) [star] This research was supported in part by a Social Sciences and Humanities Research Council of Canada doctoral fellowship awarded to Christopher Selenta.

Theory and research on self-regulation emphasizes the importance of goals for guiding human behavior. Critical phenomena within the self-regulation literature are discrepancies between actual states and goal states. When such discrepancies are detected, they capture attention and effort is mobilized to move actual states closer to goal states (or in some cases align the latter with the former). While discrepancy feedback, or the distance between actual and goal states, is important, so too is velocity feedback, or the rate at which actual–goal discrepancies are decreasing. Unfortunately, research has mostly ignored the role played by velocity in the self-regulation process. To redress this limitation, we review the concept of velocity, the empirical studies that have examined this concept, and how velocity is commonly measured. We then discuss the role of velocity as it pertains to three self-regulatory functions at work: achieving performance goals, satisfying belonging needs, and satisfying esteem needs.

To the Editor.—I am writing in regard to my most recent issue of the American Pharmaceutical Association Newsletter dated June 17,1972 in which there was a reprint of a letter from the APHA Board of Trustees Executive Committee to you.Speaking on behalf of myself and many of my fellow pharmacists, I completely disagree with the recommendation of the APHA Board of Trustees Executive Committee that the antisubstitution laws be amended to permit the pharmacist to exercise drug product selection.If a physician has specified a particular brand product, whatever the reason might be, this is what the pharmacist should dispense.If a physician prescribes generically, it is the responsibility of the pharmacist to select his choice of product.I honestly believe that most pharmacists disagree with the position taken by the APHA Board of Trustees Executive Committee on this issue.