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Murphy (2021) argues that the field of Industrial-Organizational (I/O) Psychology needs to pay more attention to descriptive statistics ('Table 1'; e.g., M, SD, reliability, correlations) when reporting and interpreting results. We agree that authors need to present a clear and transparent description of their data and that descriptive statistics and plots can be helpful in making sense of one's data and analyses (Tay et al., 2016). Many journals already require this. Although this information can be presented in the manuscript, more details can be placed in online supplements where there are fewer space limitations (e.g., detailed presentation and discussion of descriptive statistics, missing data and outliers, plots and diagrams, conceptual issues, and computer syntax). However, we strongly disagree with the claim that 'increasing complexity and diversity of data-analytic methods in organizational research has created several problems in our field' (p. 2). This claim suffers from two important oversights: (1) it neglects the crucial role of methodological fit, or the notion that theory, methods, and analyses need to be aligned, and (2) it neglects the fact that in I/O research, most constructs are not directly observable but need to be inferred indirectly though latent variable models. We expand on both issues, using examples to illustrate that the complexity and diversity of data-analytic methods is not a threat but a blessing for I/O research (and beyond). Finally, we conclude by highlighting the need for substantive-methodological synergies to solve some of the issues raised by Murphy (2021).

In a sample of 60 branches of a bank, we examine the influence of age-based faultlines on team performance. Specifically, we propose a model with four mediational paths in the age-based faultline-team performance link. Using a time-lagged design with three data-collection points, we found that task conflict, team reflexivity, and negative team mood mediated the negative relationship between age-based faultline strength and team performance. The results reveal the value of examining different mediational paths to explain the negative impact of teams’ demographic faultlines on team performance, and the need to integrate both task-related and affective aspects of team work in order to improve our understanding about how the influence of team faultlines develops. Furthermore, our findings offer managers practical guidance for reducing faultline effects on team performance.

Women’s representation in the workforce is increasing. However, we still do not know how, why, and when the proportion of females in work teams is related to team performance. Based on Social Role Theory and Congruence Theory, the purpose of the study was to ascertain whether the relationship between the proportion of women in work teams and team performance is mediated by team social cohesion, and whether this indirect effect is moderated by the frequency of leader-team member social interactions. Regarding methodological aspects, the study sample was composed of 178 work teams from three banks. We implemented a time-lagged design and collected data from two distinct sources (team members and team leaders) at three different time points. Our findings indicate that the proportion of women in teams was positively related to team performance via team social cohesion. This indirect effect was moderated by the frequency of leader-team member social interactions, so that it was positive and statistically significant only in teams with medium and high frequency of these interactions. This study reveals that team social cohesion is a mechanism through which the proportion of women in work teams can facilitate team performance, especially when team leaders frequently interact with their team members. The theoretical and practical implications of our findings were discussed.

We tested a mediation model of the influence of teacher-student relationship quality on student group performance in a higher-education context where a group-oriented learning approach is implemented. Specifically, we posit that the relationship between teacher-student relationship quality at the group level and group performance is mediated by positive affective group well-being and intragroup communication quality. Data were collected from 68 groups of students at four time points. The hypotheses involved in the proposed mediated model were tested by means of multiple regression. We controlled for group size and students’ initial familiarity with the other group members. All the analyses were conducted at the group level by means of the PROCESS macro for SPSS. The results obtained showed that teacher-student relationship quality has an indirect positive influence on group performance, mediated by positive affective group well-being and within-group communication quality. These findings help to understand how and why teacher-student relationship quality is related to student group performance.

Considering the motivational path of the Job Demands-Resources (JD-R) model, this study investigates a multistep process by which contextual job resources might have an indirect effect on idea implementation. Among 187 shop floor employees of a manufacturing company, we found support for a model whereby job control has an indirect effect, over a 5-month time frame, on idea implementation through employee work engagement and personal initiative. In addition, we found that the indirect effect of job control on idea implementation is stronger when employees have a higher conformity orientation. Support was not found for the hypothesized indirect effect of coworker social support on idea implementation. Our findings support the usefulness of the JD-R theory for understanding how increased idea implementation occurs at work, especially when the additional factors of personal initiative and employee conformity orientation are integrated into the model.

Although the importance of leadership for innovation processes has been acknowledged, the understanding of the relationships between leadership styles and levels of innovation in work teams is still limited. This study among team managers and team members of 133 Spanish bank branches (i.e., work teams) investigated whether the influence of charismatic leadership on work team innovative behavior comes about via team potency, and whether the relationship between charismatic leadership and team potency is moderated by the level of task interdependence within the team. Data were collected at three different time points. Results of structural equation modeling showed that only at high levels of task interdependence, team managers’ charismatic leadership at time 1 was significantly positively related to an increase in team potency at time 2, which in turn was positively related to manager ratings of their work teams’ innovative behavior at time 3. This means that only at high levels of task interdependence, charismatic leadership had a significant indirect effect on team innovative behavior via team potency. Thus, our study sheds light on the boundary conditions of this effect.

[EN] Labour market uncertainty makes difficult to get (and keep) a high-quality job even for graduate students. Moreover, this situation has been worsened due to the COVID-19 pandemic. The aim of this study is to test the influence that personal employability has on maintaining (or being able to find a new) high-quality job in a sample of young university graduates that faced the job market crisis caused by the COVID-19 pandemic. We focus on the four personal employability dimensions of Fugate et al.’s (2004) model: career identity, personal adaptability, human capital, and social capital. Our hypotheses state that the four dimensions of employability are positively related with employment status and with job quality indicators (salary, horizontal fit, job satisfaction). The results obtained in a sample of 136 university graduates show that social capital contributes to being employed after several months of job market uncertainty caused by COVID-19. Moreover, career identity positively predicts horizontal fit and job satisfaction. The study shows the importance of social capital and career identity under uncertain job market situations to foster positive employment outcomes., This work was supported by research grants provided by the Spanish Ministry of Economy and Competitiveness (MINECO), the Spanish State Research Agency (AEI), and the European Regional Development Fund (ERDF) [Ref. PSI2017-86882-R].

Purpose The purpose of this paper is to gain a better understanding of the antecedents of the quality of graduates’ jobs when they enter the job market after university graduation. Design/methodology/approach Survey data collected from 173 Spanish bachelor and master’s degree university graduates at two time points (two months before and six months after graduation, approximately) were analyzed by means of path analysis. Findings A moderated mediation model was tested, where the relationship between the horizontal fit (HF) between the university degree subject and the student’s job and the quality of the graduate’s job after graduation is mediated by self-perceived employability and moderated by the time devoted to a student job. Results showed that the relationship between HF and job quality was partially mediated by self-perceived employability. However, contrary to the proposed hypothesis, this relationship did not depend on the time devoted to a student job. Originality/value This study contributes to improving the understanding about how and why university students’ work experience is related to the quality of their jobs as fresh graduates.

https://doi.org/10.33063/diva-409987 Event Project: European And Vietnamese Collaboration On Graduate Employment

Organizations are multilevel systems. Most organizational phenomena are multilevel in nature, and their understanding involves variables (e.g., antecedents and consequences) that reside at different levels. The investigation of these phenomena requires appropriate analytical methods: multilevel modeling. These techniques are becoming increasingly popular among organizational psychology and organizational behavior (OPOB) researchers. In this article we review the literature that has evaluated the performance of multilevel modeling techniques to test multilevel direct and indirect effects and cross-level interactions. We also provide guidelines for OPOB researchers about the appropriate use of these techniques, and we suggest ways these techniques can contribute to theoretical advancement and research development in OPOB.

This study examines the influence of education level diversity on team communication quality and team performance. Specifically, we propose a moderated mediation model with team communication quality as a mediator in the relationship between education level diversity and team performance, and with innovation team climate as a moderator in this mediated relationship. The study sample consisted of 57 bank branches, and a lagged design with three data-collection points was implemented. The results obtained showed that, as expected, innovation team climate moderated the relationship between education level diversity and team communication quality, as well as the indirect effect linking education level diversity, team communication quality, and team performance. Practitioner points This study informs team managers about the contingent influence of education level diversity on work teams' functioning that should be taken into account when forming and managing teams composed of individuals with different levels of formal education., Education level diversity was found to influence team communication quality and performance positively when the level of innovation team climate was high, but negatively when it was low. Therefore, team managers should foster innovation climates in teams with members who have different levels of education., The aforementioned influence of education level diversity was transmitted through intrateam communication quality. Therefore, team managers should enhance the latter variable within educationally diverse teams. [ABSTRACT FROM AUTHOR]

The original version of this article unfortunately contained a mistake. The captions of Fig. 1 and Fig. 2 were exchanged. The correct captions are shown below.

[EN] University graduates’ overqualification (i.e., having more education, qualification and/or skills than one’s job requires) has important negative consequences. However, much less is known about its antecedents. This represents an important gap in the literature. In order to fill this gap, the goal of this study is to test a mediational model on the antecedents of university graduates’ overqualification (OQ). We posit that social class is negatively related to OQ through two mediational links: a) via social capital, and b) via social capital and tolerance towards OQ. The results obtained in a sample of 144 university graduates provided support for the second mediational link, so that social class was positively related to social capital, which in turn was negatively related to tolerance towards OQ, which in turn was positively related to graduates’ OQ. The results obtained uncover some of the antecedents of OQ and suggest that increasing social capital may be a way to decrease graduates’ OQ., This work was supported by the Spanish Ministry of Economy and Competitiveness and the Spanish Research Agency [PSI2013-47195-R]

We review the literature on organizational climate and culture paying specific attention to articles published in the Journal of Applied Psychology (JAP) since its first volume in 1917. The article traces the history of the 2 constructs though JAP has been far more important for climate than culture research. We distinguish 4 main periods: the pre-1971 era, with pioneering work on exploring conceptualization and operationalizations of the climate construct; the 1971-1985 era, with foundational work on aggregation issues, outcome-focused climates (on safety and service) and early writings on culture; the 1986-1999 era, characterized by solidification of a focused climate approach to understanding organizational processes (justice, discrimination) and outcomes (safety, service) and the beginnings of survey approaches to culture; and the 2000-2014 era, characterized by multilevel work on climate, climate strength, demonstrated validity for a climate approach to outcomes and processes, and the relationship between leadership and climate and culture. We summarize and comment on the major theory and research achievements in each period, showing trends observed in the literature and how JAP has contributed greatly to moving research on these constructs, especially climate, forward. We also recommend directions for future research given the current state of knowledge. (PsycINFO Database Record

We analysed whether relationship conflict mediates the link between task conflict and shared affect at the team level of analysis. Moreover, we tested the hypothesis that the relationship between these two types of intra-team conflict would be moderated by team members' interaction. The sample was composed of 156 bank branches. Data were gathered at two points in time. Two affect dimensions (tension and enthusiasm) were measured. The results obtained supported our hypotheses. Relationship conflict fully mediated the relationship between task conflict and team affect. Team members' interaction about team issues moderated the relationship between task conflict and relationship conflict, so that when team members' interaction was low, the relationship enhanced, whereas when team members' interaction was high, the relationship weakened.

The aim of this work is to test the role of the level of generic competences developed during University studies and the professional and practice orientation of instruction (PPOI) in the prediction of graduates’ initial vertical fit and vertical fit change over an 8-year period. The study sample comprised 334 graduates who finished their degrees two years before they were interviewed for the first time (Time 1). Four and eight years later they were interviewed again (Times 2 and 3, respectively). All of them had employment at Time 1, 2 and 3. Hypotheses were tested by means of Latent Growth Curve Analyses. Contrary to our expectations only PPOI was positive and significantly related to graduates’ rate of change in vertical fit over time, meaning that the rate of change of graduates who received a more professional and practice-oriented instruction was faster than the rate of change of graduates who received a less professional and practice-oriented instruction. DOI: http://dx.doi.org/10.4995/HEAd15.2015.423

We investigated whether climate uniformity (the pattern of climate perceptions of organizational support within the team) is related to task conflict, team communication quality, and team performance. We used a sample composed of 141 bank branches and collected data at 3 time points. The results obtained showed that, after controlling for aggregate team climate, climate strength, and their interaction, a type of nonuniform climate pattern (weak dissimilarity) was directly related to task conflict and team communication quality. Teams with weak dissimilarity nonuniform patterns tended to show higher levels of task conflict and lower levels of team communication quality than teams with uniform climate patterns. The relationship between weak dissimilarity patterns and team performance was fully mediated by team communication quality. (PsycINFO Database Record (c) 2014 APA, all rights reserved).

The objective of this study is to test the validity of the collective climate concept. It was expected that membership in collective climates was related to membership in the collectivities defined by departmental membership, hierarchical level, shift, job location and organizational tenure. The study sample was composed of 195 employees from a central administration agency. Using a combination of hierarchical and non-hierarchical clustering methods, three different collective climates were obtained. The results showed that only hierarchical level was related to collective climate membership. Based on all the results obtained, the debate on the validity of collective climates is reconsidered, and research on climate formation and relevant factors in that process is emphasized.

We tested whether the relationship between a team climate of support from the organization and team performance is mediated by positive team mood. Recent research has shown that this team climate facet is related to team performance, but we do not have any empirical evidence about the mechanisms involved in this relationship. The study sample was composed of 59 bank branches, and a longitudinal design with three data-collection points was implemented. The results showed that a team climate of support from the organization was positively related to positive team mood, which in turn was positively related to team members' ratings of team performance.

In this study, we evaluate the role of leader charisma in fostering positive affective team climate and preventing negative affective climate. The analysis of a longitudinal database of 137 bank branches by means of hierarchical moderated regression shows that leader charisma has a stronger effect on team optimism than on team tension. In addition, the leader's influence and the frequency of leader-team interaction moderate the relationship between charisma and affective climate. However, whereas the leader's influence enhances the relationship between leader charisma and positive affective climate, the frequency of interaction has counterproductive effects.

We tested the hypothesis that the relationship between team climate and team performance is moderated by climate strength. The study sample was composed of 155 bank branches, and a two-wave panel design was implemented. We measured four team climate facets (support, innovation, goal achievement and enabling formalization). We obtained two subjective indicators of team performance (ratings provided by team members and by team managers) and a financial indicator of team performance. Seven out of the 12 interaction effects tested were statistically significant and showed the expected sign. When financial team performance was the criterion, only the interaction term was significant. This suggests that only strong climates are related to financial team performance over time.

Although the relationship between climate and leadership has been taken into account from different research and theoretical approaches, there is a lack of effort in the development of conceptual framework to understand the relationship between the development processes in both constructs. Grounding on the interactionist approach to the formation of climate and the Leader Member Exchange in leadership, Kozlowski and Doherty (1989) developed a conceptual framework that specifies the theoretical mechanisms linking both constructs. The lack of longitudinal designs hinders the possibility to test causal relationship between both constructs. The main objective of the present paper was to test a number of reciprocal causal hypotheses regarding the relationship between LMS and climate by means of a longitudinal design. Results show LMX and climate to be longitudinally related but the existence of reciprocal relationship was not supported. DOI: http://dx.doi.org/10.17575/rpsicol.v21i1.356

Research carried out in the field of work and organisational psychology shows that work unit climate and culture are important determinants of work unit performance. We briefly summarise what we have learnt about the climate-performance relationship in work units distinct from ICUs. Then, we show how the ICU culture can be measured, and summarise research on the culture-performance relationship in ICUs.

The present study evaluates the extent to which central categories explicitly labeled as being in the middle of the other response categories, specifically Middle Level and Sometimes, function as expected according to the integer scoring system. The assumptions are tested by means of Bock's Nominal Model in two 5-response scales. Results show that the assumption of the ordering of the response categories is met for all the items. The ordering of thresholds is satisfied for all but one item with the central category Middle Level . Results are compared with those obtained when middle categories are not explicitly labeled as being in the middle of the other response categories, as in the case of Not Sure , Undecided or?