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Supportive supervision is doubtlessly beneficial in many instances in organizations. Paustian- Underdahl, Shanock, Rogelberg, Scott, Justice, and Altman () have examined the predictors of supportive supervision. We might suggest that they have underidentified those factors that impact the potential influence of supportive supervision and suggest a more comprehensive approach to this important variable. [ABSTRACT FROM AUTHOR]

Time banditry has recently been introduced as a conceptually distinct construct in the counterproductive work behavior literature. An employee is engaged in time banditry if s/he pursues unsanctioned and/or unethical nonwork activities during work time. An analysis of the time banditry construct would be facilitated by the rigorous development of a measure of this construct. The purpose of this research was to develop and refine a multidimensional measure of time banditry. Items were generated through an extensive literature review and numerous workplace discussions with a diverse sample of employees. Through this process, we developed a 45-item time banditry scale ( Time Banditry Questionnaire; TBQ) and utilized it with a diverse sample. Exploratory and confirmatory factor analyses indicated that the construct of time banditry is multidimensional, exhibiting three distinct factors (classic, technology, and social). The TBQ demonstrated an internal consistency reliability of .90. Implications for the use of the TBQ in future research and application in organizations are discussed. The most salient suggestion in this study is that time banditry is more closely related to situational variables and personality variables than it is related to demographic variables. [ABSTRACT FROM AUTHOR]

Executives exert a pervasive influence on the organizations they lead. As such, scholars have long considered how to calibrate the risks inherent in executive decision making, often relying on incentives and compensation to calibrate executive risk behavior. However, there are shortcomings that reduce the efficacy of this approach, largely because incentives and compensation do not alter the work environment itself, which play a significant role influencing executive risk behavior. Consequently, in this chapter, we propose a conceptualization that integrates executive risk-taking with work design, framing three central features of the strategic leader job and work environment that may be manipulated to channel and shape executive risk-taking. Specifically, accountability, discretion, and relationships are proposed as the key higher-order characteristics of the executive work context, and they are examined with respect to optimal calibration in order to maximize both executive performance and well-being, as well as organizational coordination and control. Implications of this conceptualization and directions for future research are discussed. [ABSTRACT FROM AUTHOR]

Political skill is a social effectiveness construct with a demonstrated capacity to predict job performance. However, because performance prediction research in this area to date has made exclusive use of self-reports of political skill, and due to frequent distrust of self-ratings of constructs in important personnel decisions, there is a need to investigate how multiple alternative sources of political skill and job performance measures relate, thus raising both theoretical and methodological issues. In three studies, employing a triadic data collection methodology, and utilising both cross-sectional and longitudinal designs, this research tested the hypotheses that employee political skill, measured from the perspective of employees' assessor A, will positively predict job performance rated by assessor B (i.e. Hypothesis 1a), and vice versa, that employee political skill measured by assessor B will predict job performance ratings measured by assessor A (i.e. Hypothesis 1b). [ABSTRACT FROM AUTHOR]

The purpose of this study was to determine whether employees' attitudes towards benefits and behavioral intentions were related to nurse turnover, absenteeism, or on-the-job performance. Dramatic increases in the cost of benefits to employers, along with the need to attract and retain employees, have resulted in the requirement that the ramifications of employees' perceptions of benefits be better understood. Despite the fact that the literature is replete with studies involving pay equity and satisfaction, studies concerning the effects of perceived benefits are few. Attitudes towards benefits, intentions to search for a new job, to quit, to be absent, ratings of performance, and actual turnover -- and absenteeism were assessed using a sample of 386 nurses. The results indicate that East of Replacement of Benefits was significantly related to turnover but not to absenteeism or performance. Behavioral intentions to Search for a new job, to quit, and intention to be absent were related to actual turnover and performance but not to absenteeism. The implications of these findings are discussed and areas for future research are presented. [ABSTRACT FROM AUTHOR]