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Job embeddedness is the net of influences in both work (on-the-job) and nonwork (off-the-job) domains that discourage employees from leaving their jobs. In this article, we argue that the entrenchment and increased investment associated with job embeddedness run parallel to the concept of role involvement from the work-family conflict literature. Drawing on this similarity, we extend theory and research regarding work-family conflict to develop and test predictions about the moderating role of off-the-job embeddedness on the effects of on-the-job embeddedness on involuntary turnover. Specifically, we predicted that being highly embedded on-the-job can reduce the likelihood of being fired because it increases job performance, but that these benefits are only accrued when employees are not also highly embedded off-the-job. We tested our predictions using a sample of 908 government employees from whom we collected performance and turnover data over time. Consistent with our predictions, among employees who were highly embedded on-the-job, those who were less embedded off-the-job were less likely to be terminated than those who were more embedded off-the-job. However, job performance did not explain this effect. In addition to providing a rare examination of involuntary turnover, we contribute to the job embeddedness literature by demonstrating the importance of distinguishing between, and simultaneously examining, on- and off-the-job embeddedness and their unique, multiplicative effects. We also demonstrate the utility of the WFC literature in advancing theory and research on job embeddedness. (PsycInfo Database Record (c) 2021 APA, all rights reserved).

Management scholars have long depended on convenience samples to conduct research involving human participants. However, the past decade has seen an emergence of a new convenience sample: online panels and online panel participants. The data these participants provide—online panel data (OPD)—has been embraced by many management scholars owing to the numerous benefits it provides over “traditional” convenience samples. Despite those advantages, OPD has not been warmly received by all. Currently, there is a divide in the field over the appropriateness of OPD in management scholarship. Our review takes aim at the divide with the goal of providing a common understanding of OPD and its utility and providing recommendations regarding when and how to use OPD and how and where to publish it. To accomplish these goals, we inventoried and reviewed OPD use across 13 management journals spanning 2006 to 2017. Our search resulted in 804 OPD-based studies across 439 articles. Notably, our search also identified 26 online panel platforms (“brokers”) used to connect researchers with online panel participants. Importantly, we offer specific guidance to authors, reviewers, and editors, having implications for both micro and macro management scholars.

Although there has been an increased interest in implicit leadership theories (ILTs) over the last two decades, only a handful of studies have examined the effects of ILT congruence among leader-follower dyads. Just as important, this research has largely suggested few effects for ILT congruence, focused exclusively on prototype congruence, examined a limited number of potential outcomes, and has failed to examine questions about ILT congruence utilizing the most appropriate statistical approaches. We examine the effects of ILT congruence, with an explicit focus on the possibility that congruence between supervisors and their employees on both prototypes and antiprototypes impacts the LMX developed within their dyads. We predict that LMX, in turn, affects employees' opportunities to engage in developmental activities. Using a sample of 74 matched pairs of supervisors and employees and polynomial regression and response surface methodology, we found that congruence between supervisors' and employees' prototypes positively influenced LMX. We also found limited evidence that LMX explained the effects of this congruence on employees' engagement in developmental activities. Although we found no evidence of antiprototype congruence effects, supervisors who rated antiprototypical traits as characteristic of leaders had lower LMX with their employees.

We address the intersection of leadership and goals by exploring how leader goal orientation and goal content work together when they result in matches and mismatches in teams. Our study utilized a sample of 48 teams that were randomly assigned to either a learning or a performance goal on a complex, computerized decision-making task. We found some support for our compensatory predictions as it concerns a joint focus on learning and performance on team performance. In terms of team learning, we found the highest levels among teams assigned learning goals and with leaders low on performance orientation. We found the lowest levels of team learning among teams assigned learning goals and with leaders high on performance orientation. In terms of team task commitment, we found positive effects for leader learning orientation and negative effects for leader performance orientation, but no joint effects for leader goal orientation and goal content.

Despite the acknowledged existence of egoism and altruism in human behavior, existing work teams research has primarily used a descriptive approach to summarize team behavior that does not distinguish between egoism and altruism. And despite increasing interest in positive organizational behavior and psychology, much more attention has been paid to understanding team egoistic behavior than team altruistic behavior, thus leaving theories of team motivation incomplete. Extending research on team processes and individual-level citizenship behavior, we develop a multilevel, dynamic framework that comprehensively establishes the team altruism construct and identifies its key dimensions. We further discuss the unique motives and evolution of team altruism over time. As a result, our theoretical framework offers a new taxonomy of team altruism, distinguishes team altruism from other related constructs, advances research on team processes by delineating those that are more altruistic from those that are more egoi...

Collective efficacy beliefs are a team’s perceptions that it can perform successfully. Scholars have largely assumed that to be valid collective efficacy beliefs must be shared. However, recent the...

Although turnover intentions are considered the most proximal antecedent of organizational exit, there is often temporal separation between thinking about leaving and actual exit. Using field data from 2 diverse samples of working adults, we explore a causal model of the effects of turnover intentions on employee behavior while they remain with the organization, focusing specifically on organizational citizenship behaviors (OCBs) and deviance behaviors (DBs). Utilizing expectancy theory as an explanatory framework, we argue that turnover intentions result in high levels of transactional contract orientation and low levels of relational contract orientation, which in turn lead to a decrease in the incidence of OCBs and an increase in the incidence of DBs. We first used a pilot study to investigate the direction of causality between turnover intentions and psychological contract orientations. Then, in Study 1, we tested our mediated model using a sample of employees from a large drug retailing chain. In Study 2, we expanded our model by arguing that the mediated effects are much stronger when the organization is deemed responsible for potential exit. We then tested our full model using a sample of employees from a large state-owned telecommunications corporation in China. Across both studies, results were generally consistent and supportive of our hypotheses. We discuss the implications of our findings for future theory, research, and practice regarding the management of both the turnover process and discretionary behaviors at work. (PsycINFO Database Record

Summary We draw from social categorization theory and the actor–observer hypothesis to extend previous research regarding receiving high levels of help from team members. Specifically, we explore how a team member's performance feedback on how they handled a disproportionately heavy share of the team's workload and how their racial distance from the rest of their teammates affect the amount of helping that person receives from their teammates. Results from a laboratory study in which 79 teams worked on a computerized, decision-making task demonstrated a three-way interaction between workload, performance feedback, and the racial distance between the feedback recipient and the rest of their teammates. Racially distant negative feedback recipients who had a disproportionately heavy share of their team's workload received less help from teammates than their racially similar counterparts. Copyright © 2012 John Wiley & Sons, Ltd.

Although a considerable amount of theoretical and empirical attention has been devoted to understanding individuals' responses to goal–performance discrepancies (GPDs), little attention has been devoted to examining how teams respond to GPDs. The present research sought to examine how teams responded to negative GPDs. We predicted that failing to reach higher goals would be perceived as less negative than failing to reach lower goals, and we examined the moderating influence of setting higher versus lower goals on how teams responded to performance that fell short of those goals. We also examined the role that efficacy beliefs that were formed early in those teams played in further explaining these effects. Results from 94 teams who all failed to reach self-set goals revealed that teams that failed to reach higher goals downwardly revised their goals less than teams that failed to reach lower goals. Early efficacy beliefs further explained these effects. High efficacy beliefs lessened the negative effects of failing to reach lower goals on subsequent goals. High efficacy beliefs also lessened the negative effects of failing to reach higher goals while low efficacy beliefs strengthened the negative effects of failing to reach higher goals. The implications of these findings for theory, research, and practice are discussed.

Drawing on resource allocation theory, the authors examined boundary conditions for the positive effects of two aspects of teamwork (backing up behavior and performance monitoring) on team performance. Participants were 276 undergraduate business students who were organized into 69 teams and who worked on a computer simulation across multiple performance episodes. Approximately half the teams experienced a workload distribution problem. Results indicated that performance monitoring had positive effects on team performance when teams experienced a workload distribution problem. Backing up behavior had positive effects only when teams had both a workload distribution problem and during early performance episodes. The findings of this study suggest that resource allocation theory can provide insights regarding when members should devote and coordinate their own individual resources to assist others in teams. The implications of these findings for future theory and practice regarding teamwork are discussed. © The Author(s) 2010.

The author examined the predictive validity of goal orientation in teams on both team process and outcome variables. Results indicate that when mean goal orientation scores were used as a way of describing team members' inputs, learning orientation was related to backing up behavior, efficacy, and commitment. The relationships between performance orientation and efficacy and commitment, however, were more complex and were clarified when task performance was also taken into account. Performance orientation had a negative effect on efficacy when task performance was low and a positive effect on commitment when task performance was high. The implications of these findings for theory and research on goal orientation in teams and team staffing are discussed.

This study tested whether teams working on a command and control simulation adapted to structural change in the manner implied by contingency theories. Teams shifting from a functional to a divisional structure showed better performance than teams making a divisional-to-functional shift. Team levels of coordination mediated this difference, and team levels of cognitive ability moderated it. We argue that the static logic behind many contingency theories should be complemented with a dynamic logic challenging the assumption of symmetrical adaptation.

Prior work on resource allocation has generally considered only a small number of allocation rules, usually reflecting equity or equality. We use a scenario study to examine the effect of eight different allocation rules (past performance, future performance, rank, random draw, chance meetings, business need, personal need, and political reasons) on recipient reactions to the gain or loss of three different kinds of resources in an organizational setting. We find evidence that allocations based on past performance and random draw rules lead to the highest fairness perceptions and the lowest expectations that the decisions made will lead to intragroup conflict. However, fairness judgments are also influenced by a variety of other factors, such as the type of resource being allocated and whether the recipient is advantaged or disadvantaged relative to others in the workgroup (what we term the “egocentric interaction”). We discuss how our results might influence managers’ allocation decisions.

One aspect of attracting new employees that has historically been ignored by recruitment researchers is salary negotiations. In this study, we used a hypothetical scenario design to depict salary negotiation experiences in which we varied the levels of salary offer, the behavior of a company and its representative, and the deadlines for receiving a signing bonus. MBA students served as study participants who read the scenarios and responded to questions about perceived organizational attractiveness and job acceptance decisions—two important recruitment outcomes. As hypothesized, our results indicated that salaries, a company's responsiveness to candidate questions, and a company representative's expression of derogatory comments all impact recruitment outcomes. However, exploding signing bonuses had no significant effects, calling into question the negative connotation practitioners have of exploding compensation schemes. Our justice framework revealed that many of the effects that we found for our manipulations on participants' judgments regarding our recruitment outcomes were mediated by perceptions of organizational justice. Finally, we found some evidence of the frustration effect, as procedures that were considered fair worsened rather than mitigated the negative effects of unfair outcomes on job acceptance decisions.

The authors examined employee development and its relationship with Conscientiousness and person-environment fit (in terms of needs and supplies of autonomy). They hypothesized that Conscientiousness would be positively associated with development but only when employees felt that the autonomy supplied by the organization did not fit their needs. In other words, whereas Conscientiousness could supply the dispositional resources for development, misfit was needed to create the need for development. The results supported the authors' predictions. Conscientiousness was positively related to development but only when employees were misfits with respect to autonomy. Employee involvement in development activities was then linked to subsequent fit.

This article develops and tests a structurally based, integrated theory of person-team fit. The theory developed is an extension of structural contingency theory and considers issues of external fit simultaneously with its examination of internal fit at the team level. Results from 80 teams working on an interdependent team task indicate that divisional structures demand high levels of cognitive ability on the part of teammembers. However, the advantages of high cognitive ability in divisional structures are neutralized when there is poor external fit between the structure and the environment. Instead, emotional stability becomes a critical factor among teammembers when a divisional structure is out of alignment with its environment. Individual differences seem to play little or no role in functional structures, regardless of the degree of external fit.

Self-protective implicit voice theories (IVTs) represent individuals’ deeply rooted schemas regarding the risks and appropriateness associated with speaking up at work. Based on the similarity-attr...

Cataloged from PDF version of article. Although the relationship between collective efficacy beliefs and team performance has been well-documented, few studies have explored the causal mechanisms that might explain these effects. In the current study, the authors explore the role of backing up behavior, a specific form of teamwork behavior, in explaining why high efficacy beliefs lead to high levels of team performance. Participants were 416 undergraduate business students who were organized into 104 four-person teams. The teams worked on an interdependent, computerized, decision-making task. Results of the study revealed that collective efficacy beliefs were positively related to team performance and that backing up behaviors largely mediated these effects. The theoretical and practical implications of these findings are discussed.

The authors draw on resource allocation theory (Kanfer & Ackerman, 1989) to develop hypotheses regarding the conditions under which collective learning and performance orientation have interactive effects and the nature of those effects on teams' ability to adapt to a sudden and dramatic change in workload. Consistent with the theory, results of a laboratory study in which teams worked on a computerized, decision-making task over 3 performance trials revealed that learning and performance orientation had independent effects on team adaptability when teams had slack resources available for managing their changed task. Time helped explain the independent effects of performance orientation. Results also revealed that learning and performance orientation had interactive effects when teams did not have slack resources. Finally, the results of this study indicate that teams lacking slack resources were better able to balance high levels of learning and performance orientation over time with practice on the changed task.

This article tests the degree to which personal and situational variables impact the acquisition of knowledge and skill within interactive project teams. On the basis of the literature regarding attentional capacity, constructive controversy, and truth-supported wins, the authors examined the effects of cognitive ability, workload distribution, Agreeableness, Openness to Experience, and structure on team learning. Results from 109 four-person project teams working on an interdependent command and control simulator indicated that teams learned more when composed of individuals who were high in cognitive ability and when the workload was distributed evenly. Conversely, team learning was negatively affected when teams were composed of individuals who were high in Agreeableness. Finally, teams using a paired structure learned more than teams structured either functionally or divisionally. Theoretical and practical implications are discussed, as well as possible limitations and directions for future research.

Backing up behavior has generally been defined as helping other team members perform their roles and is thought to be critical for effective performance in teams. To date, there has been no empirical investigation of backing up in teams, despite its importance. We develop and test an input process output model of backing up behavior in teams, proposing that backing up behavior in teams can be predicted at the team level by two types of team inputs: (1) team composition characteristics in terms of the personality of the members of the team and (2) team task characteristics in terms of the extent to which the nature of the task is one that legitimately calls for backing up behavior by members of the team. Results from a study of 71 teams performing a computerized tactical decision-making task suggest that the legitimacy of the need for back up has an important main effect on the extent to which team members provide assistance to and receive assistance from each other. In addition, legitimacy also has important interactive effects with both the personality of the back up recipient and the personality of the back up providers on backing up behaviors in teams.

Workplace silence is a powerful force that scholars and practitioners have long believed can have detrimental effects within the organizations in which it exists. Unfortunately, there remains a dea...

Although scholars have suggested that punishment in the workplace may be levied more heavily against minorities and female employees than against white and male employees, empirical evidence has be...

The authors propose that all team based change is not the same. It is offered that change is generally more difficult from divisional to functional structures than it is from functional to divisional structures. We offer that successful change from divisional to functional structures is contingent upon individual differences. Additionally, we argue that successful change from functional to divisional structures is contingent upon team based behaviors. Results from 66 four-person teams, over two time periods, demonstrated that neuroticism and openness negatively impacted team performance when changing into a functional structure. When changing into a divisional structure, teams demonstrating a high level of communication performed better.

Despite the explosion of interest in goal orientation in teams over the last decade, theory and research on the topic has been hindered due to questions regarding the dimensionality and measurement of the goal orientation construct at the team level. This is especially the case as it concerns collective goal orientation, which is the most complex, but perhaps the most promising conceptualization of team goal orientation. In an effort to address these concerns, we conducted three independent studies to develop a construct valid, four-factor collective goal orientation measure. In this article, we describe these efforts along with our initial attempts to demonstrate the predictive validity of our measure. The results of our studies demonstrate that collective goal orientation can, and should, be measured as four distinct dimensions. In addition, our results indicate that these dimensions have predictive validity on a number of team processes above and beyond composition goal orientation.

Despite calls for more theoretical and empirical attention, race and racial diversity remain important, but largely ignored, aspects of team composition in previous leadership theory and research. ...

Although a number of traits and quasi-traits that have received increased attention by leadership scholars in recent years, goal orientation has been the subject of little empirical research. In th...

One important reason why organizations have increasingly relied on teams is their potential adaptive capability. In recent years, scholars have responded to the increased use of adaptive teams by f...