Search

Based on cognitive consistency theory, this study developed a motivation mechanism linking on-the-job embeddedness to employees' job behaviors. This mechanism was tested using a sample of 170 subordinate-supervisor dyads. HLM analysis results revealed that organization-based self-esteem fully mediated the influence of on-the-job embeddedness on job performance and organizational citizenship behavior-altruism and partially mediated on-the-job embeddedness's influence on innovative behavior. However, organization-based self-esteem did not mediate the relationship between on-the-job embeddedness and organizational citizenship behavior-voice. Implications are discussed., Author(s): Pen-Yuan Liao [sup.1] , Brian J. Collins [sup.2] , Shu-Yuan Chen [sup.1] , Bo-Sheng Juang [sup.3] Author Affiliations: (1) grid.412103.5, 0000 0004 0622 7206, Department of Business Management, College [...]

The authors of this featured article (Joo, Jeung, & Yoon, 2010) respond to calls for further examination of how individual differences and workplace environment jointly impact organizational behavior. The authors integrate social psychology and management research to examine employee behavior and its relation to human resource development. Specifically, the authors seek to explicate how personality and job context influence individual performance. The authors suggest intrinsically motivated employees are valuable assets who are able to accomplish necessary tasks without consuming considerable organizational resources (e.g., supervisory time, attention, etc.). Because the performance of intrinsically motivated employees ultimately benefits the organization, human resource professionals should understand and support antecedents that empower their most capable employees. The authors investigate two factors that may contribute to intrinsic motivation, self-concept (i.e., core self-evaluations), and job context (i.e., autonomy). They also discuss potential implications of their findings. The authors integrate a review of extant literature, utilize generally accepted methodologies, identify threats to the validity of the study's conclusions, reflect on possible limitations of the project, and present potential areas for future research. In this invited reaction, the author discusses a few concerns that may diminish the impact of the featured article's potential contribution. Specifically, issues arise in terms of the theoretical development of the hypotheses as well as the methodological execution that empirically tests them.

Using trait activation theory as a framework, the authors examined the moderating role of two situational variables--perceptions of organizational politics and perceptions of leader effectiveness--on the relationship between core self-evaluations and job performance. Results from two samples (N = 137 and N = 226) indicate that employee perceptions of their work environment moderated the relationship between their core self-evaluations and supervisor ratings of their performance. In particular, those with higher core self-evaluations received higher performance ratings in environments perceived as favorable than in environments perceived as unfavorable. Keywords: core self-evaluation, job performance, perceptions of organizational politics, perceived leader effectiveness DOI: 10.1037/a0017498

The authors examine whether task interdependence moderates the relationship between the helping form of organizational citizenship behavior (OCB) and group performance. In a laboratory study, 62 groups with 3 members each completed a card-sequencing activity in which the level of task interdependence among group members was manipulated. Independent evaluators assessed helping by viewing videotapes of the groups' interactions during the sequencing activities. Performance was measured as a combined function of group speed and accuracy. Two prior field studies reported contradictory results regarding the impact of helping on group performance. Results from this study suggest that task interdependence may explain these results, and that the relationship between helping and group performance depends on the level of task interdependence required of group members. Keywords: organizational citizenship behavior, group performance, task interdependence, control theory, laboratory experiment

Substantial research has been dedicated to examining and combating respondent misrepresentation (i.e., "faking") on personality assessments. Two approaches to combat faking that have garnered particular attention include: (a) designing systems to identify likely fakers and (b) developing difficult-to-fake measures. Consistent with suggestions to combine these strategies, the present article examines a new faking detection system specifically designed for a difficult-to-fake measure (i.e., the Conditional Reasoning Test for Aggression; CRT-A). Four studies (a) help elucidate the conditions under which the CRT-A is fakeable, (b) provide initial construct validity evidence for the faking detection system developed here, (c) examine the effects of faking and faking detection on the CRT-A's criterion-oriented validity, and (d) show that participants identify CRT-based faking detection items at worse-than-chance levels even when they are fully informed about how these items work. Taken together, these studies reinforce the importance of maintaining the indirect nature of CRTs but also show that the faking detection system developed here represents a promising method of identifying those who may have used inside information to manipulate their scores. [ABSTRACT FROM AUTHOR]

We examined when job embeddedness might serve as a boundary condition between interactional fairness and employee behavior. Specifically, we explored whether elements of affective attachment associated with job embeddedness moderated relations of supervisors' interactional fairness with citizenship behavior and production deviance. Results from a field and a scenario study supported the idea that interactional fairness exerts a stronger effect on these outcomes for employees embedded in their jobs than for their less attached coworkers. We found this result even after controlling for turnover intent. Practical implications and directions for future research are discussed. [ABSTRACT FROM AUTHOR]