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To add understanding about how to retain employees in tight labor markets, we examined new-hire source (internal v. external) as a determinant of voluntary turnover amidst the Great Resignation. Applying an event-based framework and drawing upon social exchange theory, we hypothesize that internal sourcing "binds" employees to employers in tight labor markets because it provides desired social benefits such as employment security and organizational support--which outweigh the potential economic benefits of leaving. [ABSTRACT FROM AUTHOR]

Racially stratified organizational hierarchies are prevalent in modern society. In this paper, we draw upon theories of emergence to argue that this phenomenon can be explained, in part, as a byproduct of the combined behavior of many individuals who express only small biases against persons of color (POCs) in promotability evaluations. Compounding this problem, we contend that commonly used, seemingly "color-blind" promotion policies can have the unintended side effect of exacerbating and institutionalizing racial disadvantage. To test these propositions, we developed a dynamic, agent-based model designed to simulate the structure and staffing decision-making policies of a typical, mid-sized Fortune 500 company. We then used this model to run a series of simulated experiments exploring the combined impact of racial bias and promotion policy on POC representation within the organizational hierarchy. Simulation results highlight the largely untapped promise of structural solutions to the problems of racism at work. [ABSTRACT FROM AUTHOR]

Today's organizational leaders are tasked with influencing a much larger pool of subordinates due to a wider span of control. Although there are documented benefits to removing organizational layers and granting more autonomy to employees, one concern is that the influence of effective leadership would be diminished where spans are too wide. Prominent scholars have called for tests of such boundary conditions to be done with regard to ethical leadership. Using a sample of 868 blue-collar employees of a Fortune 1000 firm and a multilevel design, the current study addressed this call by examining whether span of control significantly changes the relationship between ethical leadership and related follower outcomes--performance, organizational citizenship behavior (OCB), and deviance. Integrating span of control and ethical leadership theory, we predict that a wider span of control attenuates the influence of ethical leadership on such outcomes, because it diminishes the quality of leader-member exchange (LMX) relationships ethical leaders form with their subordinates. Consistent with our predictions, results showed that a wider span of control attenuates the influence of ethical leadership on performance and OCB by way of lower LMX quality. [ABSTRACT FROM AUTHOR]

Using a field sample of 23 executives, 173 managers and supervisors, and 466 non-supervisory personnel--and a subsample linking 96 leaders with 198 followers across four major subsidiaries of a Fortune 1000 regional utility company--this study aims to (a) make a case for including change orientation in models of proactivity and (b) test the proposition that proactive personality and organizational rank interact to influence change orientation in the workplace. Results showed that change orientation was positively associated with individual proactive behavior (i.e., proactive idea implementation) and partially mediated the relationship between organizational rank and proactive behavior such that executives and supervisors adopted more positive change-oriented attitudes and were generally more proactive than non- supervisory personnel. Moreover, supporting the tenets of trait activation theory, the antecedents of change orientation varied as a function of one's position within the organization. Specifically, organizational rank moderated the relationship between proactive personality and change orientation such that proactive personality was positively related to change orientation for executives and supervisors but not for non-supervisory personnel. Rather than personal dispositions, follower change-oriented attitudes reflected leader change orientation. Findings are discussed regarding implications for research on proactivity. Finally, recommendations for developing a proactive workforce are considered. [ABSTRACT FROM AUTHOR]

Using a threat conceptualization, this study examined the cross- level consequences of group relationship conflict on group members' identity, voice behaviors, and performance through interpersonal group processes, and the threat regulating effect of supervisor-to-member interpersonal emotion management. In a laboratory study (Study 1), we comparatively examined the induction potential of two interpersonal emotion management strategies (i.e. cognitive reappraisal and expressive suppression) on perspective taking - a key element of threat regulation. In a field study (Study 2) using a sample of supervisors and employees, a moderated mediation model was tested and the results for cognitive reappraisal v. expressive suppression were compared. In Study 1 interpersonal cognitive reappraisal from a supervisory-figure increased perspective taking, whereas interpersonal expression suppression did not. The results of Study 2 showed that relationship conflict indirectly and negatively influences members' feelings of group identification, voice behaviors, and performance through lower interpersonal group processes. As expected, these mediated relationships were attenuated when supervisors used reappraisal to manage members' emotional experiences. Theoretical and practical contributions of these findings is discussed. [ABSTRACT FROM AUTHOR]