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BACKGROUND: The 2020 pandemic yielded significant changes to work – most notable was the shift from centralized to remote work. As employers called for the return to traditional office settings, workers resumed daily commutes to/from the workplace, resurrecting stressors like work overload, time constraints, and commuting strain. OBJECTIVE: We investigate (1) how commute strain affects employees’ work frustration, burnout, and satisfaction, and (2) how supportive supervisors and work climates may attenuate its negative implications. METHODS: Using a snowball sample of 403 workplace commuters obtained through various social media, we examined worker perceptions of commute strain, frustration, burnout, and dissatisfaction. We tested mediation and moderation hypotheses using OLS path modeling via the SPSS PROCESS macro. RESULTS: Results indicate that commute strain adversely affects work frustration, burnout, and job satisfaction. The negative frustration/satisfaction and burnout/satisfaction relationships were moderated by supervisor support and work climate, respectively. CONCLUSIONS: As more workers resume the daily commute, employers must be sensitive to the added strain associated with commuting and working while commuting as well as the serious downstream consequences of these strains. Fortunately, employers can moderate the severity of these consequences through supportive supervisors and work climates.

PurposeThe purpose of this study is to explore the role of “overtime norms” as a mediator between performance-driven work climates and employee burnout. This study also examines in-role performance and work engagement as moderators between high-performance climates and burnout.Design/methodology/approachA snowball sample of 214 full-time working adults from the United States participated via an online survey. Data were analyzed using SmartPLS and conditional process analysis.FindingsResults from conditional process analyses suggest (1) performance-driven climates are positively related to burnout, (2) overtime norms mediate the relationship between performance-driven climates and burnout, and (3) in-role performance and work engagement moderate that relationship such that highly competent and engaged employees are less prone to stress and burnout.Practical implicationsThese results highlight the dangers of performance-driven work climates on employee well-being. Trends toward extended work hours which can be exacerbated by technological advancements inevitably come at a cost. Managers and organizations should be careful not to prioritize work life over non-work life.Originality/valueThis study contributes to the literature by identifying overtime norms as a mediator in the performance-driven work climate–burnout relationship. This study also identifies in-role performance and work engagement as resources that can reduce burnout.

Purpose This paper aims to study the effects of widespread stress and uncertainty that is characteristic of organizational crises on service employees and to explore the extent to which organizations may proactively use supervisors’ positive humor and discretionary organizational support that goes above and beyond service employee expectations to mitigate the pandemic’s negative impact on work engagement. Design/methodology/approach Cross-sequential survey-based data was collected from 172 service employees during the height of the pandemic to assess service employees’ perceptions of both their supervisors’ use of positive humor and their employers’ discretionary organizational support in response to the emotion-laden stress and uncertainty surrounding COVID-19. PROCESS analysis was used to test the hypotheses and to conduct supplementary analyses. Findings Results suggest employee perceptions of supervisors’ use of positive humor positively impact dimensions of work engagement at Time 1. This engagement then positively impacts extra-role behavior, innovativeness and pride at Time 2. The impact from supervisor humor to the outcomes is fully mediated through work engagement. From a moderation perspective, discretionary organizational support was shown as a substitute for creating work engagement at low levels of supervisor humor suggesting that the two “resource builders” can act as substitutes in creating engagement. Originality/value This paper provides unique insights into both the valuable role of positive workplace humor for service workers’ work engagement during times of widespread crisis and the moderating role discretionary organizational support plays when perceptions of humor are relatively low. Moreover, the supplemental examination of the multidimensional work engagement construct as a mediator between humor and the service outcomes of extra-role behavior, innovativeness and organizational pride provides unique insights into how a crisis context may deferentially affect the experience and implications of engagement for other service worker outcomes. Understanding the proactive, ameliorative role in service effectiveness played by supervisor humor and discretionary organizational support during crises is an emerging question for service research.

Self-management of a chronic illness is a struggle for many patients. There is substantial evidence that patients are not as successful as they and their providers would like. Considering patient self-management through an innovative and diverse lens could help patients, providers and the health care system to consider novel changes to improve success.To provide a complete view of patient work by utilizing the human resources management practice of job analysis to develop an initial job description for patients suffering from chronic illness.Study design was descriptive qualitative with analysis aiming to identify those reoccurring ideas from the data. Thirty patients, with at least one chronic illness, in three focus groups were assembled for this study. Verbatim recordings and notes were used to categorize the data provided. Five coders analyzed the data independently, and jointly met to discuss the themes identified. Demographic data was collected via surveys.Patients with chronic illness engage in five primary 'job' duties including self-care (actions taken to effectively manage physical and psychological symptoms), managing relationships (effective management of relationships with employers, family, friends and providers to ensure the best outcomes), managing resources (understanding and managing finances, health and prescription medication insurance), coordination (managing and scheduling visits to providers) and research/education (gathering information and conducting research relative to all aspects of managing one's illness). Relevant knowledge, skills, abilities (KSAs) and other resources were identified that are necessary for patients to effectively perform the five job duties.Creating a job description for the 'job' of patient is a crucial step in understanding the work chronically ill patients undertake. Knowing the duties, their associated tasks and KSAs, and resources required to perform those tasks enables patients and their providers and advocates to better identify ways to assist, relieve and encourage these patients in order to maximize patient success.

Abundant research supports a cognitive foundation to teamwork. Team cognition describes the mental states that enable team members to anticipate and to coordinate. Having been examined in hundreds of studies conducted in board rooms, cockpits, nuclear power plants, and locker rooms, to name a few, we turn to the question of moderators: Under which conditions is team cognition more and less strongly related to team performance? Random effects meta-analytic moderator analysis of 107 independent studies ( N = 7,778) reveals meaningful variation in effect sizes conditioned on team composition and boundary factors. The overall effect of team cognition on performance is ρ = .35, though examining this effect by these moderators finds the effect can meaningfully vary between ρ = .22 and ρ = .42. This meta-analysis advances team effectiveness theory by moving past the question of “what is important?” to explore the question of “when and why is it important?” Results indicate team cognition is most strongly related to performance for teams with social category heterogeneity ( ρ = .42), high external interdependence ( ρ = .41), as well as low authority differentiation ( ρ = .35), temporal dispersion ( ρ = .36), and geographic dispersion ( ρ = .35). Functional homogeneity and temporal stability (compositional factors) were not meaningful moderators of this relationship. The key takeaway of these findings is that team cognition matters most for team performance when—either by virtue of composition, leadership, structure, or technology—there are few substitute enabling conditions to otherwise promote performance.

PurposeThe unprecedented dynamics of the COVID-19 pandemic has forced firms to re-envision the customer experience and find new ways to ensure positive service encounters. This context has underscored the reality that drivers of customer delight in a “traditional” context are not the same in a crisis context. While research has tended to identify hedonic need fulfillment as key to customer well-being and, ultimately, to invoking customer delight, the majority of studies were conducted in inherently positive contexts, which may limit generalizability to more challenging contexts. Through the combined lens of transformative service research (TSR) and psychological theory on hedonic and eudaimonic human needs, we evaluate the extent to which need fulfillment is the root of customer well-being and that meeting well-being needs ultimately promotes delight. We argue that in crisis contexts, the salience of needs shifts from hedonic to eudaimonic and the extent to which service experiences fulfill eudaimonic needs determines the experience and meaning of delight.Design/methodology/approachUtilizing the critical incident technique, this research surveyed 240 respondents who were asked to explain in detail a time they experienced customer delight during the COVID-19 pandemic. We analyzed their responses according to whether these incidents reflected the salience of hedonic versus eudaimonic need fulfillment.FindingsThe results support the notion that the salience of eudaimonic needs become more pronounced during times of crisis and that service providers are more likely to elicit perceptions of delight when they leverage meeting eudaimonic needs over the hedonic needs that are typically emphasized in traditional service encounters.Originality/valueWe discuss the implications of these findings for integrating the TSR and customer delight literatures to better understand how service experiences that meet salient needs produce customer well-being and delight. Ultimately, we find customer delight can benefit well-being across individual, collective and societal levels.

Interdisciplinary teams composed of members with different expertise possess a variety of perspectives, which increases their potential for innovation. In reality, team members often fail to integrate their expertise, resulting in the team not reaching its innovative potential. It is argued the unsharedness of expertise within interdisciplinary teams has an inverted-U relationship with innovation. To explore the conditions under which the unsharedness of expertise enhances or impairs innovation, the resource-based view of organizational productivity is applied to teams. It is argued the amount and configuration of team relational and experiential resources facilitate teams’ ability to integrate members’ expertise for innovation.

Turnover among nurses has been recognized as a frequent and enduring problem in healthcare worldwide. The widespread nursing shortage has reached the level of a healthcare crisis. The COVID-19 pandemic has illustrated the importance of understanding the contributing factors of nurse turnover, and more importantly how to mitigate the problem. Using cross-sectional survey data collected from 3370 newly licensed nurses working across 51 metropolitan areas within 35 U.S. states, we explore how role overload and work constraints can both diminish job satisfaction and increase turnover intentions of new nurses. Coworker support and work role centrality are identified as moderators of these relationships which show potential to mitigate these negative outcomes. This study highlights the importance of coworker support and work centrality in improving job satisfaction and subsequent turnover intentions among newly licensed nurses.

RationaleWorkaholism logically corresponds to the experience of work-family conflict (WFC) which is associated with a wide variety of negative employee outcomes. Finding ways to mitigate the occurrence of workaholism and/or lessen its deleterious effects on the work-family interface is practically important. Mindfulness research may hold some promise in this regard.ObjectiveWe explore the potential that mindfulness - through its association with accuracy and salience of present moment experience and disengagement from automatic thoughts and debilitating behavior - may buffer the effects of workaholic tendencies on the experience of WFC.MethodsWe use a two-study design (total n = 1022) to examine the role of dispositional mindfulness and mindfulness practice on the workaholism-WFC relationship.ResultsResults suggest that (1) trait mindfulness buffers the workaholism-WFC relationship (Study 1; n = 307), and that (2) mindfulness practice and mindfulness training similarly buffer this relationship (Study 2; n = 715).ConclusionMindfulness effectively serves as a buffer in the relationship between workaholism and WFC.

There is remarkable convergence in perceptions of working in space – the work is highly scheduled, intensive, and interdependent. These perceptions are clear from interviews, diaries, and other accounts of those who have lived and worked in space. In designing work in space, it is important to consider the overall flow of work from one task to another. There are switching costs and flow advantages to be gained by designing work schedules so that tasks are grouped and sequenced in ways that are more natural for astronauts. In this chapter, we summarize five factors that affect how work is experienced and the ease with which astronauts can transition from one task to another: task characteristics, social relations, technology affordances, individual differences, and situational constraints. The first three factors affect work engagement and can be used to design work schedules. We report on perceptions of these factors in ISS astronauts and analog crews. Lastly, we conclude by describing a computer model of task switching, CREST, that we developed to assist with generating recommendations for designing astronaut schedules that minimize switch costs and maximize flow advantages. Taken together, these interventions provide promising directions for improving the experience of working in space.

Purpose The purpose of this paper is to examine how employees’ perceptions of their supervisor’s use of four types of humour relate to employee job satisfaction, organisational pride, organisational commitment and self-esteem. Supervisor favourability is also examined as a mediating variable in these relationships. Design/methodology/approach An online survey of 216 working individuals provided data on the effect of supervisor use of humour on employee attitudes. Findings Perceptions of positive forms of humour (affiliative and self-enhancing) positively related to employee various attitudes, while aggressive humour was negatively associated with those attitudes. Results also support the intervening role of supervisor favourability in the relationship between supervisors’ positive use of humour and employees’ job satisfaction, affective commitment and organisational pride. Research limitations/implications Studies of the effects of workplace humour can benefit from using more fine-grained operationalisation of positive and negative humour. Research can also benefit from considerations of intervening mechanisms to the humour–work outcome relationship. Practical implications The results underscore the benefits of affiliative and self-enhancing humour on employee attitudes in the workplace. While negative humour can have an undesirable effect, there may be circumstances under which self-defeating humour is not negatively received. Originality/value This paper fulfils an identified need to better understand supervisors’ use of different, more discriminating forms of humour on employee attitudes.

Purpose Team cognition is known to be an important predictor of team process and performance. DeChurch and Mesmer-Magnus (2010) reported the results of an extensive meta-analytic examination into the role of team cognition in team process and performance, and documented the unique contribution of team cognition to these outcomes while controlling for the motivational dynamics of the team. Research on team cognition has exploded since the publication of DeChurch and Mesmer-Magnus’ meta-analysis, which raises the question: to what extent do the effect sizes reported in their 2010 meta-analysis still hold with the inclusion of newly published research? The paper aims to discuss this issue. Design/methodology/approach The authors updated DeChurch and Mesmer-Magnus’ meta-analytic database with newly published studies, nearly doubling its size, and reran their original analyses examining the role of team cognition in team process and performance. Findings Overall, results show consistent effects for team cognition in team process and performance. However, whereas originally compilational cognition was more strongly related to both team process and team performance than was compositional cognition, in the updated database, compilational cognition is more strongly related to team process and compositional cognition is more strongly related to team performance. Originality/value Meta-analyses are only as generalizable as the databases they are comprised of. Periodic updates are necessary to incorporate newly published studies and confirm that prior findings still hold. This study confirms that the findings of DeChurch and Mesmer-Magnus’ (2010) team cognition meta-analysis continue to generalize to today’s teams.

Popular and academic press alike have concluded that mindfulness significantly benefits healthy individuals as well as those suffering from physical and psychological problems. Workplace interventions, clinical therapies, and popular self-help programs aimed at enhancing mindfulness abound, and research has demonstrated the efficacy of such mindfulness interventions in enhancing mindful states. It is of importance to note that research also suggests the average frequency with which individuals experience states of mindfulness varies from person to person, underscoring the existence of a dispositional tendency toward mindfulness—trait mindfulness. We meta-analytically cumulate the results of 270 independent studies (N = 58,592 adults from nonclinical samples) of trait mindfulness in order to explore its personal and professional correlates. Results suggest the benefits of trait mindfulness extend to both personal and professional domains. With regards to personal benefits, trait mindfulness was fou...

Effective teamwork is beneficial for organizations on Earth, but is a sine qua non for teams venturing into outer space. The prospect of sending a team to Mars by the year 2030 invites organizational scientists to take stock of what we know and what we still need to know about teams. The team endeavoring to Mars will be multicultural and interdisciplinary, living and working in uncomfortable and dangerous conditions, and doing so in close collaboration with distant teams back on Earth. Tackling the teamwork challenges associated with a mission to Mars present an opportunity to rapidly accelerate the science of teams. In this conceptual review, we explore seven complexities of teams that are both important and understudied. Results of structured interviews with experts on human space exploration regarding the nature of teamwork in long-duration space exploration illuminate seven complexities, or key features of teams, in general, that serve as a catalyst for identifying, informing, and motivating future directions of inquiry about teams. These features, and the research they inspire, may enable organizations to build more effective teams on Earth and beyond.

How does organizational identity affect team functioning? We articulate and test an identity instrumentality hypothesis that suggests that organizational identity (1) directly predicts those aspects of team functioning that enable, and are instrumental in, employees’ fulfillment of their identity with the organization; and (2) indirectly predicts other aspects of team functioning not instrumental to organizational identity fulfillment. Underlying this hypothesis is the idea that some aspects of team functioning, such as team performance and cooperative team behaviors, are important to individuals’ fulfillment of their organizational identity because the implications of these behaviors extend beyond the immediacy of the team, whereas other aspects of team functioning (e.g., team affect) are not instrumental to organizational identity fulfillment because they are relevant mainly within the team context. We test the identity instrumentality hypothesis by using meta-analytic path analysis conducted on effect estimates obtained from 132 independent studies (total N = 28,024) of organizational and team identity. As hypothesized, we find that whereas team identity fully mediates the relationship between organizational identity and team affective constructs (i.e., aspects of team functioning not instrumental to the fulfillment of organizational identity), organizational identity uniquely and directly affects cooperative team behavior and team performance, which are those aspects of team functioning that are instrumental to the fulfillment of organizational identity.

Modern work environments are technologically and socially rich, requiring individuals to manage multiple tasks that involve different technologies and varying degrees of interdependence. Individual and team performance hinge on functional work shifts that can involve changing tasks (multi-tasking), technologies (multi-tooling), and/or teammates (multi-teaming). We extend research on task switching to explain how the social and technological dimensions of tasks affect switch costs. The task switching literature identifies lateral shifts that occur when individuals change tasks. We also consider vertical switches that occur when individuals change from independent (i.e., working alone) to interdependent work (i.e., as part of a team) or from interdependent to independent work. We then integrate personological, social, task, and technological factors into one conceptual framework. Our framework lays the groundwork for understanding the effect of functional work shifts on task and team performance in modern-day work environments.

Teams are formed to benefit from an expanded pool of expertise and experience, yet 2 aspects of the conflict stemming from those core differences will ultimately play a large role in determining team viability and productivity: conflict states and conflict processes. The current study theoretically reorganizes the literature on team conflict--distinguishing conflict states from conflict processes--and details the effects of each on team effectiveness. Findings from a meta-analytic cumulation of 45 independent studies (total number of teams = 3,218) suggest states and processes are distinct and important predictors of team performance and affective outcomes. Controlling for conflict states (i.e., task and relationship conflict), conflict processes explain an additional 13% of the variance in both team performance and team affective outcomes. Furthermore, findings reveal particular conflict processes that are beneficial and others detrimental to teams. The truth about team conflict: conflict processes, that is, how teams interact regarding their differences, are at least as important as conflict states, that is, the source and intensity of their perceived incompatibilities.

In today's team-based work environments, coworkers have a unique opportunity to help one another manage work–family conflict through various forms of family-facilitative support. The authors explored four potential predictors of such coworker support. Results from surveys of 194 full-time working parents indicate coworkers are more likely to offer family-facilitative support when supervisors are supportive, the organization's work culture is family friendly, workgroup cohesion is high, and organizational justice perceptions regarding the administration of family-friendly benefits are high. Results suggest potential for coworker support is highest when the supervisor and work culture are family supportive, and when cohesion and justice are high.

PurposeThe benefits of humor for general well‐being have long been touted. Past empirical research has suggested that some of these benefits also exist in the work domain. However, there is little shared understanding as to the role of humor in the workplace. The purpose of this paper is to address two main gaps in the humor literature. First, the authors summarize several challenges researchers face in defining and operationalizing humor, and offer an integrative conceptualization which may be used to consolidate and interpret seemingly disparate research streams. Second, meta‐analysis is used to explore the possibility that positive humor is associated with: employee health (e.g. burnout, health) and work‐related outcomes (e.g. performance, job satisfaction, withdrawal); with perceived supervisor/leader effectiveness (e.g. perceived leader performance, follower approval); and may mitigate the deleterious effects of workplace stress on employee burnout.Design/methodology/approachThe authors examine the results of prior research using meta‐analysis (k=49, n=8,532) in order to explore humor's potential role in organizational and employee effectiveness.FindingsResults suggest employee humor is associated with enhanced work performance, satisfaction, workgroup cohesion, health, and coping effectiveness, as well as decreased burnout, stress, and work withdrawal. Supervisor use of humor is associated with enhanced subordinate work performance, satisfaction, perception of supervisor performance, satisfaction with supervisor, and workgroup cohesion, as well as reduced work withdrawal.Research limitations/implicationsProfitable avenues for future research include: clarifying the humor construct and determining how current humor scales tap this construct; exploring the role of negative forms of humor, as they likely have different workplace effects; the role of humor by coworkers; a number of potential moderators of the humor relationships, including type of humor, job level and industry type; and personality correlates of humor use and appreciation.Practical implicationsThe authors recommend caution be exercised when attempting to cultivate humor in the workplace, as this may raise legal concerns (e.g. derogatory or sexist humor), but efforts aimed at encouraging self‐directed/coping humor may have the potential to innocuously buffer negative effects of workplace stress.Originality/valueAlthough psychologists have long recognized the value of humor for general well‐being, organizational scholars have devoted comparatively little research to exploring benefits of workplace humor. Results underscore benefits of humor for work outcomes, encourage future research, and offer managerial insights on the value of creating a workplace context supportive of positive forms of humor.

Emotional labor (EL) is the process by which employees manage their true feelings in order to express organizationally desired emotional displays. We develop and test components of an organizing framework for emotional labor wherein various aspects of emotional labor are understood through the underlying discordance versus congruence in felt versus displayed emotions. Meta-analytic results from 109 independent studies (total N = 36,619) demonstrate that discordant emotional labor states are associated with a range of harmful consequences (health-, attitudinal-, and performance-related), whereas congruent emotional labor states do not incur these harmful consequences. We identify different patterns of worker- and work-related correlates on the basis of emotional discordance–congruence, as well as interesting occupational differences in these relationships. Lastly, we find discordant forms of emotional labor partially mediate the effects of organizational display rules on burnout, whereas congruent states do not mediate this relationship.

We uncover new insights on the role of virtuality on team information sharing. A new two-dimensional conceptualization of information sharing (Mesmer-Magnus & DeChurch, 2009) enabled us to reconcile past inconsistencies in the virtual team literature. Recasting the findings of 94 studies (total number of groups = 5596; total N approximately = 19,702) into this framework reveals three key insights. First, virtuality improves the sharing of unique information, but hinders the openness of information sharing. Second, unique information sharing is more important to the performance of face-to-face teams than is open information sharing, whereas open information sharing is more important to the performance of virtual teams than is unique information sharing. Third, the effects of virtuality on information sharing are more curvilinear than linear – such that low levels of virtuality improve information sharing, but high levels hider it. Implications for research and practice are discussed.

Learning is one of the main goals of any training program. Much research has focused on how learning may be enhanced through effective training design. We compiled the extant literature exploring the efficacy of five common pre-training interventions in promoting learning. Meta-analytic results ( k = 159; total N = 13,684) reveal consistent positive effects for the role of such interventions in learning. Attentional advice and goal orientation (as compared with meta-cognitive strategies, advance organizers and preparatory information) yielded the most consistent learning gains. Results suggest intervention format, implementation, and match to learning outcome are important considerations. Recommendations are provided for interventions which are useful in promoting cognitive, skill-based, and affective learning gains.

Survey results (N = 198) suggest emotional intelligence is a significant predictor of individual ethicality, perceptions of others´ ethicality and perceptions that unethical behavior facilitates success. Importantly, emotional intelligence explains incremental variance in perceptions of others´ ethicality, over and above individual ethicality. The relationship between emotional intelligence and perceptions that unethical behavior facilitates success is fully mediated by self-esteem. Results suggest emotionally intelligent employees are more adept at interpreting the ethicality of others´ actions and potentially less likely to engage in unethical actions than employees low on emotional intelligence. Implications for research and practice are discussed. Los resultados de este estudio (N = 198) sugieren que la inteligencia emocional es un predictor significativo de la eticidad individual, la percepción de la condición ética de los demás y la percepción de que el comportamiento no ético facilita el éxito. Especialmente, la inteligencia emocional muestra varianza añadida en la percepción de la condición ética de los demás, sobre la explicada por la eticidad individual. La relación entre la inteligencia emocional y la percepción de que el comportamiento no ético facilita el éxito está totalmente mediada por la autoestima. Los resultados sugieren que los trabajadores emocionalmente inteligentes, frente a los bajos en inteligencia emocional, son más expertos en la interpretación de la eticidad de las acciones de los demás y potencialmente menos propensos a participar en las acciones poco éticas. Se discuten las implicaciones para la investigación y la práctica.

Drawing on research regarding the utility of coworker support in mitigating work/ family conflict, the authors developed a scale to measure Coworker-enacted Informal Work Accommodations to Family (C-IWAF). C-IWAF differs from coworker support in that it describes actual behaviors coworkers engage in to help one another deal with incompatible work and family demands. Results based on a sample of 390 working caregivers provide support for the independence of C-IWAF from other forms of coworker support. Analyses of the factor structure obtained for this instrument indicate that C-IWAF is composed of six unique factors: child care assistance, facilitating telework, continuing work modification, short-term work modification, helping behavior, and deviating behavior. Implications of these results for research and practice are discussed.

Work–family conflict can have a dramatic negative effect on organizational productivity. Accordingly, organizations are adopting initiatives aimed at assisting employees in achieving a balance between work and family (e.g., family-friendly work culture, supportive supervisors, work-family programs and policies, etc.). Research regarding the effectiveness of these approaches has largely ignored the role of peers/coworkers in the work–family interface. Coworkers have a unique opportunity to provide family-facilitative support as they have a clearer understanding of the nature of stressors faced by their fellow employees. Further, with the increasing prevalence of team-based organizational structures, coworkers are better prepared to offer instrumental and emotional assistance to a coworker struggling to balance conflicting work and family demands. We review the literature relevant to the role of coworker support in mitigating work–family conflict, and propose a number of potential moderators of the coworker support – work–family conflict relationship. Finally, we explore factors which may increase the likelihood that coworkers will offer vital emotional and instrumental family-facilitative support.

We examine the ability of review panels to predict commercial success when evaluating early-stage technologies from small business. Specifically we examined whether a screening process resulted in greater consensus among grant panel members, to what extent certain panel members “stuck” to their evaluations, and whether information sharing and panel consensus resulted in better predictions of commercial success. In general, we found that expert panel members tend to move toward consensus after discussion, with technical experts being the most “sticky”. While information sharing does not lead to better prediction, increasing consensus among panel members does indicate a slight improvement in prediction accuracy.

Information sharing is a central process through which team members collectively utilize their available informational resources. The authors used meta-analysis to synthesize extant research on team information sharing. Meta-analytic results from 72 independent studies (total groups = 4,795; total N = 17,279) demonstrate the importance of information sharing to team performance, cohesion, decision satisfaction, and knowledge integration. Although moderators were identified, information sharing positively predicted team performance across all levels of moderators. The information sharing-team performance relationship was moderated by the representation of information sharing (as uniqueness or openness), performance criteria, task type, and discussion structure by uniqueness (a 3-way interaction). Three factors affecting team information processing were found to enhance team information sharing: task demonstrability, discussion structure, and cooperation. Three factors representing decreasing degrees of member redundancy were found to detract from team information sharing: information distribution, informational interdependence, and member heterogeneity.

Negotiation classes are one way in which many of today's managers try to develop negotiation skills. Despite the popularity of such courses, relatively little research has assessed their effectiveness in improving trainee self-confidence and posttraining transfer. The results of 2 data collection efforts indicate that students in a typical negotiation-training course integrating the principles of instructional design believed that they had improved their negotiating skills and confidence, adopted more integrative conflict management styles, and implemented their newfound skills in important real-world negotiations. These perceived changes persisted over time.

Goal setting has been used in a variety of contexts in an effort to induce maximal effort and to facilitate greater performance outcomes than would otherwise be achieved through an individual's more typical efforts. Do pretraining goals induce trainees to maximize learning efforts in training? Does the type of goal matter? We meta-analytically cumulated the results of 61 independent studies (N = 10,151) that examined the efficacy of pretraining goals. Results suggest pretraining goals (regardless of type) yield higher performance on posttraining cognitive, skill, and affective learning assessments than “no-goal” conditions. Performance-oriented goals facilitated better performance on measures of declarative knowledge, whereas mastery-oriented goals yielded greater learning on higher levels of cognitive learning and for all levels of skill-based learning. Further, mastery-oriented goals fostered greater posttraining self-efficacy, more positive attitudes toward training, and better intentions to transfer t...

We report a meta-analytic examination of the value of five facets of family-friendly work environments (FFWEs) in reducing work/family conflict (WFC). Cumulation of 38 studies (total N = 13,605) suggests that facets of FFWE may provide less assistance to workers in managing WFC than one may hope, as none explained more than seven percent of the variance in WFC. A family-friendly work culture seems most influential in reducing WFC. Importantly, spousal support and FFWEs explain different portions of variance in WFC, suggesting that FFWEs are uniquely valuable to workers in achieving work/ family balance. Implications for research and practice are discussed.

Socially desirable responding (SDR) has been widely studied with regards to personality assessment due to fears it may attenuate the predictive validity of decisions made using such assessments (e.g., in personnel selection). A number of scales have been employed to assess individual differences in response distortion. We expand the nomological net for a popular measure of social desirability – the Marlowe-Crowne scale – by correlating individual differences in SDR to measures of over-claiming, self-esteem, and emotional intelligence. Survey results (n = 198) yielded a significant positive correlation between SDR and both self-esteem and emotional intelligence. Over-claiming was found to be negatively related to self-deceptive enhancement, a form of SDR, but not to SDR overall. Regression analyses revealed emotional intelligence explains significant variance in SDR, over and above that which is explained by self-esteem and over-claiming alone (ΔR2 = .16, p < .01). Implications for personality assessment are discussed.

Whistleblowing on organizational wrongdoing is becoming increasingly prevalent. What aspects of the person, the context, and the transgression relate to whistleblowing intentions and to actual whistleblowing on corporate wrongdoing? Which aspects relate to retaliation against whistleblowers? Can we draw conclusions about the whistleblowing process by assessing whistleblowing intentions? Meta-analytic examination of 193 correlations obtained from 26 samples (N = 18,781) reveals differences in the correlates of whistleblowing intentions and actions. Stronger relationships were found between personal, contextual, and wrongdoing characteristics and whistleblowing intent than with actual whistleblowing. Retaliation might best be predicted using contextual variables. Implications for research and practice are discussed.

The overlap between measures of work-to-family (WFC) and family-to-work conflict (FWC) was meta-analytically investigated. Researchers have assumed WFC and FWC to be distinct, however, this assumption requires empirical verification. Across 25 independent samples (total N = 9079) the sample size weighted mean observed correlation was .38 and the reliability corrected correlation was .48. The pattern of external correlates for the two types of conflict was also examined. Both forms of conflict had similar (.41) reliability corrected correlations with measures of organizational withdrawal. WFC conflict correlated .41 (k = 15, N = 4714) with job stressors and .17 (k = 13, N = 3312) with non-work stressors whereas FWC conflict correlated .27 with job stressors and .23 with non-work stressors. Correlations between the two forms of work/family conflict and other variables such as organizational commitment, job and life satisfaction, and health were examined. Implications for the discriminant validity of the two types of conflict measures are discussed.

En los últimos tiempos, se está incrementando el uso de sistemas de feedback multi-evaluador por parte de las organizaciones para la evaluación y el desarrollo de su personal. La investigación sugiere que las autoevaluaciones del desempeño a menudo no correlacionan con las evaluaciones de los demás, lo que tiene implicaciones para la receptividad del evaluado al feedback. La investigación previa sugiere que la personalidad del evaluado puede ser un punto importante en la discrepancia entre las autoevaluaciones y las evaluaciones de los otros. En el presente estudio se exploró el grado en que cinco dimensiones de personalidad relacionadas con el trabajo explican la varianza en la discrepancia entre las autoevaluaciones y las evaluaciones de los otros, usando los datos de archivo de 527 empleados de una gran organización financiera. El análisis de 487 parejas de autoevaluaciones y evaluaciones de los compañeros y 501 parejas de autoevaluaciones y evaluaciones de los supervisores reveló un bajo acuerdo entre las autoevaluaciones, las evaluaciones de los supervisores y las evaluaciones de los compañeros. Los evaluados altos en extraversión, dominancia, conformidad cultural, cinismo y orientación al detalle fueron algo más probables a sobre-estimar su desempeño en las autoevaluaciones comparadas con las evaluaciones que recibían de sus compañeros. Los evaluados cínicos y orientados al detalle tendieron a sobre-estimar su desempeño en comparación con las evaluaciones de sus supervisores. La orientación al detalle y la conformidad cultural interactuaron para predecir las discrepancias entre las autoevaluaciones y las evaluaciones de los supervisores y los compañeros. Finalmente, se discuten las implicaciones para la investigación y la práctica profesional de estos hallazgos.

Major theories of team effectiveness position emergent collective cognitive processes as central drivers of team performance. We meta-analytically cumulated 231 correlations culled from 65 independent studies of team cognition and its relations to teamwork processes, motivational states, and performance outcomes. We examined both broad relationships among cognition, behavior, motivation, and performance, as well as 3 underpinnings of team cognition as potential moderators of these relationships. Findings reveal there is indeed a cognitive foundation to teamwork; team cognition has strong positive relationships to team behavioral process, motivational states, and team performance. Meta-analytic regressions further indicate that team cognition explains significant incremental variance in team performance after the effects of behavioral and motivational dynamics have been controlled. The nature of emergence, form of cognition, and content of cognition moderate relationships among cognition, process, and performance, as do task interdependence and team type. Taken together, these findings not only cumulate extant research on team cognition but also provide a new interpretation of the impact of underlying dimensions of cognition as a way to frame and extend future research.

Emotional intelligence (EI) is thought to offer significant benefit to organizational productivity through enhanced employee performance and satisfaction, decreased burnout, and better teamwork. EI may also have implications for the incidence of counterproductive workplace behavior. Survey results suggest EI is a significant predictor of individuals’ ethicality and their perceptions of others’ ethicality. Further, EI explains incremental variance in perceptions of others’ ethics over and above that which is explained by individual ethicality. High EI employees may be more adept at interpreting the ethicality of others’ actions, which has positive implications for ethical decision-making. Implications for research and practice are discussed.