The Journal of applied psychology最新文献_第2页

Managing unit human capital resources: Integrating insights from human resource management and unit leadership literatures. 管理单位人力资本资源:整合人力资源管理和单位领导文献的见解。

The Journal of applied psychology Pub Date : 2023-07-20 DOI: 10.1037/apl0001119.supp

P. Gallagher, M. Wolfson, Greg Reilly, J. Mathieu

引用次数: 0

When "who I am" is under threat: Measures of threat to identity value, meanings, and enactment. 当“我是谁”受到威胁:对身份价值、意义和制定的威胁措施。

The Journal of applied psychology Pub Date : 2023-07-20 DOI: 10.1037/apl0001114.supp

Mailys M George, K. Strauss, Julija N. Mell, Heather C Vough

{"title":"When \"who I am\" is under threat: Measures of threat to identity value, meanings, and enactment.","authors":"Mailys M George, K. Strauss, Julija N. Mell, Heather C Vough","doi":"10.1037/apl0001114.supp","DOIUrl":"https://doi.org/10.1037/apl0001114.supp","url":null,"abstract":"Although scholars across fields have studied threats to individuals' identities for their impact and ubiquity, the absence of standard scales has hindered the advancement of this research. Due to the lack of identity threat measures, the myriad existing propositions and models remain untested which may generate skepticism of the field. In the comparatively rare instances where deductive models have been tested, studies often suffer from methodological shortcomings related to the absence of a standard measure (e.g., the use of scales that tap into adjacent constructs) or an assumption of unidimensionality, despite recognition that identity threat can take various forms. Such shortcomings can yield inaccurate conclusions and threaten content validity. In response to these issues, we followed recommended steps to develop three measures capturing threats to identity value, meanings, and enactment. We rigorously validated these measures across different contexts: threats to teachers' work-related identity, to pregnant women's leader identity, and to organizational members' lesbian, gay, bisexual, transgender, queer or questioning identities. Our results provide evidence of the psychometric validity of the three measures and their applicability to different types of identities individuals hold. Using our measures, scholars will be able to further explore identity threat triggers and outcomes, the mechanisms underlying the effects of the three different types of threat on outcomes, and temporal dynamics. Researchers can also use our measures in designing interventions. Ultimately, this will allow management and applied psychology scholars to develop better guidance for organizations and employees dealing with the commonplace, yet difficult experience of identity threat. (PsycInfo Database Record (c) 2023 APA, all rights reserved).","PeriodicalId":169654,"journal":{"name":"The Journal of applied psychology","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2023-07-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"130871253","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 1

Reducing gender bias in the evaluation and selection of future leaders: The role of decision-makers' mindsets about the universality of leadership potential. 在未来领导者的评估和选择中减少性别偏见:决策者关于领导潜力普遍性的心态的作用。

The Journal of applied psychology Pub Date : 2023-07-20 DOI: 10.1037/apl0001112.supp

Zhi Liu, A. Rattan, Krishna Savani

{"title":"Reducing gender bias in the evaluation and selection of future leaders: The role of decision-makers' mindsets about the universality of leadership potential.","authors":"Zhi Liu, A. Rattan, Krishna Savani","doi":"10.1037/apl0001112.supp","DOIUrl":"https://doi.org/10.1037/apl0001112.supp","url":null,"abstract":"Extensive research has documented organizational decision-makers' preference for men over women when they evaluate and select candidates for leadership positions. We conceptualize a novel construct-mindsets about the universality of leadership potential-that can help reduce this bias. People can believe either that only some individuals have high leadership potential (i.e., a nonuniversal mindset) or that most individuals have high leadership potential (i.e., a universal mindset). Five studies investigated the relationship between these mindsets and decision-makers' gender biases in leader evaluation and selection decisions. The more senior government officials in China held a universal mindset, the less they showed gender bias when rating their subordinates' leadership capability (Study 1). Working adults in the United Kingdom who held a more universal mindset exhibited less gender bias when evaluating and selecting job candidates for a leadership position (Study 2). In an experiment, Singaporean students exposed to a universal mindset exhibited less gender bias when evaluating and selecting candidates than those exposed to a nonuniversal mindset (Study 3). Another experiment with working adults in China replicated this pattern and added a control condition to confirm the directionality of the effect (Study 4). Last, Study 5 showed that a more universal mindset was associated with less gender bias particularly among decision-makers with stronger gender stereotypes in the domain of leadership. This research demonstrates that, although they are seemingly unrelated to gender, mindsets about the universality of leadership potential can influence the extent to which people express gender bias in the leadership context. (PsycInfo Database Record (c) 2023 APA, all rights reserved).","PeriodicalId":169654,"journal":{"name":"The Journal of applied psychology","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2023-07-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"129294650","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 0

The easy addendum effect: When doing more seems less effortful. 简单补充效应:当做得更多似乎不那么费力时。

The Journal of applied psychology Pub Date : 2023-07-20 DOI: 10.1037/apl0001130.supp

Edward Yuhang Lai, Julio Sevilla, Mathew S. Isaac, Rajesh Bagchi

{"title":"The easy addendum effect: When doing more seems less effortful.","authors":"Edward Yuhang Lai, Julio Sevilla, Mathew S. Isaac, Rajesh Bagchi","doi":"10.1037/apl0001130.supp","DOIUrl":"https://doi.org/10.1037/apl0001130.supp","url":null,"abstract":"Although people often value the challenge and mastery of performing an activity, their satisfaction may suffer when the tasks comprising the activity are perceived as difficult. Thus, it is important to understand the factors that influence subjective judgments of difficulty. In this research, we introduce an easily actionable and effective tactic to reduce perceptions of the overall difficulty of an activity: We find that concluding a sequence of difficult tasks with a few easy tasks can decrease perceived difficulty of the aggregate activity. While appending extra tasks to a constant sequence should increase the objective amount of effort necessary to complete all the tasks, we find that more tasks can paradoxically be perceived as less effortful. We coin this phenomenon the easy addendum effect and demonstrate that it is less likely to occur when an overall activity is conceptualized as consisting of a single category rather than two distinct categories-that is, a set of difficult tasks followed by a set of easy tasks. We further show downstream consequences of this effect-through lower perceived difficulty, the easy addendum effect can lead to greater satisfaction, persistence, and more tasks performed overall. (PsycInfo Database Record (c) 2023 APA, all rights reserved).","PeriodicalId":169654,"journal":{"name":"The Journal of applied psychology","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2023-07-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"132511976","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 0

A transactional stress theory of global work demands: A challenge, hindrance, or both? 全球工作的交易压力理论要求:挑战、阻碍，还是两者兼而有之?

The Journal of applied psychology Pub Date : 2022-03-28 DOI: 10.1037/apl0001009

Maria L. Kraimer, M. Shaffer, M. Bolino, Steven D. Charlier, Olivier Wurtz

{"title":"A transactional stress theory of global work demands: A challenge, hindrance, or both?","authors":"Maria L. Kraimer, M. Shaffer, M. Bolino, Steven D. Charlier, Olivier Wurtz","doi":"10.1037/apl0001009","DOIUrl":"https://doi.org/10.1037/apl0001009","url":null,"abstract":"We integrate research on global work demands (Shaffer et al., 2012) with transactional stress theory to examine both the harmful and beneficial effects of three global work demands-international travel, cognitive flexibility, and nonwork disruption-for employees engaged in global work. We propose that global work demands have indirect, and conditional, effects on burnout and work-to-family conflict (WFC), as well as thriving and work-family enrichment, through employees' appraisals that their global work is both hindering and challenging, respectively. We tested the hypotheses with a matched sample of 229 global employees and their spouses. We found that cognitive flexibility demands are related to harmful and beneficial outcomes: It increases WFC through hindrance appraisals of the global work, but also increases thriving through challenge appraisals. In comparison, international travel demands have only beneficial outcomes, such that it positively related to employee thriving through challenge appraisals, but only among employees working in jobs that have fewer nonwork disruption demands. Finally, nonwork disruption demands had only harmful effects in that it positively related to burnout and WFC through hindrance appraisals. Exploratory analyses also revealed that nonwork disruption demands negatively related to employee thriving, through challenge appraisals, when employees experienced lower levels of cognitive flexibility demands. These findings contribute to our understanding of how employees may react to their global work demands and to the transactional theory of stress by providing a more nuanced understanding of when and why job demands contribute to appraisals that work is hindering and/or challenging. (PsycInfo Database Record (c) 2022 APA, all rights reserved).","PeriodicalId":169654,"journal":{"name":"The Journal of applied psychology","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2022-03-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"134042178","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 9

A meta-analysis of leadership and workplace safety: Examining relative importance, contextual contingencies, and methodological moderators. 领导力与工作场所安全的元分析:考察相对重要性、情境偶然性和方法调节因素。

The Journal of applied psychology Pub Date : 2022-03-17 DOI: 10.1037/apl0000557

Zhanna Lyubykh, Nick Turner, M. S. Hershcovis, Connie Deng

{"title":"A meta-analysis of leadership and workplace safety: Examining relative importance, contextual contingencies, and methodological moderators.","authors":"Zhanna Lyubykh, Nick Turner, M. S. Hershcovis, Connie Deng","doi":"10.1037/apl0000557","DOIUrl":"https://doi.org/10.1037/apl0000557","url":null,"abstract":"Given the high human and economic costs of workplace safety, researchers and practitioners have paid increasing attention to how leadership behaviors relate to workplace safety. Previous research has demonstrated that leadership behaviors are important for workplace safety. In this meta-analysis, we extend our understanding of the leadership-workplace safety relationship by (a) examining the associations between a broader range of five leadership categories-change-oriented, relational-oriented, task-oriented, passive, and destructive-and seven workplace safety variables; (b) investigating the relative importance of these leadership categories in explaining variance in these workplace safety variables; and (c) testing contextual and methodological contingencies of the leadership-workplace safety relationship. Using effect sizes from 194 samples (N = 104,364), we find that although leadership behaviors are associated with workplace safety, the leadership categories vary considerably in their relative importance. Task-oriented leadership followed by relational-oriented leadership emerge as the most important contributors to workplace safety. Change-oriented leadership (which includes transformational leadership) does not emerge as the largest contributor for any of the seven tested safety variables, despite it being the most frequently examined leadership model in the workplace safety literature. Effectiveness of leadership behaviors in relation to workplace safety varies by national culture power distance, industry risk, workforce age, as well as by contextualized forms of leadership (i.e., safety-specific vs. generalized). Finally, there is meta-analytic evidence for publication bias and common-method variance. (PsycInfo Database Record (c) 2022 APA, all rights reserved).","PeriodicalId":169654,"journal":{"name":"The Journal of applied psychology","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2022-03-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"123424827","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 22

The hidden dark side of empowering leadership: The moderating role of hindrance stressors in explaining when empowering employees can promote moral disengagement and unethical pro-organizational behavior. 授权领导的隐藏阴暗面:障碍压力源在解释授权员工何时会促进道德脱离和不道德的亲组织行为方面的调节作用。

The Journal of applied psychology Pub Date : 2022-03-14 DOI: 10.1037/apl0001013

T. Dennerlein, Bradley L Kirkman

{"title":"The hidden dark side of empowering leadership: The moderating role of hindrance stressors in explaining when empowering employees can promote moral disengagement and unethical pro-organizational behavior.","authors":"T. Dennerlein, Bradley L Kirkman","doi":"10.1037/apl0001013","DOIUrl":"https://doi.org/10.1037/apl0001013","url":null,"abstract":"The majority of theory and research on empowering leadership to date has focused on how empowering leader behaviors influence employees, portraying those behaviors as almost exclusively beneficial. We depart from this predominant consensus to focus on the potential detriments of empowering leadership for employees. Drawing from the social cognitive theory of morality, we propose that empowering leadership can unintentionally increase employees' unethical pro-organizational behavior (UPB), and that it does so by increasing their levels of moral disengagement. Specifically, we propose that hindrance stressors create a reversing effect, such that empowering leadership increases (vs. decreases) moral disengagement when hindrance stressors are higher (vs. lower). Ultimately, we argue for a positive or negative indirect effect of empowering leadership on UPB through moral disengagement. We find support for our predictions in both a time-lagged field study (Study 1) and a scenario-based experiment using an anagram cheating task (Study 2). We thus highlight the impact that empowering leadership can have on unethical behavior, providing answers to both why and when the dark side of empowering leadership behavior occurs. (PsycInfo Database Record (c) 2022 APA, all rights reserved).","PeriodicalId":169654,"journal":{"name":"The Journal of applied psychology","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2022-03-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"133700396","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 31

Variable work schedules, unit-level turnover, and performance before and during the COVID-19 pandemic. 在COVID-19大流行之前和期间，多变的工作时间表、单位级别的人员流动和绩效。

The Journal of applied psychology Pub Date : 2022-03-14 DOI: 10.1037/apl0001006

Hyesook Chung

{"title":"Variable work schedules, unit-level turnover, and performance before and during the COVID-19 pandemic.","authors":"Hyesook Chung","doi":"10.1037/apl0001006","DOIUrl":"https://doi.org/10.1037/apl0001006","url":null,"abstract":"The use of variable work schedules (VWS)-altering the number and timing of employees' work hours on a daily or weekly basis-is an increasingly common human resource (HR) practice designed to increase staffing flexibility. Little research, however, has examined whether and how the use of VWS affects an organization's turnover rates and/or financial performance at the unit level. Despite the common assumption that their use helps firms achieve higher performance by matching the supply of labor to demand fluctuations-especially during a crisis such as coronavirus disease (COVID-19)-this study demonstrates otherwise. I propose that greater use of variable schedules can lead to higher turnover rates and that this effect has been more pronounced during the pandemic. I also argue that managerial reliance on VWS can decrease not only the level of financial performance but also performance recovery during the pandemic-with unit-level turnover as the mediating mechanism. Using data from 1,678 units of a U.S. quick-service restaurant chain across different phases of the COVID-19 pandemic (October 2019-December 2020), I find support for these predictions. Results suggest that scholars and practitioners should reconsider the general assumption that staffing flexibility helps organizations adapt to uncertain environments. (PsycInfo Database Record (c) 2022 APA, all rights reserved).","PeriodicalId":169654,"journal":{"name":"The Journal of applied psychology","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2022-03-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"131555054","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 12

Organizational-level perceived support enhances organizational profitability. 组织层面的感知支持提高了组织的盈利能力。

The Journal of applied psychology Pub Date : 2022-03-10 DOI: 10.1037/apl0000567

K. Kim, R. Eisenberger, R. Takeuchi, Kibok Baik

{"title":"Organizational-level perceived support enhances organizational profitability.","authors":"K. Kim, R. Eisenberger, R. Takeuchi, Kibok Baik","doi":"10.1037/apl0000567","DOIUrl":"https://doi.org/10.1037/apl0000567","url":null,"abstract":"Although the importance of perceived organizational support on organizational outcomes has been highlighted in the literature, research is lacking concerning how organization-wide perceptions of support by employees (organizational-level perceived support [OPS]) may contribute to organizational performance. To address this critical deficiency in the literature, we extend organizational support theory to the organizational level and examine the influence of OPS on organizational profitability. We conducted two studies with samples of 224 and 96 organizations, respectively, in South Korea and found that workforce performance (Study 1) and workforce voluntary turnover rate (Studies 1 and 2) mediate the relationship between OPS and organizational profitability. Furthermore, we found that organizational financial slack resources moderate the effect of OPS on workforce performance. Specifically, the positive effect of OPS on workforce performance, and consequently on organizational profitability, was stronger when financial slack resources were lower. Financial slack resources, however, do not moderate the relationship between OPS and voluntary turnover rate. We discuss the theoretical and practical implications of these findings. (PsycInfo Database Record (c) 2022 APA, all rights reserved).","PeriodicalId":169654,"journal":{"name":"The Journal of applied psychology","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2022-03-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"114551961","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 5

Disaster or opportunity? How COVID-19-associated changes in environmental uncertainty and job insecurity relate to organizational identification and performance. 灾难还是机遇?与covid -19相关的环境不确定性和工作不安全感变化如何影响组织认同和绩效。

The Journal of applied psychology Pub Date : 2022-03-07 DOI: 10.1037/apl0001011

Huiwen Lian, J. Li, Chenduo Du, Wen Wu, Yuhuan Xia, Cynthia Lee

{"title":"Disaster or opportunity? How COVID-19-associated changes in environmental uncertainty and job insecurity relate to organizational identification and performance.","authors":"Huiwen Lian, J. Li, Chenduo Du, Wen Wu, Yuhuan Xia, Cynthia Lee","doi":"10.1037/apl0001011","DOIUrl":"https://doi.org/10.1037/apl0001011","url":null,"abstract":"The coronavirus disease 2019 (COVID-19) pandemic continues to create tremendous uncertainty in workplaces. Building on a social identity perspective, this study develops and tests a model of how and why COVID-19-associated uncertainty affects employee work outcomes. The model differentiates uncertainty as either internal (job insecurity) or external (perceived environmental uncertainty) to the organization and reveals their different effects on employee organizational identification, which positively affects employee work outcomes (work effort, organizational citizenship behavior, and performance). With a latent change score to model intraindividual changes, we found that increases (or decreases) in job insecurity before versus during the pandemic related to subsequent decreases (or increases) in organizational identification, whereas increases (or decreases) in perceived environmental uncertainty before versus during the pandemic related to subsequent increases (or decreases) in organizational identification; increases (or decreases) in organizational identification then related to increases (or decreases) in positive work outcomes. These findings complement existing theoretical views that uncertainty typically leads to poor performance by inducing anxiety, and that organizational identification suffers during a crisis such as COVID-19. In turn, this research offers practical implications to help organizations avoid discouraging and even encourage greater organizational identification and performance during crises. (PsycInfo Database Record (c) 2022 APA, all rights reserved).","PeriodicalId":169654,"journal":{"name":"The Journal of applied psychology","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2022-03-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"122621079","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 19