The Journal of applied psychology最新文献_第9页

Toward a periodic table of personality: Mapping personality scales between the five-factor model and the circumplex model. 走向人格周期表:在五因子模型和环形模型之间映射人格量表。

The Journal of applied psychology Pub Date : 2016-04-01 DOI: 10.1037/apl0000062

Stephen A. Woods, N. Anderson

引用次数: 83

Ups and downs of the expatriate experience? Understanding work adjustment trajectories and career outcomes. 侨民经历的起起落落?了解工作调整轨迹和职业成果。

The Journal of applied psychology Pub Date : 2016-04-01 DOI: 10.1037/apl0000073

Jing Zhu, Connie R. Wanberg, D. Harrison, Erica W. Diehn

引用次数: 70

Who withdraws? Psychological individual differences and employee withdrawal behaviors. 谁退出?心理个体差异与员工退缩行为。

The Journal of applied psychology Pub Date : 2016-04-01 DOI: 10.1037/apl0000068

Ryan D. Zimmerman, Brian W. Swider, S. E. Woo, D. Allen

引用次数: 47

The right friends in the right places: Understanding network structure as a predictor of voluntary turnover. 正确的朋友在正确的地方:理解网络结构作为自愿离职的预测因子。

The Journal of applied psychology Pub Date : 2016-04-01 DOI: 10.1037/apl0000061

Gary A. Ballinger, Rob Cross, Brooks Holtom

引用次数: 31

Tethered to work: A family systems approach linking mobile device use to turnover intentions. 依附于工作:将移动设备使用与离职意图联系起来的家庭系统方法。

The Journal of applied psychology Pub Date : 2016-04-01 DOI: 10.1037/apl0000075

Merideth Ferguson, Dawn S. Carlson, W. Boswell, D. Whitten, M. Butts, K. Kacmar

引用次数: 111

Off-duty deviance: Organizational policies and evidence for two prevention strategies. 下班偏差:两种预防策略的组织政策和证据。

The Journal of applied psychology Pub Date : 2016-03-31 DOI: 10.1037/apl0000066

Brian D. Lyons, Brian J. Hoffman, W. Bommer, Colby L. Kennedy, A. Hetrick

{"title":"Off-duty deviance: Organizational policies and evidence for two prevention strategies.","authors":"Brian D. Lyons, Brian J. Hoffman, W. Bommer, Colby L. Kennedy, A. Hetrick","doi":"10.1037/apl0000066","DOIUrl":"https://doi.org/10.1037/apl0000066","url":null,"abstract":"Anecdotal evidence suggests that organizations are increasingly concerned with employee off-duty deviance (ODD), yet management research has rarely investigated this type of deviant behavior. We define ODD as behaviors committed outside the workplace or when off-duty that are deviant by organizational and/or societal standards, jeopardize the employee's status within the organization, and threaten the interests and well-being of the organization and its stakeholders. Three studies are presented to better understand the relevance of ODD to modern organizations and then to understand potential approaches to reduce the incidence of ODD. The first study provides a qualitative review of publicly available ODD policies within the Fortune 500; the results showed that 13.4% of the Fortune 500 had a publicly available ODD policy, with the majority prohibiting criminal forms of ODD to protect the firm's reputation. The next 2 studies examine the efficacy of different approaches to reduce criminal ODD: policy adoption and personnel selection. In the second study, a longitudinal, quasi-experimental design showed a significant-albeit modest-reduction in criminal ODD following the adoption of a conduct policy. In the third and final study, a criterion-related validity design supported the predictive validity of general mental ability and prior deviance in predicting criminal ODD. This compendium of studies provides an initial empirical investigation into ODD and offers implications relevant to the deviance literature, policy development, and personnel selection.","PeriodicalId":169654,"journal":{"name":"The Journal of applied psychology","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2016-03-31","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"129119846","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

Selecting team players: Considering the impact of contextual performance and workplace deviance on selection decisions in the National Football League. 选择团队球员:考虑情境表现和工作场所偏差对国家橄榄球联盟选择决策的影响。

The Journal of applied psychology Pub Date : 2016-03-31 DOI: 10.1037/apl0000067

Steven W. Whiting, Timothy D. Maynes

{"title":"Selecting team players: Considering the impact of contextual performance and workplace deviance on selection decisions in the National Football League.","authors":"Steven W. Whiting, Timothy D. Maynes","doi":"10.1037/apl0000067","DOIUrl":"https://doi.org/10.1037/apl0000067","url":null,"abstract":"Contextual performance and workplace deviance likely influence team functioning and effectiveness and should therefore be considered when evaluating job candidates for team-based roles. However, obtaining this information is difficult given a lack of reliable sources and the desire of job applicants to present themselves in a favorable light. Thus, it is unknown whether those selecting employees for teams incorporate prior contextual performance and workplace deviance into their evaluations, or whether doing so improves the quality of selection decisions. To address these issues, we examined the impact of prior task performance, contextual performance, and workplace deviance on National Football League (NFL) decision maker (organizational insider) and external expert (organizational outsider) evaluations of college football players in the NFL draft, using a content analysis methodology to generate measures of contextual performance and workplace deviance. Our findings indicate that insiders value contextual performance more than outsiders, which is likely because of differing interests and goals that lead to different levels of motivation and/or ability to acquire information about prior contextual performance. We also propose that prior task performance, contextual performance, and workplace deviance will predict player performance in the NFL. Our results support this prediction for task and contextual performance. In addition, we investigated the quality of insider and outsider judgments using Brunswik's (1952) lens model. Implications of our findings for the team selection, contextual performance, and workplace deviance literatures are discussed.","PeriodicalId":169654,"journal":{"name":"The Journal of applied psychology","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2016-03-31","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"125812280","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

Identified ambivalence: When cognitive conflicts can help individuals overcome cognitive traps. 确定的矛盾心理:当认知冲突可以帮助个人克服认知陷阱。

The Journal of applied psychology Pub Date : 2016-03-10 DOI: 10.1037/apl0000105

Cristiano L. Guarana, Morela Hernandez

引用次数: 38

Everything that you have ever been told about assessment center ratings is confounded. 你曾经被告知的关于评估中心评级的一切都是混乱的。

The Journal of applied psychology Pub Date : 2016-03-10 DOI: 10.1037/apl0000102

D. Jackson, G. Michaelides, C. Dewberry, Young-Jae Kim

引用次数: 26

Recognizing "me" benefits "we": Investigating the positive spillover effects of formal individual recognition in teams. 承认“我”有利于“我们”:调查团队中正式的个人认可的积极溢出效应。

The Journal of applied psychology Pub Date : 2016-03-10 DOI: 10.1037/apl0000101

Ning Li, Xiaoming Zheng, T. Brad Harris, Xin Liu, Bradley L Kirkman

{"title":"Recognizing \"me\" benefits \"we\": Investigating the positive spillover effects of formal individual recognition in teams.","authors":"Ning Li, Xiaoming Zheng, T. Brad Harris, Xin Liu, Bradley L Kirkman","doi":"10.1037/apl0000101","DOIUrl":"https://doi.org/10.1037/apl0000101","url":null,"abstract":"Many organizations use formal recognition programs (e.g., \"employee of the month\") as a way to publically acknowledge an individual employee's outstanding performance and motivate continued high performance. However, it remains unclear whether emphasizing individual achievement in a team context is beneficial or detrimental for recipients' teammates and, by extension, the team as a whole. Drawing on a social influence perspective, we examine potential spillover effects of individual formal recognition programs in teams. We hypothesize that a single team member's recognition will produce positive spillover effects on other team members' performance, as well as overall team performance, via social influence processes, especially when the award recipient is located in a central position in a team. Findings from 2 lab experiments of 24 teams and 40 teams (Study 1 and Study 2, respectively) and a field experiment of 52 manufacturing teams (Study 3) reveal that formally recognizing a team member leads to positive changes in her/his teammates' individual and collective performance. Thus, formal social recognition programs can potentially provide a motivational effect beyond individual recipients. (PsycINFO Database Record","PeriodicalId":169654,"journal":{"name":"The Journal of applied psychology","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2016-03-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"116500376","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: 33