Organizational Psychology Review最新文献_第8页

Beyond intrinsic and extrinsic motivation: A meta-analysis on self-determination theory’s multidimensional conceptualization of work motivation 超越内在动机和外在动机:自我决定理论对工作动机多维概念化的元分析

IF 6.1 1区心理学

Organizational Psychology Review Pub Date : 2021-04-07 DOI: 10.1177/20413866211006173

A. van den Broeck, Joshua L. Howard, Yves Van Vaerenbergh, H. Leroy, Marylène Gagné

{"title":"Beyond intrinsic and extrinsic motivation: A meta-analysis on self-determination theory’s multidimensional conceptualization of work motivation","authors":"A. van den Broeck, Joshua L. Howard, Yves Van Vaerenbergh, H. Leroy, Marylène Gagné","doi":"10.1177/20413866211006173","DOIUrl":"https://doi.org/10.1177/20413866211006173","url":null,"abstract":"This meta-analysis aims to shed light on the added value of the complex multidimensional view on motivation of Self-determination theory (SDT). We assess the unique and incremental validity of each of SDT’s types of motivation in predicting organizational behavior, and examine SDT’s core proposition that increasing self-determined types of motivation should have increasingly positive outcomes. Meta-analytic findings (124 samples) support SDT, but also adds precision to its predictions: Intrinsic motivation is the most important type of motivation for employee well-being, attitudes and behavior, yet identified regulation is more powerful in predicting performance and organizational citizenship behavior. Furthermore, introjection has both positive and negative consequences, while external regulation has limited associations with employee behavior and has well-being costs. Amotivation only has negative consequences. We address conceptual and methodological implications arising from this research and exemplify how these results may inform and clarify lingering issues in the literature on employee motivation.","PeriodicalId":46914,"journal":{"name":"Organizational Psychology Review","volume":"11 1","pages":"240 - 273"},"PeriodicalIF":6.1,"publicationDate":"2021-04-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1177/20413866211006173","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44790511","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"心理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 72

Leveraging historiometry to better understand teams in context 利用历史计量学来更好地理解上下文中的团队

IF 6.1 1区心理学

Organizational Psychology Review Pub Date : 2021-03-09 DOI: 10.1177/2041386621996424

C. Burke, Christopher W. Wiese, Lauren N. P. Campbell

引用次数: 1

Teams in the wild are not extinct, but challenging to research: A guide for conducting impactful team field research with 10 recommendations and 10 best practices 野外的团队并没有灭绝，但对研究具有挑战性:指导有影响力的团队实地研究的10条建议和10个最佳实践

IF 6.1 1区心理学

Organizational Psychology Review Pub Date : 2021-02-01 DOI: 10.1177/2041386620986597

M. Maynard, Samantha A. Conroy, C. Lacerenza, L. Y. Barnes

引用次数: 4

Implementing evidence-based assessment and selection in organizations: A review and an agenda for future research 在组织中实施基于证据的评估和选择:回顾和未来研究的议程

IF 6.1 1区心理学

Organizational Psychology Review Pub Date : 2020-12-24 DOI: 10.1177/2041386620983419

Marvin Neumann, A. Niessen, Rob R. Meijer

{"title":"Implementing evidence-based assessment and selection in organizations: A review and an agenda for future research","authors":"Marvin Neumann, A. Niessen, Rob R. Meijer","doi":"10.1177/2041386620983419","DOIUrl":"https://doi.org/10.1177/2041386620983419","url":null,"abstract":"In personnel- and educational selection, a substantial gap exists between research and practice, since evidence-based assessment instruments and decision-making procedures are underutilized. We provide an overview of studies that investigated interventions to encourage the use of evidence-based assessment methods, or factors related to their use. The most promising studies were grounded in self-determination theory. Training and autonomy in the design of evidence-based assessment methods were positively related to their use, while negative stakeholder perceptions decreased practitioners’ intentions to use evidence-based assessment methods. Use of evidence-based decision-making procedures was positively related to access to such procedures, information to use it, and autonomy over the procedure, but negatively related to receiving outcome feedback. A review of the professional selection literature showed that the implementation of evidence-based assessment was hardly discussed. We conclude with an agenda for future research on encouraging evidence-based assessment practice.","PeriodicalId":46914,"journal":{"name":"Organizational Psychology Review","volume":"11 1","pages":"205 - 239"},"PeriodicalIF":6.1,"publicationDate":"2020-12-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1177/2041386620983419","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42719824","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"心理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 14

Conditioning team cognition: A meta-analysis 调节团队认知：一项荟萃分析

IF 6.1 1区心理学

Organizational Psychology Review Pub Date : 2020-12-03 DOI: 10.1177/2041386620972112

Ashley A. Niler, Jessica Mesmer-Magnus, Lindsay E. Larson, G. Plummer, Leslie A. DeChurch, N. Contractor

{"title":"Conditioning team cognition: A meta-analysis","authors":"Ashley A. Niler, Jessica Mesmer-Magnus, Lindsay E. Larson, G. Plummer, Leslie A. DeChurch, N. Contractor","doi":"10.1177/2041386620972112","DOIUrl":"https://doi.org/10.1177/2041386620972112","url":null,"abstract":"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.","PeriodicalId":46914,"journal":{"name":"Organizational Psychology Review","volume":"11 1","pages":"144 - 174"},"PeriodicalIF":6.1,"publicationDate":"2020-12-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1177/2041386620972112","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"49528066","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"心理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 15

Individual differences in negotiation: A relational process model 谈判中的个体差异:一个关系过程模型

IF 6.1 1区心理学

Organizational Psychology Review Pub Date : 2020-10-28 DOI: 10.1177/2041386620962551

Hillary Anger Elfenbein

引用次数: 7

Cultural variations in whether, why, how, and at what cost people are proactive: A followership perspective 文化差异会影响人们是否积极主动、为什么积极主动、如何积极主动以及以何种代价积极主动:一个追随者视角

IF 6.1 1区心理学

Organizational Psychology Review Pub Date : 2020-09-28 DOI: 10.1177/2041386620960526

Tina Urbach, Deanne N. den Hartog, D. Fay, S. Parker, K. Strauss

引用次数: 16

Advancing the social identity theory of leadership: A meta-analytic review of leader group prototypicality 领导社会认同理论的推进——领导群体原型性的元分析述评

IF 6.1 1区心理学

Organizational Psychology Review Pub Date : 2020-09-23 DOI: 10.1177/2041386620962569

Niklas K. Steffens, K. Munt, M. Platow, A. Haslam

{"title":"Advancing the social identity theory of leadership: A meta-analytic review of leader group prototypicality","authors":"Niklas K. Steffens, K. Munt, M. Platow, A. Haslam","doi":"10.1177/2041386620962569","DOIUrl":"https://doi.org/10.1177/2041386620962569","url":null,"abstract":"This research advances a social identity approach to leadership through a meta-analysis examining four novel hypotheses that clarify the nature and impact of leader group prototypicality (the extent to which a leader is perceived to embody shared social identity). A random-effects meta-analysis (k = 128, N = 32,834) reveals a moderate-to-large effect of prototypicality that holds across evaluative and behavioral outcomes. The effect is stronger (a) when prototypicality is conceptualized as the ideal-type rather than the average group member, (b) for stronger prototypes (indexed by group longevity), and (c) for group members in formal rather than nonformal leadership roles. The effect is not contingent on group prototypicality entailing differentiation from other (out)groups. Additionally, results provide meta-analytic evidence of widely examined key factors: follower group identification (which enhances the relationship) and leader group-serving behavior (which attenuates the relationship). Building on these findings, we outline the implications for the next wave of theoretical and empirical work.","PeriodicalId":46914,"journal":{"name":"Organizational Psychology Review","volume":"11 1","pages":"35 - 72"},"PeriodicalIF":6.1,"publicationDate":"2020-09-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1177/2041386620962569","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45723656","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"心理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 69

Meritocracy a myth? A multilevel perspective of how social inequality accumulates through work 精英政治是神话?社会不平等如何通过工作积累的多层次视角

IF 6.1 1区心理学

Organizational Psychology Review Pub Date : 2020-06-15 DOI: 10.1177/2041386620930063

Hans van Dijk, D. Kooij, M. Karanika-Murray, Ans De Vos, Bertolt Meyer

{"title":"Meritocracy a myth? A multilevel perspective of how social inequality accumulates through work","authors":"Hans van Dijk, D. Kooij, M. Karanika-Murray, Ans De Vos, Bertolt Meyer","doi":"10.1177/2041386620930063","DOIUrl":"https://doi.org/10.1177/2041386620930063","url":null,"abstract":"Work plays a crucial role in rising social inequalities, which refer to unequal opportunities and rewards for different social groups. Whereas the conventional view of workplaces as meritocracies suggests that work is a conduit for social equality, we unveil the ways in which workplaces contribute to the accumulation of social inequality. In our cumulative social inequality in workplaces (CSI-W) model, we outline how initial differences in opportunities and rewards shape performance and/or subsequent opportunities and rewards, such that those who receive more initial opportunities and rewards tend to receive even more over time. These cumulative social inequality dynamics take place via nine different mechanisms spanning four different levels (individual, dyadic, network, and organizational). The CSI-W indicates that the mechanisms interact, such that the social inequality dynamics in workplaces tend to (a) exacerbate social inequalities over time, (b) legitimate social inequalities over time, and (c) manifest themselves through everyday occurrences and behaviors.","PeriodicalId":46914,"journal":{"name":"Organizational Psychology Review","volume":"10 1","pages":"240 - 269"},"PeriodicalIF":6.1,"publicationDate":"2020-06-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1177/2041386620930063","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43000986","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":1,"RegionCategory":"心理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 33

Immersive simulations with extreme teams 与极端团队进行沉浸式模拟

IF 6.1 1区心理学

Organizational Psychology Review Pub Date : 2020-05-22 DOI: 10.1177/2041386620926037

Olivia Brown, N. Power, Stacey M. Conchie

引用次数: 5