Journal of Managerial Psychology最新文献

{"title":"Impact of leader aggressive humor on employee extra-role behaviors: opposite moderating effects of team identification and professional identification","authors":"Chen Yang, Xiaojiao Yang","doi":"10.1108/jmp-04-2022-0203","DOIUrl":"https://doi.org/10.1108/jmp-04-2022-0203","url":null,"abstract":"PurposeThe purpose of this paper is to investigate the relationship of leader aggressive humor on employee extra-role behaviors of proactivity and creativity by probing feeling ostracized as a mediator and team identification and professional identification as boundary conditions.Design/methodology/approachA survey sample of 347 employees was collected from three technology companies in Sichuan and Guizhou, China. Hierarchical regression analysis and PROCESS macro in SPSS were used to test the hypotheses.FindingsThe results indicate that leader aggressive humor is negatively related to employee extra-role behaviors. Feeling ostracized is an important mechanism linking leader aggressive humor and employee extra-role behaviors and team identification and professional identification moderate the relationship.Practical implicationsOrganizations should make rules to prevent leaders from using aggressive humorous behaviors and encourage coworkers to show more affiliative funny behaviors during breaks to reduce employees' sense of ostracism.Originality/valueBuilding on sociometer theory, this research demonstrates the opposite moderating effects of team identification and professional identification in the effects of leader aggressive humor on feeling ostracized and consequently employee extra-role behaviors.","PeriodicalId":48247,"journal":{"name":"Journal of Managerial Psychology","volume":null,"pages":null},"PeriodicalIF":3.2,"publicationDate":"2023-05-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45037787","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Doing good or looking good: how socially responsible human resource management practices influence employees' CSR-specific performance","authors":"Juan Wang, Zhe Zhang, Ming Jia","doi":"10.1108/jmp-08-2022-0423","DOIUrl":"https://doi.org/10.1108/jmp-08-2022-0423","url":null,"abstract":"Purpose This study examines whether, how and when socially responsible human resource management (SRHRM) practices increase employees' in-role and extra-role corporate social responsibility (CSR) performance. Design/methodology/approach This study uses data from 422 employees of 68 companies. Findings SRHRM improves employees' in-role CSR-specific performance via impression management motivation and enhance extra-role CSR-specific performance via prosocial motivation. Moral identity symbolization strengthens the relationship between SRHRM and impression management motivation, and moral identity internalization reinforces the relationship between SRHRM and prosocial motivation. The authors also propose mediated moderation models. Practical implications This study indicates that company can adopt SRHRM practices to improve employees' in-role and extra-role CSR-specific performance. Originality/value This study reveals how and when SRHRM practices influence employees' CSR-specific performance and sheds light on the social impacts of SRHRM.","PeriodicalId":48247,"journal":{"name":"Journal of Managerial Psychology","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2023-05-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"136012140","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Birds of a feather flock together? Leader–member trait mindfulness congruence effects on work outcomes","authors":"Linlin Zhang, Haoran Jiang, Tongwen Hu, Zhenduo Zhang","doi":"10.1108/jmp-03-2022-0090","DOIUrl":"https://doi.org/10.1108/jmp-03-2022-0090","url":null,"abstract":"PurposeDrawing upon person–supervisor fit theory, a model is developed to illustrate how leader–member trait mindfulness (in)congruence may impact leader–member exchange (LMX) and how such trait mindfulness (in)congruence can indirectly influence taking charge.Design/methodology/approachPolynomial regression and response surface methodology are used to analyze 237 valid matched leader–member dyads.FindingsLMX increases as leaders' and members' trait mindfulness become more aligned; LMX is higher when leader–member dyads are congruent at high levels (vs low levels). In the case of incongruence, LMX is higher when the member's trait mindfulness exceeds that of the leader. Furthermore, the relationship between leader–member trait mindfulness (in)congruence and taking charge is mediated by LMX.Practical implicationsThe joint and interactive role of high trait mindfulness in leader–member dyads can help them to generate high-quality interpersonal exchange, as well as to cope with challenges posed by present and future changes.Originality/valueThe linear, nonlinear, simultaneous and interactive effects of dyadic trait mindfulness expand previous research, clarifying that the evaluation of leader–member congruence and incongruence at various degrees, and for various patterns of trait mindfulness, is more informative than examining the direct effect alone.","PeriodicalId":48247,"journal":{"name":"Journal of Managerial Psychology","volume":null,"pages":null},"PeriodicalIF":3.2,"publicationDate":"2023-04-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45727990","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Engaging age-diverse workers with autonomy and feedback: the role of task variety","authors":"T. Marques, Inês Carneiro e Sousa, Sara Ramos","doi":"10.1108/jmp-04-2022-0160","DOIUrl":"https://doi.org/10.1108/jmp-04-2022-0160","url":null,"abstract":"PurposeThe aging of the population is changing the composition of the workforce in most developed countries. With increasingly older and age-diverse workforces, organizations need to redesign jobs to keep their workers healthy, happy and productive across the lifespan. In the current research, the authors integrate socioemotional selectivity theory and selection, optimization and compensation theory with job design to investigate how certain job characteristics influence the work engagement of older and younger workers.Design/methodology/approachIn a two-wave survey with age-diverse employees from multiple organizations (N = 372), the authors explore how autonomy and feedback contribute to the engagement of older and younger workers, depending on levels of task variety.FindingsIn the case of older workers the relationships between autonomy and engagement, and feedback and engagement are positive when task variety is low but non-significant when task variety is high. Conversely, in the case of younger workers the relationships between autonomy and engagement, and feedback and engagement are positive when task variety is high but non-significant when task variety is low.Research limitations/implicationsThe research contributes to the growing body of knowledge on aging and work, particularly the lifespan perspective on job design. Nonetheless, the correlational design warrants caution about drawing causal inferences.Practical implicationsThe findings inform managers on how to combine autonomy, feedback and task variety to design jobs that can engage the multi-age workforce.Originality/valueThe research is among the first to investigate the combined effects of different job characteristics on age-diverse employees' engagement at work.","PeriodicalId":48247,"journal":{"name":"Journal of Managerial Psychology","volume":null,"pages":null},"PeriodicalIF":3.2,"publicationDate":"2023-04-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46129076","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Exploring the limits of mindfulness during the COVID-19 pandemic: qualitative evidence from African context","authors":"Obinna Alo, Ahmad Arslan, Anna Yumiao Tian, V. Pereira","doi":"10.1108/jmp-03-2022-0124","DOIUrl":"https://doi.org/10.1108/jmp-03-2022-0124","url":null,"abstract":"PurposeThis paper is one of the first studies to examine specificities, including limits of mindfulness at work in an African organisational context, whilst dealing with the ongoing COVID-19 pandemic. It specifically addresses the role of organisational and managerial support systems in restoring employee wellbeing, social connectedness and attachment to their organisations, in order to overcome the exclusion caused by the ongoing pandemic.Design/methodology/approachThe study uses a qualitative research methodology that includes interviews as the main data source. The sample comprises of 20 entrepreneurs (organisational leaders) from Ghana and Nigeria.FindingsThe authors found that COVID-19-induced worries restricted the practice of mindfulness, and this was prevalent at the peak of the pandemic, particularly due to very tough economic conditions caused by reduction in salaries, and intensified by pre-existing general economic and social insecurities, and institutional voids in Africa. This aspect further resulted in lack of engagement and lack of commitment, which affected overall team performance and restricted employees’ mindfulness at work. Hence, quietness by employees even though can be linked to mindfulness was linked to larger psychological stress that they were facing. The authors also found leaders/manager’s emotional intelligence, social skills and organisational support systems to be helpful in such circumstances. However, their effectiveness varied among the cases.Originality/valueThis paper is one of the first studies to establish a link between the COVID-19 pandemic and mindfulness limitations. Moreover, it is a pioneering study specifically highlighting the damaging impact of COVID-19-induced concerns on leader–member exchange (LMX) and team–member exchange (TMX) relationships, particularly in the African context. It further brings in a unique discussion on the mitigating mechanisms of such COVID-19-induced concerns in organisations and highlights the roles of manager’s/leader’s emotional intelligence, social skills and supportive intervention patterns. Finally, the authors offer an in-depth assessment of the effectiveness of organisational interventions and supportive relational systems in restoring social connectedness following a social exclusion caused by COVID-19-induced worries.","PeriodicalId":48247,"journal":{"name":"Journal of Managerial Psychology","volume":null,"pages":null},"PeriodicalIF":3.2,"publicationDate":"2023-04-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41633138","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Dark side of leadership and information technology project success: the role of mindfulness","authors":"N. Mubarak, Jabran Khan, S. Bashir, Samyia Safdar","doi":"10.1108/jmp-04-2022-0182","DOIUrl":"https://doi.org/10.1108/jmp-04-2022-0182","url":null,"abstract":"PurposeThe success of projects is a major challenge for information technology (IT) project-based businesses (PBOs). Employees' negative emotions (NE) disrupt the employees' usual work activities by creating obstacles to routine operations. Organizations should take steps to lessen these NE. The current study assessed the mediating role of NE and the moderating influence of employee mindfulness in the association between despotic leadership (DL) and IT project success (PS).Design/methodology/approachTime-lagged data were collected from 341 employees working in various IT-based project organizations in Pakistan using purposive sampling.FindingsResults were consistent with the authors' hypothesized framework, as DL increases employees' NE, which in turn negatively affects IT PS. In addition, mindfulness plays a buffering role in mitigating the damaging impact of DL on NE.Originality/valuePrevious researchers focused on the positive aspects of leadership and its influence on PS and paid limited attention to the dark leadership style. The authors' study's findings help understand how project-based organizations can reduce employees' NE.","PeriodicalId":48247,"journal":{"name":"Journal of Managerial Psychology","volume":null,"pages":null},"PeriodicalIF":3.2,"publicationDate":"2023-03-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43211320","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Occupational self-efficacy, job crafting and job satisfaction in newcomer socialization: a moderated mediation model","authors":"Ying Yang, Yong Zhou, Siyi Peng, Hairong Li","doi":"10.1108/jmp-04-2022-0183","DOIUrl":"https://doi.org/10.1108/jmp-04-2022-0183","url":null,"abstract":"PurposeDrawing on job crafting theory and the social cognitive theory of work satisfaction, the purpose of this study is to examine the impacts of task, relational and cognitive crafting on job satisfaction and how occupational self-efficacy (OSE) and hierarchical organizational culture affect the execution and outcome of job crafting behaviors.Design/methodology/approachData were collected at four time points among Chinese media professionals (N = 198) during three consecutive months. Regression analysis and the bootstrap method were used for hypothesis testing.FindingsOnly cognitive crafting was found to mediate the positive relationship between OSE and job satisfaction. In a hierarchical organizational culture, the positive effects of OSE on task, relational and cognitive crafting became stronger, while the effect of task crafting on job satisfaction became negative. The authors also identified a conditional negative effect of OSE on job satisfaction via task crafting. The mediating effect of cognitive crafting was consistent despite the levels of hierarchical culture.Practical implicationsTo retain new hires, organizations should look for efficacious individuals and encourage the individuals to cognitively craft individuals' jobs, especially in a hierarchical culture. Moreover, job crafting interventions should be carefully designed in this type of culture.Originality/valueThis research identifies the three dimensions of job crafting as mediators that link OSE to job satisfaction and reveals the role of hierarchical culture in moderating these relationships.","PeriodicalId":48247,"journal":{"name":"Journal of Managerial Psychology","volume":null,"pages":null},"PeriodicalIF":3.2,"publicationDate":"2023-02-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41506854","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Thinking of how you think of me: working cancer survivors' metaperceptions of competence and why they matter","authors":"Dianhan Zheng, A. Marbut, Jing Zhang, Avery Britt, David Nwadike","doi":"10.1108/jmp-07-2022-0332","DOIUrl":"https://doi.org/10.1108/jmp-07-2022-0332","url":null,"abstract":"PurposeCancer-related stigma is a troubling challenge faced by working cancer survivors and organizations aiming to promote inclusive work environments. Research suggests that a harmful stereotype faced by cancer survivors is that the cancer survivors are low in competence. Leveraging the concept of the looking glass self and social cognitive theory, the authors develop a theoretical model about psychological processes through which cancer survivors' competence metaperceptions are related to work outcomes.Design/methodology/approachThe authors recruited 200 working cancer survivors from online research panels and empirically test a theoretical model on how cancer survivors' metaperceptions of competence are related to the survivors' turnover intention and vigor at work. The authors additionally conducted an experimental vignette study among a sample of 133 students to examine confounds concerning causal order.FindingsThe authors found that favorable competence metaperceptions were related to decreased turnover intentions and increased vigor through cancer survivors' enhanced self-efficacy, especially for survivors high in need for emotional support.Practical implicationsThis study suggests that inclusive organizations should pay attention to employees with cancer histories as a hidden disadvantaged group. To protect and motivate working cancer survivors, managers need to create a positive socio-cognitive working environment where cancer survivors are respected and valued.Originality/valueBy examining cancer survivors' metaperceptions and showing that survivors may internalize others' stereotype about individuals with a history of cancer, the authors advance the understanding about cancer survivors' return-to-work challenges.","PeriodicalId":48247,"journal":{"name":"Journal of Managerial Psychology","volume":null,"pages":null},"PeriodicalIF":3.2,"publicationDate":"2023-02-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42585336","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Energizing and depleting? The daily effects of organizationally focused citizenship behaviors","authors":"Thomas K. Kelemen, Samuel H. Matthews, Sarah E. Henry, Yejun Zhang, Bret Bradley","doi":"10.1108/jmp-05-2022-0222","DOIUrl":"https://doi.org/10.1108/jmp-05-2022-0222","url":null,"abstract":"PurposePrior research suggests that organizational citizenship behavior (OCB) can have both positive and negative effects on employees; however, it is unclear about the mediating mechanisms of this relationship and how the effects of challenging and supportive OCB may differ. Drawing on the dual-pathway model of proactivity and OCB research, the authors derive a theoretical model that attempts to reveal how different types of employees' daily organizationally focused citizenship behaviors can affect employees.Design/methodology/approachThe authors examine the relationships using a daily-diary study using experience sampling methodology (ESM). The survey includes 72 employees who completed three surveys a day for 10 working days resulting in 614 daily observations.FindingsThe authors find that advocacy participation increases perceptions of prosocial impact, which in turn increases daily job satisfaction; the authors also find that advocacy participation decreases ego depletion, which then reduces daily job stress. Daily voice likewise increases perceptions of prosocial impact, which in turn increases daily job satisfaction; however, unlike advocacy participation, voice increases ego depletion, which then increases daily job stress.Originality/valueThe study is one of the first studies to simultaneously examine the personal perceptions and emotions of engaging in daily organizationally focused OCB and recognize the fact that different types of prosocial behavior have differential outcomes. The authors also extend prior research by documenting the mechanisms by which OCB impacts employees.","PeriodicalId":48247,"journal":{"name":"Journal of Managerial Psychology","volume":null,"pages":null},"PeriodicalIF":3.2,"publicationDate":"2023-02-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43284542","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Leader failed humor and follower advice seeking","authors":"Xiaode Ji, Shengming Liu, Hui Wang","doi":"10.1108/jmp-03-2021-0153","DOIUrl":"https://doi.org/10.1108/jmp-03-2021-0153","url":null,"abstract":"Purpose Drawing on benign violation theory (BVT), this paper aimed to investigate the underlining mechanism and boundary condition of the relationship between follower perception of leader failed humor and follower advice seeking. Design/methodology/approach A three-wave survey with 256 leader-follower dyads and an online experiment with 117 participants were conducted to test the hypotheses. Findings The results showed that leader failed humor decreased follower liking toward leader and subsequently reduced follower advice seeking. Moreover, this negative relationship was exacerbated when leader and follower had infrequent interaction. Originality/value Existing research has encouraged leaders to use humor to build and maintain successful interpersonal relationships. However, the situation that a leader may fail when attempting to present humor is neglected. This study advances the concept of leader failed humor and explores its subsequent consequences.","PeriodicalId":48247,"journal":{"name":"Journal of Managerial Psychology","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2023-01-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"135394339","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}