Journal of Organizational Behavior最新文献_第10页

When does hindrance appraisal strengthen the effect of challenge appraisal? The role of goal orientation 障碍评价何时能强化挑战评价的效果?目标导向的作用

IF 6.8 2区管理学

Journal of Organizational Behavior Pub Date : 2023-09-22 DOI: 10.1002/job.2749

Xinxin Lu, Donald Kluemper, Yidong Tu

{"title":"When does hindrance appraisal strengthen the effect of challenge appraisal? The role of goal orientation","authors":"Xinxin Lu, Donald Kluemper, Yidong Tu","doi":"10.1002/job.2749","DOIUrl":"https://doi.org/10.1002/job.2749","url":null,"abstract":"<div>\u0000 \u0000 <p>Challenge and hindrance appraisals are important to understand the effect of job demands. To date, challenge and hindrance appraisals have been studied in tandem. However, it is unknown <i>whether</i>, <i>how</i>, and <i>when</i> the two appraisals jointly affect employee performance. Integrating effort justification theory and goal orientation theory, the current manuscript seeks to investigate the three-way interaction effects of challenge appraisal, hindrance appraisal, and both performance-prove goal orientation and learning goal orientation on task performance via job meaningfulness and activated positive emotions. In a diary study among 96 employees over 10 consecutive workdays (<i>N</i><sub>Occasion</sub> = 960, <i>N</i><sub>Employee</sub> = 96), we found that at the daily level, hindrance appraisal strengthens (a) the effects of challenge appraisal of job demands on job meaningfulness and activated positive emotions and (b) the indirect effects of challenge appraisal on task performance via job meaningfulness and activated positive emotions. Furthermore, the strengthening effects of hindrance appraisal are more pronounced as individual trait performance-prove goal orientation increases, but they do not vary as individual trait learning goal orientation decreases. These research findings shed light on effort justification in explaining the interaction effects of challenge and hindrance appraisals and the role of goal orientation in the process.</p>\u0000 </div>","PeriodicalId":48450,"journal":{"name":"Journal of Organizational Behavior","volume":"44 9","pages":"1464-1485"},"PeriodicalIF":6.8,"publicationDate":"2023-09-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"91862526","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 1

The role of discrete emotions in job satisfaction: A meta-analysis 离散情绪在工作满意度中的作用：荟萃分析

IF 6.8 2区管理学

Journal of Organizational Behavior Pub Date : 2023-09-22 DOI: 10.1002/job.2747

Courtney E. Williams, Jane Shumski Thomas, Andrew A. Bennett, George C. Banks, Allison Toth, Alexandra M. Dunn, Andrew McBride, Janaki Gooty

{"title":"The role of discrete emotions in job satisfaction: A meta-analysis","authors":"Courtney E. Williams, Jane Shumski Thomas, Andrew A. Bennett, George C. Banks, Allison Toth, Alexandra M. Dunn, Andrew McBride, Janaki Gooty","doi":"10.1002/job.2747","DOIUrl":"10.1002/job.2747","url":null,"abstract":"<p>The relationship between emotions and job satisfaction is widely acknowledged via affective events theory (AET). Despite its widespread use, AET was not designed to address why specific emotions might differentially relate to job satisfaction. We utilize appraisal theory of emotion to refine AET and provide this nuanced theorizing. We meta-analytically test our ideas with 235 samples across 99 883 individuals and 22 600 intra-individual episodes. We test two approaches—specific emotion experiences (16 discrete emotions) versus general emotion experiences (positive or negative emotions)—and present empirical evidence of their similarities and differences with job satisfaction. Our findings suggest that specific emotions with circumstance-agency appraisals (e.g., depression and happiness) have the strongest associations with job satisfaction compared to emotions with self- and other-agency appraisals and general emotion experiences. However, more variability is observed for negative emotions and job satisfaction compared to positive emotions. Further, we address and even challenge influential critiques of emotions and job satisfaction via a meta-analytic test of five moderators—emotion intensity versus frequency, target of emotion, job satisfaction measure, level of analysis, and time referent for emotion and job satisfaction recall. In sum, we advance academic and practitioner understanding of the relationship between emotions and job satisfaction.</p>","PeriodicalId":48450,"journal":{"name":"Journal of Organizational Behavior","volume":"45 1","pages":"97-116"},"PeriodicalIF":6.8,"publicationDate":"2023-09-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/job.2747","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"136060701","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 0

Trouble with big brother: Counterproductive consequences of electronic monitoring through the erosion of leader-member social exchange 老大哥的麻烦:电子监控通过侵蚀领导与成员之间的社会交流而产生的适得其反的后果

IF 6.8 2区管理学

Journal of Organizational Behavior Pub Date : 2023-09-19 DOI: 10.1002/job.2748

Chase E. Thiel, Shawn McClean, Jaron Harvey, Nicholas Prince

{"title":"Trouble with big brother: Counterproductive consequences of electronic monitoring through the erosion of leader-member social exchange","authors":"Chase E. Thiel, Shawn McClean, Jaron Harvey, Nicholas Prince","doi":"10.1002/job.2748","DOIUrl":"https://doi.org/10.1002/job.2748","url":null,"abstract":"<div>\u0000 \u0000 <p>Changing workplace dynamics have led employers to increasingly adopt electronic monitoring technologies so supervisors can observe and ensure employee compliance and productivity—outcomes the monitoring literature has long supported. Yet, employee productivity depends on strong leader–member social exchange, and the relational consequences of electronic monitoring for supervisor and employee are not well understood. To help resolve this tension within the monitoring literature and add understanding in regard to the effects of electronic monitoring on employee productivity, we use social exchange theory to examine the implications of electronic monitoring for the supervisor–employee exchange relationship. We theorize that electronic monitoring facilitates (rather than inhibits) production deviance and inhibits (rather than facilitates) task performance by undermining the exchange of social benefits and, consequently, eroding leader–member social exchange. Yet, we also hypothesize that supervisors who give performance monitoring data back to employees in a developmental way (i.e., developmental feedback) compensate for the loss of certain social benefits, and, thereby, buffer the negative relational consequences of electronic monitoring. Across an experimental online study and a field study, we find converging support for our predictions and rule out alternative explanations. This research provides timely insights into how to effectively use electronic monitoring without promoting unintended consequences.</p>\u0000 </div>","PeriodicalId":48450,"journal":{"name":"Journal of Organizational Behavior","volume":"44 9","pages":"1320-1339"},"PeriodicalIF":6.8,"publicationDate":"2023-09-19","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"91563320","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 0

Correction to “Experimentation in the face of ambiguity: How mindful leaders develop emotional capabilities for change in teams” 更正“面对模糊的实验：专注的领导者如何培养团队变革的情感能力”

IF 6.8 2区管理学

Journal of Organizational Behavior Pub Date : 2023-09-19 DOI: 10.1002/job.2746

引用次数: 0

How, when, and why high job performance is not always good: A three-way interaction model 如何，何时，以及为什么高工作绩效并不总是好的:一个三方互动模型

IF 6.8 2区管理学

Journal of Organizational Behavior Pub Date : 2023-08-30 DOI: 10.1002/job.2745

Yan Peng, Bao Cheng, Jian Tian, Zhenduo Zhang, Xing Zhou, Kun Zhou

{"title":"How, when, and why high job performance is not always good: A three-way interaction model","authors":"Yan Peng, Bao Cheng, Jian Tian, Zhenduo Zhang, Xing Zhou, Kun Zhou","doi":"10.1002/job.2745","DOIUrl":"10.1002/job.2745","url":null,"abstract":"<div>\u0000 \u0000 <p>Despite organizations encouraging employees to improve their job performance to enhance organizational performance, the understanding of the consequences of high performance from the perspective of social comparison remains limited. Drawing on social comparison theory, we develop a framework explaining how upward performance social comparison leads to political behaviors through anxiety. Furthermore, we examine the amplifying effect of social comparison orientation (SCO) on the relationship between upward performance social comparison and anxiety. We introduce the downward leader–member exchange social comparison (downward leader–member exchange social comparison [LMXSC]) to buffer the magnifying effect of SCO. We test the three-way interaction among upward performance social comparison, SCO, and downward LMXSC using the data collected from a three-wave survey (Study 1) and a scenario-based experiment (Study 2), and our hypotheses are supported. Our results reveal an interesting dilemma. Employees' high performance is naturally beneficial for organizations, but those with high SCO and fewer advantages in leader–member exchange social comparison may feel more anxious and engage in political behaviors in response to upward performance social comparison. Our research has practical implications, such as monitoring social comparisons and political behaviors in the workplace and helping employees reduce anxiety.</p>\u0000 </div>","PeriodicalId":48450,"journal":{"name":"Journal of Organizational Behavior","volume":"45 1","pages":"81-96"},"PeriodicalIF":6.8,"publicationDate":"2023-08-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44013736","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 0

Beyond the brink: STEM women and resourceful sensemaking after burnout 超越边缘:精疲力竭后的STEM女性和足智多谋的意义创造

IF 6.8 2区管理学

Journal of Organizational Behavior Pub Date : 2023-08-28 DOI: 10.1002/job.2744

Margaret Y. W. Lee, Kathleen Riach

{"title":"Beyond the brink: STEM women and resourceful sensemaking after burnout","authors":"Margaret Y. W. Lee, Kathleen Riach","doi":"10.1002/job.2744","DOIUrl":"10.1002/job.2744","url":null,"abstract":"<p>This paper attends to the burnout recovery experiences of women in science, technology, engineering, and mathematics (STEM) and qualitatively explores how these individuals renegotiate, reorient, and recalibrate their work trajectories after burnout; an ambiguous and shocking event that has been shown to cause lingering disruption for both individuals and organizations (Salvagioni et al., 2017). We bring together conservation of resources (COR) theory and a sensemaking approach, illustrating how attention to sensemaking reveals the dynamics of resource allocation during times of disruption and loss; that is, the relational negotiation of protecting, investing, and fostering resources, including and importantly to burnout, a recognizable sense of recovery. Our rich qualitative analysis and findings reveal three sensemaking plotlines (Combative, Regenerative, and Promissory) through which rituals of resource management take place. Insights from this study provide a theoretical exposition for the post-burnout experience, illuminating the black box between burnout and recovery. We present a number of theoretical and practical contributions in developing the scholarly vistas surrounding (post-)burnout studies and STEM careers that better conceptualize (i) how marginalized members in highly instituted settings experience the aftermath of burnout and (ii) the broader implications this has for the sustainability of workforces.</p>","PeriodicalId":48450,"journal":{"name":"Journal of Organizational Behavior","volume":"45 3","pages":"477-496"},"PeriodicalIF":6.8,"publicationDate":"2023-08-28","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/job.2744","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43223604","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 0

The multiple faces of collective responses to organizational change: Taking stock and moving forward 对组织变革的集体反应的多重面:评估和前进

IF 6.8 2区管理学

Journal of Organizational Behavior Pub Date : 2023-08-21 DOI: 10.1002/job.2738

Dave Bouckenooghe, Gavin M. Schwarz, Karin Sanders, Phong Thanh Nguyen

{"title":"The multiple faces of collective responses to organizational change: Taking stock and moving forward","authors":"Dave Bouckenooghe, Gavin M. Schwarz, Karin Sanders, Phong Thanh Nguyen","doi":"10.1002/job.2738","DOIUrl":"10.1002/job.2738","url":null,"abstract":"<p>This special issue focuses on collective responses to organizational change with a goal of enhancing knowledge on the emergence of these higher-level responses to change. While researchers acknowledge that organizational change inherently involves processes at multiple levels (individual, team, organization), scholars have only recently begun to increasingly promote models of collective responses to change. Spotlighting this gap, in this paper, we explore the dynamic character of collective responses to change, note the multiple ways in which these may develop, and identify theoretical frames rooted in psychology and sociology. This approach contributes to the growing field of responses beyond the individual. Through the papers in the special issue, we offer a framework based on Bourdieu's theory of practice as a platform for bringing together perspectives on agency and structuralism on how responses to change are shaped in the collective. With this framing, we provide direction for future research on successful organizational change through the interrelations between individuals and collectives undergoing change.</p>","PeriodicalId":48450,"journal":{"name":"Journal of Organizational Behavior","volume":"44 7","pages":"997-1014"},"PeriodicalIF":6.8,"publicationDate":"2023-08-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/job.2738","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42717446","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 0

Predictors of turnover amongst volunteers: A systematic review and meta-analysis 志愿者离职的预测因素:系统回顾和荟萃分析

IF 6.8 2区管理学

Journal of Organizational Behavior Pub Date : 2023-08-19 DOI: 10.1002/job.2729

Vivien W. Forner, Djurre Holtrop, Edwin J. Boezeman, Gavin R. Slemp, Magdalena Kotek, Darja Kragt, Mina Askovic, Anya Johnson

{"title":"Predictors of turnover amongst volunteers: A systematic review and meta-analysis","authors":"Vivien W. Forner, Djurre Holtrop, Edwin J. Boezeman, Gavin R. Slemp, Magdalena Kotek, Darja Kragt, Mina Askovic, Anya Johnson","doi":"10.1002/job.2729","DOIUrl":"10.1002/job.2729","url":null,"abstract":"<p>Volunteers represent a global workforce equivalent to 61 million full-time workers. A significant decline in volunteering has highlighted the urgency to better understand and address turnover amongst volunteers. To address this, we conducted a systematic review and meta-analysis of turnover amongst volunteers. We also examined whether staying or leaving has different predictors. The meta-analysis integrated and synthesized 117 studies, encompassing 1104 effect sizes across 55 335 volunteer workers, to identify and quantify relationships between turnover and the broad range of variables that have been examined in the volunteer work domain. Amongst the strongest predictors of volunteer turnover were attitudinal variables, in particular, job satisfaction (ρ = −.58), affective commitment (ρ = −.58), engagement (ρ = −.54) and organizational commitment (ρ = −.54). Contextual variables that showed the largest effects included communication (ρ = .62), organizational support (ρ = −.61) and the quality of the relationship between volunteers and their leader (leader-member exchange, ρ = −.55). We synthesize our findings into an integrative framework delineating the predictors of volunteer turnover. In doing so, we extend turnover research to consider non-remunerated work contexts and provide a basis for developing turnover theory that is responsive to the unique experience of volunteers.</p>","PeriodicalId":48450,"journal":{"name":"Journal of Organizational Behavior","volume":"45 3","pages":"434-458"},"PeriodicalIF":6.8,"publicationDate":"2023-08-19","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/job.2729","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"49182750","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 0

Does receiving knowledge catalyze creativity? A dyadic-level contingency model of knowledge type and psychological closeness on knowledge elaboration 接受知识能促进创造力吗?知识类型与知识阐述心理亲密度的二元层次权变模型

IF 6.8 2区管理学

Journal of Organizational Behavior Pub Date : 2023-08-19 DOI: 10.1002/job.2741

Chu-Ding Ling, Wei He, Yaping Gong, Wu Liu, Vincent Cho

{"title":"Does receiving knowledge catalyze creativity? A dyadic-level contingency model of knowledge type and psychological closeness on knowledge elaboration","authors":"Chu-Ding Ling, Wei He, Yaping Gong, Wu Liu, Vincent Cho","doi":"10.1002/job.2741","DOIUrl":"10.1002/job.2741","url":null,"abstract":"<div>\u0000 \u0000 <p>Does receiving knowledge necessarily catalyze the recipient's creativity? Drawing upon the literature on knowledge management, we propose a dyadic-level contingency model in which the type of received knowledge (i.e., explicit vs. tacit) from the partner and the recipient's psychological closeness to the partner jointly determine the recipient's knowledge elaboration and consequent creativity as catalyzed by the partner's knowledge (i.e., catalytic creativity). Results based on three samples from various settings show that receiving tacit knowledge from a partner leads a recipient to elaborate the received knowledge, and this relationship is stronger when the recipient's psychological closeness to the partner is higher. This dyadic-level knowledge elaboration in turn boosts the recipient's catalytic creativity. In contrast, receiving explicit knowledge from a partner generally has a much weaker effect on the recipient's elaboration of the knowledge, regardless of whether the recipient's psychological closeness to the partner is high or low. We extend research on dyadic-level creativity by illustrating (a) the differential effects of explicit versus tacit knowledge receiving and (b) the recipient's knowledge elaboration as a mechanism and dyadic psychological closeness as a boundary condition for such differential effects.</p>\u0000 </div>","PeriodicalId":48450,"journal":{"name":"Journal of Organizational Behavior","volume":"44 9","pages":"1436-1463"},"PeriodicalIF":6.8,"publicationDate":"2023-08-19","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43520718","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 0

When leaders are forced to stay: The indirect effects of leaders' reluctant staying on subordinates' performance 当领导者被迫留下时:领导者不愿意留下对下属绩效的间接影响

IF 6.8 2区管理学

Journal of Organizational Behavior Pub Date : 2023-08-18 DOI: 10.1002/job.2743

Xueqing Fan, Danni Wang, Fuxi Wang, Maria L. Kraimer

{"title":"When leaders are forced to stay: The indirect effects of leaders' reluctant staying on subordinates' performance","authors":"Xueqing Fan, Danni Wang, Fuxi Wang, Maria L. Kraimer","doi":"10.1002/job.2743","DOIUrl":"10.1002/job.2743","url":null,"abstract":"<div>\u0000 \u0000 <p>Leaders who desire to leave the current organization are sometimes forced to stay. The leadership behaviors of these leaders are underexplored in the current literature. Building on proximal withdrawal states theory, this study examines two pathways through which leaders' reluctant staying mindset (i.e., desire but are unable to quit) relates to their subordinates' task performance and organizational citizenship behaviors (OCB). One pathway proposes increased laissez-faire leadership behaviors due to leaders' lower intrinsic motivation; the second pathway proposes increased delegation behaviors due to leaders' higher extrinsic motivation. Using three-wave data collected from 100 leaders and 313 subordinates, we found that leaders' reluctant staying was indirectly and negatively associated with subordinates' task performance and OCB through leaders' lower perceptions of task significance and higher laissez-faire leadership behaviors. At the same time, leaders' reluctant staying increased their bottom-line mentality and delegation behaviors, but the indirect effects on subordinates' performance outcomes were not significant. We discuss the implications of our findings for theory, practices, and future research regarding how to manage leaders who stay reluctantly in the organization.</p>\u0000 </div>","PeriodicalId":48450,"journal":{"name":"Journal of Organizational Behavior","volume":"45 3","pages":"459-476"},"PeriodicalIF":6.8,"publicationDate":"2023-08-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44042642","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

引用次数: 0