Journal of Managerial Psychology最新文献

{"title":"Another trip? Functional and dysfunctional coping with business travel","authors":"Mona Weiss, Hannes Zacher","doi":"10.1108/jmp-09-2023-0524","DOIUrl":"https://doi.org/10.1108/jmp-09-2023-0524","url":null,"abstract":"PurposeThe purpose of this study is to clarify why business travel has ambivalent effects on occupational well-being. We examine associations between business travel, career satisfaction and turnover intentions, as well as the mediating role of functional and dysfunctional coping strategies.Design/methodology/approachWe collected four waves of data across three months from 676 employees (n = 147 business travelers who traveled for work at least once during the study period; n = 529 non-travelers) working in various industries and managerial positions.FindingsConsistent with expectations, the greater the extent of business travel, the higher both career satisfaction (mediated by higher emotional and instrumental support, positive reframing, and substance use, and lower venting and self-distraction, denial and self-blame, and behavioral disengagement) and turnover intentions (mediated by higher active coping and planning, venting and self-distraction, behavioral disengagement, and lower positive reframing).Practical implicationsFindings reveal that business travel presents an ambivalent psychological experience and point to the importance of obtaining and using a coping portfolio in this context.Originality/valueThis study addresses functional and dysfunctional coping as unexplored mediating mechanisms between business travel, career satisfaction, and turnover intentions and provides new insights for research and practice on business travel.","PeriodicalId":505968,"journal":{"name":"Journal of Managerial Psychology","volume":"30 1","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-07-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141643997","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}

{"title":"Performance appraisal interval and employee exploratory innovation behavior: the curvilinear relationship and the boundary conditions","authors":"Jun Yang, Bin Wang, Bin Zhao, Jun Ma","doi":"10.1108/jmp-03-2023-0197","DOIUrl":"https://doi.org/10.1108/jmp-03-2023-0197","url":null,"abstract":"PurposeCompressing project timelines represents a prevalent temporal tactic aimed at accelerating the innovation process. However, empirical evidence on the impact of such time constraints on innovation remains inconclusive. This study aims to investigate the relationship between a prevalent organizational time mechanism—Performance Appraisal Interval (PAI)—and employee exploratory innovation behavior. Additionally, we explore the boundary conditions that may influence this relationship: the moderating effects of future work self salience and supervisory developmental feedback.Design/methodology/approachUsing online survey data collected in two waves from 426 employees working in hi-tech companies in China, we tested all the hypotheses.Findings(1) PAI demonstrates an inverted U-shaped influence on employees exploratory innovation behavior; (2) Employees’ future work self salience serves as a moderator that enhances the positive nature of this inverted U-shaped relationship; (3) Supervisory developmental feedback amplifies the moderating role of future work self salience, and the synergistic effect of PAI, future work self salience, and supervisory developmental feedback significantly enhances exploratory innovation behavior.Practical implicationsBy providing insights that are attuned to the temporal aspects of performance appraisal, this study aids organizations in making more informed, strategic decisions that enhance both the effectiveness of performance assessments and the cultivation of an environment that encourages exploratory innovation. Additionally, it is recommended that organizational leaders incorporate future-oriented interventions and developmental feedback into their management practices to further promote employees' engagement in exploratory innovation.Originality/valueDrawing on the interactive theory of performance, this study introduces a novel perspective on how an organizational temporal mechanism influences exploratory innovation and advances our understanding of the non-linear link between time constraints and employees' innovative behaviors.","PeriodicalId":505968,"journal":{"name":"Journal of Managerial Psychology","volume":"87 12","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-07-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141642731","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}

{"title":"A one-year prospective study of organizational justice and work attitudes: an extended job demands-resources model","authors":"Henry C Y Ho","doi":"10.1108/jmp-02-2024-0113","DOIUrl":"https://doi.org/10.1108/jmp-02-2024-0113","url":null,"abstract":"PurposeOrganizational justice plays a crucial role in shaping employee work attitudes. This study examines how and when procedural, distributive, interpersonal, and informational justice affects employees’ affective commitment and work engagement. The research is grounded in an extended job demands-resources model, incorporating the social identity theory. The integrated model hypothesizes that all four dimensions of organizational justice positively influence employees’ commitment and engagement by fostering organizational identification. Furthermore, it is posited that this cognitive-affective process is particularly significant when employees face high job demands, as opposed to low job demands.Design/methodology/approachA three-wave prospective study was conducted with a sample of 400 employees in the social and personal services industry in Hong Kong, China. Data were collected at baseline, three months, and one year.FindingsThe findings support the hypothesized conditional indirect associations between organizational justice (procedural, distributive, and informational justice) and both measures of work attitudes.Practical implicationsThis study highlights the importance of fair, ethical, and just procedures, resource distribution, and communication in organizations, particularly in stressful industries. Employers and supervisors are encouraged to adopt employee-oriented management practices, foster positive leader-member exchange relationships, and acknowledge and reward valuable contributions.Originality/valueThis study contributes to the existing literature on organizational justice by elucidating its underlying cognitive-affective mechanism and identifying the boundary conditions under which it operates.","PeriodicalId":505968,"journal":{"name":"Journal of Managerial Psychology","volume":"100 9","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-07-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141657572","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}

{"title":"Everything is in hand: when and why electronic performance monitoring leads to supervisor undermining","authors":"Qi Zhang, Kong Zhou, Peipei Shu, Wenxing Liu, Ouyang Xi, Ao Sun","doi":"10.1108/jmp-11-2023-0686","DOIUrl":"https://doi.org/10.1108/jmp-11-2023-0686","url":null,"abstract":"PurposeThis research aims to address the knowledge gap regarding the influence of electronic performance monitoring (EPM) on supervisors' behavior. Building upon the sociomaterial perspective and the general model of disinhibition, the study explores the internal mechanisms and boundary conditions between supervisor EPM use and supervisor undermining.Design/methodology/approachAn online survey was administered via the Sojump platform, inviting supervisors from diverse industries in China to participate in a three-wave study, each wave being approximately two weeks apart. The study gathered multi-wave data from 225 supervisors to assess the conceptual model.FindingsThe results showed that supervisor EPM use was positively related to sense of power, which in turn positively related to supervisor undermining. Furthermore, supervisors' individual identity orientation moderates the relationship between supervisor EPM use and sense of power, as well as the indirect relationship between supervisor EPM use and supervisor undermining through sense of power.Practical implicationsThis study advocates for responsible EPM use to mitigate supervisor undermining (e.g. making subordinates feel incompetent) and minimize negative leadership behaviors.Originality/valueThe presented results signify a substantial progression in comprehending the interplay between supervisor EPM use and individual identity orientation, and their combined impact on the sense of power and subsequent supervisor undermining.","PeriodicalId":505968,"journal":{"name":"Journal of Managerial Psychology","volume":"14 5","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-06-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141334971","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}

{"title":"Does coaching leadership facilitate employees' taking charge? A perspective of conservation of resources theory","authors":"Lei Ren, Yishuai Yin, Xiao-bing Zhang, Di Zhu","doi":"10.1108/jmp-12-2022-0623","DOIUrl":"https://doi.org/10.1108/jmp-12-2022-0623","url":null,"abstract":"PurposeThe purpose of this research is to examine the relationship between coaching leadership and employees' taking charge while incorporating the mediating role of work meaningfulness and the moderating role of challenge-hindrance stressor.Design/methodology/approachA total of 355 pairs of effective samples were collected through a two-stage supervisor-subordinate paired survey. Four hypotheses were tested using hierarchal regression analysis and bootstrapping method.FindingsThe findings show that coaching leadership is positively related to taking charge, and work meaningfulness positively mediates the coaching leadership-taking charge relationship; high challenge stressors and high hindrance stressors weaken the positive effect of coaching leadership on work meaningfulness respectively; challenge stressors and hindrance stressors further moderate the indirect relationship of coaching leadership and taking charge through work meaningfulness.Originality/valueThis study provides a new perspective for organizations to activate employees' taking charge, thereby enriching the antecedents of taking charge. By incorporating challenge-hindrance stressor framework, this study also provides answers to when coaching leadership will be less effective.","PeriodicalId":505968,"journal":{"name":"Journal of Managerial Psychology","volume":"179 4","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-06-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141375887","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}

{"title":"Perceived overqualification, counterproductive work behaviors and withdrawal: a moderated mediation model","authors":"Wen Zhang, Bohang Xia, Daantje Derks, J. Pletzer, Kimberley Breevaart, Xichao Zhang","doi":"10.1108/jmp-06-2022-0310","DOIUrl":"https://doi.org/10.1108/jmp-06-2022-0310","url":null,"abstract":"PurposeIntegrating person-job fit theory with the stressor-emotion model of counterproductive work behavior (CWB), the current study aims to examine which behavioral pattern (fight: CWB vs flight: withdrawal) employees are more likely to adopt when they experience perceived overqualification (POQ). We further investigate anger as the underlying emotional mechanism for these relations because anger can be expressed and thus reflected in CWB, or constrained and thus reflected in withdrawal behavior. Furthermore, different stressor-attenuating strategies including relaxation during work breaks and mastery experiences at work are examined as mitigating factors of these relations.Design/methodology/approachTime-lagged data were collected from 176 full-time employees in China using a field survey research design.FindingsWe found that employees who experience POQ are more likely to engage in withdrawal than in CWB. Anger mediated the relations of POQ with both CWB and withdrawal. Relaxation moderated the relation between POQ and anger, as well as the indirect relations of POQ with CWB and withdrawal through anger.Research limitations/implicationsThis study enhances understanding of employees’ affective and behavioral reactions to POQ. However, the survey design was not longitudinal and causality cannot be established.Practical implicationsPOQ is associated with undesirable employee behaviors and should therefore be avoided by organizations. If POQ is unavoidable, organizations can use job design and offer training to foster relaxation in between tasks among employees.Originality/valueIn the framework of person-job fit theory, our study provides insight about employees’ “fight” or “flight” responses to POQ, and further illustrates the mechanism and the attenuating factors in this processes.","PeriodicalId":505968,"journal":{"name":"Journal of Managerial Psychology","volume":"59 27","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-04-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140661572","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}

{"title":"An approach-inhibition model of shared leadership: the effect of vertical leader’s multi-source power","authors":"Zhigang Song, Qinxuan Gu","doi":"10.1108/jmp-06-2023-0328","DOIUrl":"https://doi.org/10.1108/jmp-06-2023-0328","url":null,"abstract":"PurposeDrawing on power approach-inhibition theory, this study develops a conditional indirect effect model to explore how team vertical leader position and expert power indirectly impact members’ shared leadership through vertical leader’s empowering behaviors.Design/methodology/approachMulti-source data was collected using a field survey research design. The final sample includes 944 employees in 164 teams from 14 companies in China.FindingsThis study found that the interaction of team vertical leader position power and expert power was positively related to their empowering behaviors, which in turn were positively associated with shared leadership. Moreover, our post hoc-analysis revealed the moderating effect of team power distance orientation on the relationship between vertical leader empowering behaviors and shared leadership.Originality/valueThis study sheds light on shared leadership literature by examining vertical leader position and expert power as antecedents. We also offer new directions for exploring how power functions by discussing leadership through the lens of power approach-inhibition theory.","PeriodicalId":505968,"journal":{"name":"Journal of Managerial Psychology","volume":"9 6","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-04-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140728486","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}

{"title":"More vocal when satisfied: the effect of need satisfaction on employees' voice to coworkers","authors":"Hong Hu, Liying Chen, Yuxiang Zheng","doi":"10.1108/jmp-03-2022-0129","DOIUrl":"https://doi.org/10.1108/jmp-03-2022-0129","url":null,"abstract":"PurposeThis study aimed to explore the effects of the satisfaction of employees' need for autonomy, relatedness and competence on their voice behavior through the mediation of self-efficacy for voice and perceived risk for voice.Design/methodology/approachThe theoretical model is tested using survey data collected from 209 employees of information technology (IT) firms located in five major cities in China.FindingsThe study found that satisfaction of employees' need for autonomy, relatedness and competence facilitated their self-efficacy for voice and inhibited perceived risk for voice. Self-efficacy for voice was positively related to voice, whereas perceived risk for voice was negatively related to it. Perceived risk for voice hampered self-efficacy for voice.Practical implicationsThe findings indicate that organizations can boost employees' voice behavior by making them feel that they have autonomy in their work, by helping them maintain good relationships with others in the workplace and by enabling their competence in accomplishing their job.Originality/valueThis study highlights that satisfying employees' psychological needs plays a pivotal role in facilitating their voice behavior. The authors provide new insights into the relationship between need satisfaction and voice behavior and into the mediating roles of self-efficacy for voice and perceived risk for voice.","PeriodicalId":505968,"journal":{"name":"Journal of Managerial Psychology","volume":"45 50","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-01-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139527904","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}