Personality and organizations: A test of the homogeneity of personality hypothesis.

A central proposition of attraction-selection-attrition theory (B. Schneider, 1987) and of the literature on organizational socialization was tested. Support for the hypothesis that organizations are relatively homogeneous with respect to the personality attributes of their managers was found. A multivariate analysis of variance (MANOVA) conducted on a sample of approximately 13,000 managers from 142 organizations representing a broad cross-sample of U.S. industries revealed a significant effect for organizational membership on the personality characteristics of managers. Results of a 2nd MANOVA, nesting organizations within industries, revealed a significant effect for both organization and industry on the personality characteristics of managers. Some implications of these findings are discussed. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Meta-analysis, level of analysis, and best estimates of population correlations: Cautions for interpreting meta-analytic results in organizational behavior.

Meta-analytic procedures allow for determining best estimates of the individual-level, the within-organization, and the organizational-level population correlations. In most validity generalization work, meta-analytic procedures have been used to provide best estimates of the within-organization correlation. However, in many other organizational domains, researchers often do not clearly specify which population parameter is of interest. Further, researchers often combine studies in which data were collected at different levels of analysis or with mixed (single- and multiple-organization) sampling schemes, making it difficult to interpret unambiguously the meta-analytic ρ?. The authors focus on how to make appropriate inferences from meta-analytic studies by integrating a levels-of-analysis framework with meta-analytic techniques, highlighting how meta-analytic procedures can aid researchers in better understanding multilevel relationships among organizational constructs. The authors provide recommendations for clearer specifications of populations and levels issues in future meta-analytic studies. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

The impact of chief executive officer personality on top management team dynamics: One mechanism by which leadership affects organizational performance.

This article explores 1 mechanism by which leader personality affects organizational performance. The authors hypothesized and tested the effects of leader personality on the group dynamics of the top management team (TMT) and of TMT dynamics on organizational performance. To test their hypotheses, the authors used the group dynamics q-sort method, which is designed to permit rigorous, quantitative comparisons of data derived from qualitative sources. Results from independent observations of chief executive officer (CEO) personality and TMT dynamics for 17 CEOs supported the authors' hypothesized relationships both between CEO personality and TMT group dynamics and between TMT dynamics and organizational performance. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Organization and occupation influences in the attraction–selection–attrition process.

This study tested predictions from B. Schneider's (1987) attraction–selection–attrition (ASA) model across 5 organizations (n?=?681). Organization membership and occupational attributes interacted with individuals' turnover intentions to predict several personality variables. Relationships among organization membership, occupation type, and personality were partially mediated by perceived structure. The 3-way interaction analyses indicated that occupation type may compensate for the effects of organizational characteristics in making particular traits more suitable for a given organization. The overall pattern of findings supports the more general ASA predictions, but the findings also suggest a need to develop a more refined conceptualization of the trait homogenization process. The authors also discuss what trait homogenization processes may imply about interpreting findings in organizational behavior research in general and better understanding organizational diversity, culture, and organizations' capabilities in responding to change. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Conflict across organizational boundaries: Managed care organizations versus health care providers.

This research examined conflicts that occur across organizational boundaries, specifically between managed care organizations and health care providers. Using boundary spanning theory as a framework, the authors identified 3 factors in the 1st study (30 interviews) that influence this conflict: (a) organizational power, (b) personal status differences of the individuals handling the conflict, and (c) their previous interactions. These factors affected the individuals' behavioral responses or emotions, specifically anger. After developing hypotheses, the authors tested them in a 2nd study using 109 conflict incidents drawn from 9 different managed care organizations. The results revealed that organizational power affects behavioral responses, whereas status differences and previous negative interactions affect emotions. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Human resource configurations: Investigating fit with the organizational context.

The present study investigated how key organizational contextual factors relate to bundles of human resource (HR) practices. In a two-phase study of a sample of 661 organizations representing a full range of industries and organizational size, the authors found that organizations use 1 of 5 HR bundles: cost minimizers, contingent motivators, competitive motivators, resource makers, and commitment maximizers. In addition, the authors showed that the organizations that use a given type of HR bundle may be distinguished by the organizational values they pursue and their organizational structure, thus suggesting that HR choices are related to the context within which organizations operate. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Perceptions of organizational politics as a moderator of the relationship between consciousness and job performance.

Meta-analytic studies of the relationships between the five-factor model of personality constructs and job performance indicate that conscientiousness has been the most consistent predictor. Recent research has sought to identify situational factors that may explain additional variance beyond what has been reported by simple bivariate relationships. The authors hypothesized that perceptions of organizational politics would moderate the relationship between conscientiousness and job performance. Data collected from 234 male and 579 female workers in 4 organizations indicated that conscientiousness was related to job performance among workers perceiving average to high levels of organizational politics but unrelated to performance among workers perceiving low levels of organizational politics. Moreover, perceptions of organizational politics were negatively related to job performance only among workers of average to low levels of conscientiousness. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Stress, seen from outside

This article draws from the vast literature on stress in nursing and discusses the preoccupation that researchers and specialists have with this area. It asks the reader to take a moment to reflect on the types of stressful situations that nurses face on a daily basis. The authors focus on the potential tensions that can ensue following exposure to stress and the resulting psychosomatic, psychological, behavioral and organizational consequences. The authors challenge legislators, governments, administrators, members of the multidisciplinary team and nursing organizations to tackle the issue of stress in nursing and make it a priority. Research conducted during the last 20 years provides overwhelming evidence that nurses work in a high-stress environment. The sources of stress vary and their consequences are significant. However, it is recognized that certain personal factors such as type "A" personality can influence the way nurses deal with stress. Ultimately, the authors conducted their literature review with the aim of proposing anti-stress strategies.     

The role of proactive personality in job satisfaction and organizational citizenship behavior: A relational perspective.

Drawing from a relational approach, the authors conceptualize the quality of leader–member exchange as a mediator and procedural justice climate as a contextual moderator for understanding the role of proactive personality in job satisfaction and organizational citizenship behavior. Data from a sample of 200 Chinese employees within 54 work groups were used to examine the hypothesized models. Results show that having a proactive personality was associated with employees establishing a high-quality exchange relationship with their supervisors; in turn, the quality of leader–member exchange was associated with greater job satisfaction and more organizational citizenship behaviors. Additionally, the relationship between proactive personality and organizational citizenship behavior was positively moderated by procedural justice climate within the group. Implications for management theory and practice are discussed. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Unwrapping the organizational entry process: Disentangling multiple antecedents and their pathways to adjustment.

This 4-wave longitudinal study of newcomers in 7 organizations examined preentry knowledge, proactive personality, and socialization influences as antecedents of both proximal (task mastery, role clarity, work group integration, and political knowledge) and distal (organizational commitment, work withdrawal, and turnover) indicators of newcomer adjustment. Results suggest that preentry knowledge, proactive personality, and socialization influences from the organization, supervisors, and coworkers are independently related to proximal adjustment outcomes, consistent with a theoretical framework highlighting distinct dimensions of organizational and work task adjustment. The proximal adjustment outcomes partially mediated most of the relationships between the antecedents of adjustment and organizational commitment, work withdrawal, and turnover. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

The value of value congruence.

Research on value congruence has attempted to explain why value congruence leads to positive outcomes, but few of these explanations have been tested empirically. In this article, the authors develop and test a theoretical model that integrates 4 key explanations of value congruence effects, which are framed in terms of communication, predictability, interpersonal attraction, and trust. These constructs are used to explain the process by which value congruence relates to job satisfaction, organizational identification, and intent to stay in the organization, after taking psychological need fulfillment into account. Data from a heterogeneous sample of employees from 4 organizations indicate that the relationships that link individual and organizational values to outcomes are explained primarily by the trust that employees place in the organization and its members, followed by communication, and, to a lesser extent, interpersonal attraction. Polynomial regression analyses reveal that the relationships emanating from individual and organizational values often deviated from the idealized value congruence relationship that underlies previous theory and research. The authors’ results also show that individual and organizational values exhibited small but significant relationships with job satisfaction and organizational identification that bypassed the mediators in their model, indicating that additional explanations of value congruence effects should be pursued in future research. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Professional dilemmas of the psychologist in an organizational emergency.

The limitations of the common models of organizational development (OD) when applied to organizations undergoing an extreme emergency are discussed in light of the authors' experiences as frontline psychologists in the 1973 Israeli-Arab war. The authors observe that the working assumptions underlying common OD cannot be met in an emergency, and therefore propose another approach, emergency organizational development (EOD). It differs from OD in orientation (e.g., direct problem solving rather than facilitation of changeability), work methods, and the conception of the psychologist's role. In addition to laying the foundations toward the development of an EOD conception, the authors describe and discuss some of the personal problems and professional dilemmas facing the psychologist who is expected to provide psychological services to an organization in an extreme emergency. (15 ref) (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Organizational Partnerships in China: Self-Interest, Goal Interdependence, and Opportunism.

Opportunism in organizational partnerships may be understood in terms of how partners conclude that their self-interests are related to each other. When partners believe that their goals are competitively but not cooperatively related, they are tempted to pursue their self-interests opportunistically. Cognitive understandings and values of a shared vision may help partners believe their goals are cooperatively related. Results from 103 pairs of customer and supplier organizations support the argument that partnerships are not inevitably threatened by opportunism. Using structural equation analysis, the authors suggested that shared vision can help partners develop cooperative goals that lead to low levels of opportunism. These results suggest that a shared vision and cooperative goals are important foundations for effective organizational partnerships. (PsycINFO Database Record (c) 2011 APA, all rights reserved)     

Similarity and assumed similarity in personality reports of well-acquainted persons.

The authors obtained self- and observer reports of personality from pairs of well-acquainted college students. Consistent with previous findings, results of Study 1 showed strong cross-source agreement for all 6 HEXACO personality factors (rs ≈ .55). In addition, the authors found modest levels of similarity (r ≈ .25) between dyad members' self-reports on each of 2 dimensions, Honesty-Humility and Openness to Experience. For these same 2 factors, dyad members' self-reports were correlated with their observer reports of the other dyad member (r ≈ .40), thus indicating moderately high assumed similarity. In Study 2, Honesty-Humility and Openness to Experience were the 2 personality factors most strongly associated with the 2 major dimensions of personal values, which also showed substantial assumed similarity. In Study 3, assumed similarity was considerably stronger for close friends than for nonfriend acquaintances. Results suggest that assumed similarity for Honesty-Humility and Openness to Experience reflects a tendency to overestimate one's similarity to persons with whom one has a close relationship, but only on those personality characteristics whose relevance to values gives them central importance to one's identity. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

When organizational climate is unambiguous, it is also strong.

Several recent studies have addressed the topic of climate strength--the degree to which there is agreement among an organization's members regarding the practices and policies as well as the shared values that characterize the organization. To further investigate antecedents of climate strength, the authors used data from the GLOBE Project, totaling 3,783 individuals from 123 organizations. The authors hypothesized that they would find greater climate strength in organizations with climates reflecting mechanistic as opposed to organic organizational forms. Although the authors did in fact find such a trend, they also unexpectedly uncovered significant and strong nonlinear effects, such that climates that are clearly mechanistic or clearly organic have strong climates, with weaker climates emerging for organizations with more ambiguous climates. These findings provide interesting new avenues to pursue in understanding the origins of climate strength. (PsycINFO Database Record (c) 2011 APA, all rights reserved)     

Information privacy in organizations: Empowering creative and extrarole performance.

This article examines the relationship of employee perceptions of information privacy in their work organizations and important psychological and behavioral outcomes. A model is presented in which information privacy predicts psychological empowerment, which in turn predicts discretionary behaviors on the job, including creative performance and organizational citizenship behavior (OCB). Results from 2 studies (Study 1: single organization, N=310; Study 2: multiple organizations, N=303) confirm that information privacy entails judgments of information gathering control, information handling control, and legitimacy. Moreover, a model linking information privacy to empowerment and empowerment to creative performance and OCBs was supported. Findings are discussed in light of organizational attempts to control employees through the gathering and handling of their personal information. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

The two faces of transformational leadership: Empowerment and dependency.

Followers' identification with the leader and the organizational unit, dependence on the leader, and empowerment by the leader are often attributed to transformational leadership in organizations. However, these hypothesized outcomes have received very little attention in empirical studies. Using a sample of 888 bank employees working under 76 branch managers, the authors tested the relationships between transformational leadership and these outcomes. They found that transformational leadership was positively related to both followers' dependence and their empowerment and that personal identification mediated the relationship between transformational leadership and followers' dependence on the leader, whereas social identification mediated the relationship between transformational leadership and followers' empowerment. The authors discuss the implications of these findings to both theory and practice. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

A field experiment comparing information-privacy values, beliefs, and attitudes across several types of organizations.

193 randomly selected adults completed a structured interview concerning their values, beliefs, attitudes, experiences, and intentions concerning information-privacy issues involving 6 types of organizations such as employers, law enforcement agencies, and the Internal Revenue Service. Results indicate that higher valuations of informational privacy were related to lower feelings of control over personal information, less satisfaction with their perceived degree of control, and less willingness to participate in a subsequent interview. Information-privacy beliefs and attitudes varied with the type of organization under consideration. Implications are discussed in terms of organizational and societal policy concerning the treatment of information about individuals. (16 ref) (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Me or we? The role of personality and justice as other-centered antecedents to innovative citizenship behaviors within organizations.

The present research takes an "other-centered" approach to examining personal and contextual antecedents of taking charge behavior in organizations. Largely consistent with the authors' hypotheses, regression analyses involving data collected from 2 diverse samples containing both coworkers and supervisors demonstrated that the other-centered trait, duty, was positively related to taking charge, whereas the self-centered trait, achievement striving, was negatively related to taking charge. In addition, the authors found that procedural justice at the organizational level was positively related to taking charge when evaluated by a coworker, while both procedural and distributive justice were positively related to taking charge when considered by a supervisor. Theoretical and practical implications are discussed. (PsycINFO Database Record (c) 2010 APA, all rights reserved)