Work–family conflict, spouse support, and nursing staff well-being during organizational restructuring.

This study examined work and family conflict, spouse support, and nursing staff well-being during a time of hospital restructuring and downsizing. Data were collected from 686 hospital-based nurses, the vast majority (97%) women. Nurses reported significantly greater work–family conflict than family–work conflict. Personal demographic but not downsizing and restructuring variables predicted family–work conflict; downsizing and restructuring variables but not personal demographics predicted work–family conflict. Spouse support had no effect on work–family conflict but reduced family–work conflict. Both work–family conflict and family–work conflict were associated with less work satisfaction and greater psychological distress. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

The impact of transformational CEOs on the performance of small- to medium-sized firms: Does organizational context matter?

Although theory suggests that CEOs who engage in transformational leadership should have a positive effect on firm performance, most empirical examinations using data drawn from larger firms have failed to find support for this linkage. Given that the organizational complexity associated with larger firms has been viewed as a central obstacle to establishing this important link, the authors examined the impact of CEO transformational leadership on firm performance in smaller, privately held firms. After first explaining why the less complex context of these firms provides a setting for transformational CEOs to play a more direct role in enhancing firm performance, they then further clarified the nature of this link by hypothesizing 3 contingencies that they argued are particularly salient: firm size, CEO founder status (founder or nonfounder), and CEO tenure. Results from a multisource survey of CEOs and their top management teams in 121 firms and 2 time-lagged measures of performance, 1 objective and 1 perceived, provided consistent support for these hypotheses. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Safety-related behavior as a social exchange: The role of perceived organizational support and leader–member exchange.

Researchers have been giving increased attention to the role larger organizational variables play in safety and accidents. Although generally neglected by this research, the nature of the exchange relationships between individuals, leaders. and the organization appears to have safety-related implications. The present research linked leader-member exchange (LMX) and perceived organizational support (POS) to safety communication, safety commitment, and accidents. Data were collected from 49 supervisor–group-leader dyads in a manufacturing facility. The results indicated that POS was significantly related to safety communication and that LMX was significantly related to safety communication, safety commitment, and accidents. Support was also found for a structural model linking POS and LMX to safety communication, safety commitment, and accidents. Implications of these findings for safety and social exchange research are outlined. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Measurement artifacts in the assessment of counterproductive work behavior and organizational citizenship behavior: Do we know what we think we know?

An experiment investigated whether measurement features affected observed relationships between counterproductive work behavior (CWB) and organizational citizenship behavior (OCB) and their relationships with other variables. As expected, correlations between CWB and OCB were significantly higher with ratings of agreement rather than frequency of behavior, when OCB scale content overlapped with CWB than when it did not, and with supervisor rather than self-ratings. Relationships with job satisfaction and job stressors were inconsistent across conditions. We concluded that CWB and OCB are likely unrelated and not necessarily oppositely related to other variables. Researchers should avoid overlapping content in CWB and OCB scales and should use frequency formats to assess how often individuals engage in each form of behavior. (PsycINFO Database Record (c) 2010 APA, all rights reserved)