The role of employee loyalty and formality in voicing discontent.

This study extends prior research on voice, loyalty, and postvoice outcomes by examining a variety of methods by which an employee may choose to voice a dispute. The authors argue that more loyal employees may prefer and use less formal methods to voice discontent and that the use of less formal voice methods relates to less job search activity and lower intent to quit. This study also investigated the interrelation between loyalty, voice method, and satisfaction with the attempt to resolve the dispute. Findings from a sample of university staff employees (N = 452) provide support for the hypotheses. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Employee attitudes and employee performance.

An examination is made of the empirical literature bearing upon the relationships between employee attitudes and employee performance. A discussion of methodological questions includes considerations of sampling, of criterion measures, and of general problems of analysis and design. Theoretical considerations include the employee's outside environment, and both union and company structures. Two conclusions are inferred from the literature reviewed: 1. Job satisfaction does not imply strong motivation for outstanding performance; and 2. "… productivity may be only peripherally related to many of the goals toward which the industrial worker is striving." 62 references. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

The moderating role of employee positive well being on the relation between job satisfaction and job performance.

This research provides further clarification to the age-old quest to better understand the happy/productive worker thesis. Using data from 109 managers employed by a large (over 5000 employees) customer services organization on the West Coast of the United States, both job satisfaction (r = .36, p     

Employee self-enhancement motives and job performance behaviors: Investigating the moderating effects of employee role ambiguity and managerial perceptions of employee commitment.

This study examined the effects of employee self-enhancement motives on job performance behaviors (organizational citizenship behaviors and task performance) and the value of these behaviors to them. The authors propose that employees display job performance behaviors in part to enhance their self-image, especially when their role is not clearly defined. They further argue that the effects of these behaviors on managerial reward recommendation decisions should be stronger when managers believe the employees to be more committed. The results from a sample of 84 working students indicate that role ambiguity moderated the effects of self-enhancement motives on job performance behaviors and that managerial perceptions of an employee's commitment moderated the effects of those organizational citizenship behaviors that are aimed at other individuals on managers' reward allocation decisions. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Do it right this time: The role of employee service recovery performance in customer-perceived justice and customer loyalty after service failures.

Integrating justice and customer service literatures, this research examines the role of customer service employees' behaviors of handling customer complaints, or service recovery performance (SRP), in conveying a just image of service organizations and achieving desirable customer outcomes. Results from a field study and a laboratory study demonstrate that the dimensions of SRP--making an apology, problem solving, being courteous, and prompt handling--positively influenced customer satisfaction and then customer repurchase intent through the mediation of customer-perceived justice. In addition, service failure severity and repeated failures reduced the positive impact of some dimensions of SRP on customer satisfaction, and customer-perceived justice again mediated these moderated effects. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Impact of employee mobility and employee performance on the allocation of rewards under conditions of constraint.

We advanced and tested a multiple-motive model of resource allocation. In this model we identified importance instrumental, social-emotional, and group maintenance goals, and asserted that rational managers will sometimes allocate reduced rewards to employees with constrained mobility. Consistent with predictions, managers allocated greater salary funds to more deserving employees: those with high competence and dedication. However, allocations also differed as a function of employee mobility. This effect was strongest among competent employees, whose membership was most desirable. Furthermore, the tendency to allocate lesser rewards to low-mobility employees was particularly pronounced under conditions of low reward availability and low labor availability. These effects were not mediated by changes in perceptions of the competence of low-mobility employees. These findings are discussed as a form of rational selective exploitation: The rational manager's need to attend to employee mobility, particularly under conditions of reward or labor constraint, may erode equity. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

The role of mindfulness in predicting individual performance.

Mindfulness refers to an individual difference variable regarding the degree to which a person is in the present moment (K. W. Brown & R. M. Ryan, 2003). Despite a growing interest in the benefits of mindfulness in health and clinical outcomes, little research has explored whether mindfulness relates to individual performance. The authors examined whether mindfulness was related to performance among a group of MBA students (N = 149). The results show that mindfulness interacted with gender to predict performance. Specifically, the positive association between mindfulness and performance was stronger for women than for men. Implications and future directions are discussed. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Evaluation of research on expectancy theory predictions of employee performance.

Summarizes formulations of expectancy theory proposed by L. W. Porter and E. E. Lawler in 1968 and by V. H. Vroom in 1964. 9 field studies testing expectancy theory hypotheses using various measures of employee performance as the dependent variable are reviewed. Finally, the studies are evaluated in terms of the number of independent variables used, the measurement of these variables, and the statistical analysis performed. It is shown that the research has generally been inadequate in all 3 respects. Generally, results also show that valence, instrumentality, and role perceptions are significantly related to performance, while ability is not. Suggestions for improvement in expectancy theory research are made. (40 ref.) (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Correlates of employee reactions to performance appraisals and appraisal systems.

474 exempt employees in a research and development organization were surveyed regarding their opinions and perceptions of the appraisal process. After controlling for perceived favorability of the appraisal via multiple regression, Ss' opinions of the appraisal and appraisal system were positive to the extent they believed that (a) there was an opportunity to state their own side of the issues, (b) the factors on which they were evaluated were job relevant, and (c) objectives and plans were discussed. Contrary to predictions, reports of goal setting and discussion of plans and objectives did not moderate the relationship between perceived favorability of the appraisal and the opinions of the appraisal. (10 ref) (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

The influence of creative process engagement on employee creative performance and overall job performance: A curvilinear assessment.

Integrating theories addressing attention and activation with creativity literature, we found an inverted U-shaped relationship between creative process engagement and overall job performance among professionals in complex jobs in an information technology firm. Work experience moderated the curvilinear relationship, with low-experience employees generally exhibiting higher levels of overall job performance at low to moderate levels of creative process engagement and high-experience employees demonstrating higher overall performance at moderate to high levels of creative process engagement. Creative performance partially mediated the relationship between creative process engagement and job performance. These relationships were tested within a moderated mediation framework. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

The impact of situational constraints, role stressors, and commitment on employee altruism.

This study investigated relations between 3 work-related stressors (role ambiguity, role conflict, and organizational constraints) and altruistic behavior in the workplace. It was predicted that each stressor would be negatively related to altruism and that these relations would be moderated by affective commitment (AC). Data from 144 incumbent-supervisor dyads revealed that all 3 stressors; were weakly and negatively related to altruism. Two of these relationships were moderated by AC, although not as predicted. Organizational constraints were positively related to altruism among those reporting high levels of AC but negatively related among those reporting low levels of AC. The pattern was exactly opposite for role conflict. Implications of these findings are discussed. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

The role of motivation in verbal learning and performance.

"It is the major thesis of the present paper that the question as to whether a given variable acts as a motive or reflects a motivational state can be answered only in the context of explicit assumptions concerning the particular ways in which motivational variables can be differentiated from other variables in their influence on behavior. In view of the current confusions between the concepts of motivation and habit, it would appear to be particularly desirable to distinguish between the associative and nonassociative properties of variables." 57 references. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Sex role identity and its relationships to sex role attributes and sex role stereotypes.

Examines J. Kagan's (1964) and L. A. Kohlberg's (1966) theories of sex role identity. Both premise relationships among an individual's sex role identity, perception of sex role stereotypes, and own masculine and feminine sex role attributes, but the theories specify different patterns of correlations among these variables. Kagan's theory views sex role identity as the product of the mutual influence of stereotypes and attributes, whereas Kohlberg's posits sex role attributes as the product of the stereotypes and identity. 104 male and 110 female college students were administered measures of each variable including the Personal Attributes Questionnaire (PAQ), modified versions of PAQ to measure stereotypes of men and women, and a measure of sex role identity developed by the present author. Results indicate an overall relationship between sex role identity and the other 2 variables. Results generally support Kohlberg's theory over Kagan's. Significant correlations were found where Kohlberg's theory would predict a relationship—between sex role stereotypes and sex role attributes. Nonsignificant correlations were found where Kagan's theory would predict a relationship—between sex role stereotypes and sex role identity. Results are compared to findings by J. T. Spence et al (1975), and questions are raised about the psychological constructs underlying measures of sex role attributes. (16 ref) (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

The role of goal orientation following performance feedback.

This study examined the relationship of goal orientation and performance over a series of 2 challenging performance events. After providing performance feedback on the 1st event, the authors found that the relationship between a learning goal orientation and performance remained positive for the 2nd event, the relationship between a proving goal orientation and performance diminished from a positive to a nonsignificant level, and the relationship between an avoiding goal orientation and performance remained negative. Data analysis also indicated that the relationships between the 3 goal orientation dimensions and the performance event were differentially mediated by goal setting, self-efficacy, and effort. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Cumulative evidence of the relationship between employee age and job performance.

On the basis of a review of 22 years of articles published in 46 behavioral science journals, we found a total of 96 independent studies that reported age–performance correlations. Total sample size was 38,983 and represented a broad cross-section of jobs and age groups. Meta-analysis procedures revealed that age and job performance generally were unrelated. Furthermore, there was little evidence that the type of performance measure (ratings vs. productivity measures) or type of job (professional vs. nonprofessional) moderated the relation between age and performance significantly. However, for very young employees the relation between age and job performance was consistent and modestly positive. Implications of these results for future research are discussed. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Test of a model linking employee positive moods and task performance.

Past empirical evidence has demonstrated that employees' positive mood states predict task performance. This study extends previous research by proposing and testing a model that examines mediating processes underlying the relationship between employee positive moods and task performance. Two longitudinal studies used data collected from 306 (Study 1) and 263 (Study 2) insurance sales agents in Taiwan. The results showed that employee positive moods predicted task performance indirectly through both interpersonal (helping other coworkers and coworker helping and support) and motivational (self-efficacy and task persistence) processes. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

The role of performance antecedents and consequences in work motivation.

Assessed the effects of both antecedents and consequences while keeping supervisory involvement and stimulus changes constant. The safety performance of 200 employees in 4 departments of a processing plant was monitored 3 times/wk over 46 wks. A multiple baseline design was used in which the phases were introduced in steps. Following baseline, the antecedent condition was presented, in which safety rules were explained and safety meetings held, along with frequent supervisor interaction and stimulus changes. Then the performance consequence, feedback, in which a feedback graph was maintained and feedback meetings held, was added. The antecedent condition, even when bolstered by fairly extensive supervisor involvement, resulted in improvements in only 2 out of 4 departments. Only during the consequent condition did performance significantly improve in all departments over baseline and antecedent conditions. Furthermore, employees reported that they preferred obtaining information following their performance. The results confirm that performance consequences such as feedback play a critical role in work motivation and that antecedents alone may not be effective in all cases, even with fairly extensive supervisor involvement. (8 ref) (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

The role of pleasantness and activation-based well-being in performance prediction.

Examined the relationships between 2 measures of psychological well-being and work performance using the circumplex model of emotion as the theoretical framework. 62 criminal justice staff personnel (aged 22–57 yrs) from a city agency located in a large metropolitan areas participated. Although the pleasantness-based measure of well-being predicted subsequent work performance, the results failed to establish a relationship between the activation-based measure of well-being and work performance. Future directions and implications of the findings regarding the further refinement of the role of psychological well-being in performance prediction are introduced. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Meta-analysis of the relationships between Kerr and Jermier's substitutes for leadership and employee job attitudes, role perceptions, and performance.

A meta-analysis was conducted to estimate more accurately the bivariate relationships between leadership behaviors, substitutes for leadership, and subordinate attitudes, and role perceptions and performance, and to examine the relative strengths of the relationships between these variables. Estimates of 435 relationships were obtained from 22 studies containing 36 independent samples. The findings showed that the combination of the substitutes variables and leader behaviors account for a majority of the variance in employee attitudes and role perceptions and a substantial proportion of the variance in in-role and extra-role performance; on average, the substitutes for leadership uniquely accounted for more of the variance in the criterion variables than did leader behaviors. (PsycINFO Database Record (c) 2010 APA, all rights reserved)