Good soldiers and good actors: Prosocial and impression management motives as interactive predictors of affiliative citizenship behaviors.

Researchers have discovered inconsistent relationships between prosocial motives and citizenship behaviors. We draw on impression management theory to propose that impression management motives strengthen the association between prosocial motives and affiliative citizenship by encouraging employees to express citizenship in ways that both “do good” and “look good.” We report 2 studies that examine the interactions of prosocial and impression management motives as predictors of affiliative citizenship using multisource data from 2 different field samples. Across the 2 studies, we find positive interactions between prosocial and impression management motives as predictors of affiliative citizenship behaviors directed toward other people (helping and courtesy) and the organization (initiative). Study 2 also shows that only prosocial motives predict voice—a challenging citizenship behavior. Our results suggest that employees who are both good soldiers and good actors are most likely to emerge as good citizens in promoting the status quo. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Sleeping problems and health behaviors as mediators between organizational justice and health.

The aim of this longitudinal cohort study was to investigate whether sleeping problems and health behaviors (smoking, alcohol consumption, and sedentary lifestyle) mediate the association between organizational justice and employee health. Health indicators were minor psychiatric morbidity, as assessed by the General Health Questionnaire (U. Werneke, D. P. Goldberg, 1. Yalcin, & B. T. Ustun, 2000), and poor self-rated health status. The results of logistic regression analysis of data for 416 male and 3,357 female hospital employees working during the 1998-2000 period in 10 Finnish hospitals suggest that sleeping problems are one of the underlying factors causing the adverse health effects of low organizational justice at work. No support for a mediating role of health behaviors between low organizational justice and health problems was obtained. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Fitting in and feeling fine: Conformity and coping motives as mediators of the relationship between social anxiety and problematic drinking.

The present research was conducted to clarify the relationships among social anxiety, alcohol consumption, alcohol-related problems, and negative-reinforcement drinking motives among college students. Heavy drinking students (N = 316, 53.80% female) completed self-report measures of social anxiety, alcohol consumption, alcohol-related problems, and drinking motives. Findings indicated that students higher in social anxiety consumed less alcohol but experienced more negative consequences. Moreover, the relationship between social anxiety and negative consequences was mediated by coping and conformity drinking motives in addition to alcohol consumption. In the context of social anxiety, the current research demonstrates the importance of examining problematic drinking as distinct constructs: alcohol consumption and negative consequences. Findings are also discussed in terms of implications for interventions with socially anxious students. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

A moderated mediation model of the relationship between organizational citizenship behaviors and job performance.

Addressing numerous calls for future research on understanding the theoretical mechanisms that explain the relationship between organizational citizenship behaviors (OCBs) and job performance, this study focused on how an employee's relationships with coworkers mediate the relationship between his or her OCBs and his or her job performance. It also looked at how task autonomy might moderate this mediated relationship. The results of an empirical study involving 364 jewelry designers, 310 coworkers, and 284 supervisors indicated that coworker relations mediated the relationship between OCBs and job performance. In addition, task autonomy positively moderated both paths of this mediated relationship. Finally, these results hold for OCBs that are targeted at individuals but not for OCBs that are targeted toward organizations. (PsycINFO Database Record (c) 2011 APA, all rights reserved)     

Enduring vulnerabilities, relationship attributions, and couple conflict: An integrative model of the occurrence and frequency of intimate partner violence.

We tested an integrative model of individual and dyadic variables contributing to intimate partner violence (IPV) perpetration. Based on the vulnerability-stress-adaptation (VSA) model, we hypothesized that three “enduring vulnerabilities” (i.e., antisocial behavior, hostility, and depressive symptoms) would be associated with a “maladaptive process” (i.e., negative relationship attributions) that would lead to difficulties in couple conflict resolution, thus leading to IPV. Among a community sample of 167 heterosexual couples who were expecting their first child, we used an actor–partner interdependence model to account for the dyadic nature of conflict and IPV, as well as a hurdle count model to improve upon prior methods for modeling IPV data. Study results provided general support for the integrative model, demonstrating the importance of considering couple conflict in the prediction of IPV and showing the relative importance of multiple predictor variables. Gender symmetry was observed for the prediction of IPV occurrence, with gender differences emerging in the prediction of IPV frequency. Relatively speaking, the prediction of IPV frequency appeared to be a function of enduring vulnerabilities among men, but a function of couple conflict among women. Results also revealed important cross-gender effects in the prediction of IPV, reflecting the inherently dyadic nature of IPV, particularly in the case of “common couple violence.” Future research using longitudinal designs is necessary to verify the conclusions suggested by the current results. (PsycINFO Database Record (c) 2011 APA, all rights reserved)     

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)     

A study of the lagged relationships among safety climate, safety motivation, safety behavior, and accidents at the individual and group levels.

The authors measured perceptions of safety climate, motivation, and behavior at 2 time points and linked them to prior and subsequent levels of accidents over a 5-year period. A series of analyses examined the effects of top-down and bottom-up processes operating simultaneously over time. In terms of top-down effects, average levels of safety climate within groups at 1 point in time predicted subsequent changes in individual safety motivation. Individual safety motivation, in turn, was associated with subsequent changes in self-reported safety behavior. In terms of bottom-up effects, improvements in the average level of safety behavior within groups were associated with a subsequent reduction in accidents at the group level. The results contribute to an understanding of the factors influencing workplace safety and the levels and lags at which these effects operate. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Good citizens to the end? It depends: Empathy and concern with future consequences moderate the impact of a short-term time horizon on organizational citizenship behaviors.

Organizational citizenship behaviors (OCBs) can be viewed as a social dilemma in which short-term employee sacrifice leads to long-term organizational benefits. With 3 studies, the authors evaluated a set of interrelated hypotheses based on a social dilemma analysis of OCBs. In Study 1, participants rated OCBs as costly to an employee in the short run and beneficial to an organization in the long run, indicating that OCBs were viewed as social dilemmas. In Studies 2 and 3, self-reported (Study 2) and supervisor-rated (Study 3) likelihood of engaging in OCBs was higher among those who adopted a long-term horizon within an organization and those high in empathy (M. H. Davis, 1983). Most important, a short-term time horizon led to a steeper decline in OCBs among employees low in empathy and those concerned with the future consequences of their actions. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Potential cognitive, parenting, and developmental mediators of the relationship between ADHD and depression.

The authors investigated the role of parent behavior management and locus of control in mediating the relationships between ADHD (attention-deficit/hyperactivity disorder) and depression in a community sample of 232 children with ADHD and 130 community controls. Results supported the hypothesized path models to depression for older and younger subjects. For older subjects (10 years and older), a cognitive variable, locus of control, partially mediated the relationships between ADHD and parent management and depression. In addition, parent management partially mediated the relationships of ADHD with locus of control and depression. For the younger group (under 8 years old), however, locus of control did not mediate the effects of parent management and ADHD on depression. Consistent with developmental theories, only an environment variable, parent management, explained the relationship between ADHD and depression for this younger group. For children 8-9 years old, both locus of control and parent management partially mediated the ADHD-depression relationship; however, similar to the younger children, locus of control did not mediate the parent management-depression relationships. Implications for designing interventions and prevention strategies for children with ADHD are discussed. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Attributions of the "causes" of group performance as an alternative explanation of the relationship between organizational citizenship behavior and organizational performance.

The purpose of this study was to examine the possibility that feedback regarding team performance may influence team members' reports of organizational citizenship behaviors. 95 teams of business students (N=412) participated in a labor-scheduling simulation over a local area network. Teams were provided with false negative, false positive, or neutral feedback regarding their performance. Results support the hypothesis that the perception of 2 forms of organizational citizenship behavior (helping behavior and civic virtue) in work groups may, in part, be a function of the nature of the performance feedback that group members receive. However, negative feedback appears to play a more critical role than positive feedback in this attributional process. Possible reasons for these findings, as well as their implications, are discussed. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Effects of opportunity to communicate and visibility of individual decisions on behavior in the common interest.

Conducted 2 experiments on the effects of opportunity to communicate and visibility of individual decisions on socially responsible behavior in group situations involving the "commons" problem. 280 undergraduates in a business administration course were assigned roles as firm representatives and assembled in groups of 5 to bid on contracts under various conditions. Opportunity to communicate resulted in more socially responsible bidding, but visibility of individual decisions had no effect. Opportunity to communicate also helped to sustain socially responsible bidding in the face of a persistently defecting group member. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Employee personality as a moderator of the relationships between work stressors and counterproductive work behavior.

The current study, which is framed within the context of the Transactional Theory of Stress and Coping, examined counterproductive work behaviors (CWBs) as a response to ineffective coping with work stressors. More specifically, we examined whether the relationship between work stressors and CWBs was moderated by employee personality. Analyses using data collected from 726 adults employed in a diverse set of occupations found that work stressors were more strongly related to CWBs among workers who were low in conscientiousness, or high in negative affectivity (NA) than among workers who were high in conscientiousness, or low in NA. We found less consistent support, however, for the moderating effects of agreeableness. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Climate as a moderator of the relationship between leader-member exchange and content specific citizenship: Safety climate as an exemplar.

The present study integrates role theory, social exchange, organizational citizenship, and climate research to suggest that employees will reciprocate implied obligations of leadership-based social exchange (e.g., leader-member exchange [LMX]) by expanding their role and behaving in ways consistent with contextual behavioral expectations (e.g., work group climate). Using safety climate as an exemplar, the authors found that the relationship between LMX and subordinate safety citizenship role definitions was moderated by safety climate. In summary, high-quality LMX relationships resulted in expanded safety citizenship role definitions when there was a positive safety climate and there was no such expansion under less positive safety climates. The authors also found that safety citizenship role definitions were significantly related to safety citizenship behavior. Implications for both social exchange theory and safety research are discussed. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Organization structure as a moderator of the relationship between procedural justice, interactional justice, perceived organizational support, and supervisory trust.

Organizational justice researchers recognize the important role organization context plays in justice perceptions, yet few studies systematically examine contextual variables. This article examines how 1 aspect of context--organizational structure--affects the relationship between justice perceptions and 2 types of social exchange relationships, organizational and supervisory. The authors suggest that under different structural conditions, procedural and interactional justice will play differentially important roles in determining the quality of organizational social exchange (as evidenced by perceived organizational support [POS]) and supervisory social exchange (as evidenced by supervisory trust). In particular, the authors hypothesized that the relationship between procedural justice and POS would be stronger in mechanistic organizations and that the relationship between interactional justice and supervisory trust would be stronger in organic organizations. The authors' results support these hypotheses. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

An extension of uncertainty management theory to the self: The relationship between justice, social comparison orientation, and antisocial work behaviors.

A multisource field study of 103 employees and their supervisors tested an extension of uncertainty management theory (E. A. Lind & K. Van den Bos, 2002; K. Van den Bos & E. A. Lind, 2002). According to this theory, persons high in social comparison orientation (F. X. Gibbons & B. P. Buunk, 1999) experience chronic uncertainty about the self. It was hypothesized that this should strengthen the effects of interactional and procedural justice perceptions on antisocial work behaviors. As predicted, the negative relationship between employee perceptions of interactional justice and supervisory ratings of antisocial work behaviors was stronger for people who are high as compared with low in social comparison orientation. Results provide evidence for an extension of uncertainty management theory to the self-domain. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Vertical versus shared leadership as predictors of the effectiveness of change management teams: An examination of aversive, directive, transactional, transformational, and empowering leader behaviors.

This study investigated vertical versus shared leadership as predictors of the effectiveness of 71 change management teams. Vertical leadership stems from an appointed or formal leader of a team, whereas shared leadership (C. L. Pearce, 1997; C. L. Pearce & J. A. Conger, in press; C. L. Pearce & H. P. Sims, 2000) is a group process in which leadership is distributed among, and stems from, team members. Team effectiveness was measured approximately 6 months after the assessment of leadership and was also measured from the viewpoints of managers, internal customers, and team members. Using multiple regression, the authors found both vertical and shared leadership to be significantly related to team effectiveness (p     

Too engaged? A conservation of resources view of the relationship between work engagement and work interference with family.

In a number of studies, researchers interested in positive organizational behavior have sought to better understand the favorable aspects of work engagement—a pervasive state of emotional attachment and motivation toward work. In this study, however, we investigate a potentially negative outcome of engagement. Drawing upon conservation of resources theory, we hypothesize that engagement will be associated with higher work interference with family due to the resources engaged employees may expend when they engage in extrarole work behavior such as organizational citizenship behaviors (OCBs). We further propose that conscientiousness, as a personal resource, serves to buffer the relationship between OCB and work interference with family. Examining multisource data, collected at multiple points in time, from 3 diverse samples (total N = 844), we find that state engagement is associated with higher levels of work interference with family and that this relationship is mediated by the performance of OCBs. The findings also indicate that engaged employees who are highly conscientious experience lower levels of work interference with family than engaged employees who are less conscientious. The implications of our study and directions for future research are also discussed. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

The relationship between early recruitment-related activities and the application decisions of new labor-market entrants: A brand equity approach to recruitment.

Theory and research from the marketing literature on customer-based brand equity were used to predict how positive exposure to 4 early recruitment-related activities--publicity, sponsorships, word-of-mouth endorsements, and advertising--may affect the application decisions of engineering students. Similar to prior marketing findings, the results suggested that early recruitment-related activities were indirectly related to intentions and decisions through 2 dimensions of employer brand image: general attitudes toward the company and perceived job attributes. The relationships between word-of-mouth endorsements and the 2 dimensions of brand image were particularly strong. In addition, it was found that early recruitment-related activities interacted with one another such that employer brand image was stronger when firms used publicity in conjunction with other early recruitment-related activities. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Establishing the next generation at work: Leader generativity as a moderator of the relationships between leader age, leader-member exchange, and leadership success.

In this study, the authors investigated leader generativity as a moderator of the relationships between leader age, leader-member exchange, and three criteria of leadership success (follower perceptions of leader effectiveness, follower satisfaction with leader, and follower extra effort). Data came from 128 university professors paired with one research assistant each. Results showed positive relationships between leader age and leader generativity, and negative relationships between leader age and follower perceptions of leader effectiveness and follower extra effort. Consistent with expectations based on leadership categorization theory, leader generativity moderated the relationships between leader age and all three criteria of leadership success, such that leaders high in generativity were better able to maintain high levels of leadership success at higher ages than leaders low in generativity. Finally, results of mediated moderation analyses showed that leader-member exchange quality mediated these moderating effects. The findings suggest that, in combination, leader age and the age-related construct of generativity importantly influence leadership processes and outcomes. (PsycINFO Database Record (c) 2011 APA, all rights reserved)