A Relational Model of Workplace Victimization: Social Roles and Patterns of Victimization in Dyadic Relationships.

This article proposes a model of the ways in which dyadic interactions between employees who occupy 1 of 4 archetypal social roles in organizations can lead to either episodic or institutionalized patterns of victimization. The model shows how the occurrence of victimization involving these 4 role types is influenced by organizational variables such as power differences, culture, and access to social capital. The model integrates behavioral and social structural antecedents of victimization to develop a relational perspective on the dynamics of harmful behavior in the workplace. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Implicit Leadership Theories in Applied Settings: Factor Structure, Generalizability, and Stability Over Time.

The present empirical investigation had a 3-fold purpose: (a) to cross-validate L. R. Offermann, J. K. Kennedy, and P. W. Wirtz's (1994) scale of Implicit Leadership Theories (ILTs) in several organizational settings and to further provide a shorter scale of ILTs in organizations; (b) to assess the generalizability of ILTs across different employee groups, and (c) to evaluate ILTs' change over time. Two independent samples were used for the scale validation (N1 = 500 and N2 = 439). A 6-factor structure (Sensitivity, Intelligence, Dedication, Dynamism, Tyranny, and Masculinity) was found to most accurately represent ELTs in organizational settings. Regarding the generalizability of ILTs, although the 6-factor structure was consistent across different employee groups, there was only partial support for total factorial invariance. Finally, evaluation of gamma, beta, and alpha change provided support for ILTs' stability over time. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Douglas W. Bray (1918-2006).

Presents an obituary for Douglas W. Bray, the inventor of the modern-day assessment center, a method used by thousands of organizations around the world to identify the best people for critical roles and to guide individuals in optimizing their talents. Bray's death in Englewood, New Jersey, on May 9, 2006, ended the extraordinary career of a pioneer in industrial/organizational (I/O) psychology who optimized the interplay of research and application. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Family-Responsive Interventions, Perceived Organizational and Supervisor Support, Work-Family Conflict, and Psychological Strain.

This study examined organizational family-responsive policies, perceptions of the organization as family supportive, and supervisor support as issues that may be salient to the experience of conflict between paid employment (work) and family roles. Data were collected from 355 managerial personnel in New Zealand. Although work-family conflict and psychological strain were strongly linked, the availability of organizational policies had no significant association with levels of conflict or strain, whereas policy usage was related only to work-to-family interference and not to family-to-work interference. On the other hand, perceptions of the organization as family supportive and supervisor support for work-family balance displayed significant relationships with key variables, highlighting the importance of these variables for interventions designed to ameliorate the negative impact of work-family conflict on managerial well-being. Implications for the effective implementation of family-responsive interventions are discussed. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Methodological Challenges in Union Commitment Studies.

Methodological problems in studies of union commitment were identified and illustrated with data from 4,641 members and 479 stewards in 297 local teachers' unions. Using a 20-item union commitment scale, results confirmed the existence of 3 substantive factors and 1 method factor at the individual level of analysis: loyalty to the union, responsibility to the union, willingness to work for the union, and a factor of negatively worded items. Tests of measurement invariance showed that the scale captured commitment for rank-and-file members but not for union stewards. The authors also found partial measurement invariance between long-time and newer members and full measurement invariance between men and women. Finally, the authors found that violation of the statistical assumption of independence reduced model fit when individual commitment scores were analyzed without attention to the hierarchical nature of the data. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Creativity in non‐routine jobs: The role of transformational leadership and organizational identification

An increasing number of individuals work in jobs with little standardization and repetition, that is, with high levels of job non‐routinization. At the same time, demands for creativity are high, which raises the question of how employees can use job non‐routinization to develop creativity. Acknowledging the importance of social processes for creativity, we propose that transformational leaders raise feelings of organizational identification in followers and that this form of identification then helps individuals to develop creativity in jobs with little routinization. This is because organizational members evaluate and promote those ideas as more creative, which are in line with a shared understanding of creativity within the organization. To investigate these relationships, we calculated a mediated moderation model with 173 leader–follower dyads from China. Results confirm our hypotheses that transformational leadership moderates the relationship between job non‐routinization on employee creativity through organizational identification. We conclude that raising feelings of social identity is a key task for leaders today, especially when working in uncertain and fast developing environments with little repetition and the constant need to develop creative ideas.     

Traditional organizations and crisis management in transition—Organizational perspectives on new dynamics of independent civil engagement

Digitalization and the trend towards more short‐term and project‐oriented social engagement have had a direct impact on traditional crisis management. This societal change has supported the evolution of new types of volunteers who use low‐threshold potentials to organize and maintain support independently. Traditional institutions like the German Red Cross are challenged to deal with these rapid changes regarding their own organizational culture in relation to the new phenomenon of so‐called unaffiliated volunteers. This paper investigates how unaffiliated volunteers influence and change the organizational culture of German disaster management by analysing and reflecting organizational adaptation processes in the aftermath of the German floods in 2013, the storm events in the west of Germany in 2014 and the refugee relief mission in 2015–2016. Therefore, semi‐structured interviews with experts of the German Red Cross were held to analyse their reactions towards unaffiliated Volunteers during the Floods in 2013 and the refugee relief missions, and further focus group interviews were conducted to validate the extracted results. Findings suggest that among professionals and leading entities in the German Red Cross, a process of rethinking has emerged, recognizing the importance and necessity to open up organizational structures for the collaboration and coordination of unaffiliated volunteers.