Failure feedback as an affective event: Influences of leader affect on subordinate attitudes and performance

This experiment examines the impact of leader affect on subordinates in a failure feedback situation in the context of promotion and prevention task goals and whether or not the feedback was personalized or task focused. Results were consistent with expectations that negative leader affect displayed during feedback would produce lower perceptions of leader effectiveness and lower quality performance on a group task than positive leader affect. Also in line with expectations was the finding that leader affect interacted with goal type such that groups with a prevention goal perceived the negative affect leader more favorably than groups with a promotion goal. Goals also interacted with feedback focus. Prevention-goal groups identified more with the leader when feedback was personalized and promotion-goal groups identified more with the leader when the feedback was task focused, regardless of leader affect.     

Testing the 3-factor model of occupational stress: the impact of demands, control and social support on a mail sorting task

This study tests a 3-factor model of occupational stress, which predicts that job demands, job control and social support influence levels of strain. In a laboratory simulation of mail sorting, task demands, control and social supports were manipulated systematically. Pre- and post-task measures of self reported stress and arousal were compared across groups. Performance was measured continuously during the computer task and all 120 participants reported their perceived performance afterwards. Stress was found to be higher and perceived performance was lower in conditions of high demand; this pattern was also observed in conditions of low social support. Contrary to the hypotheses put forward in this paper, task control did not affect stress and the manipulations did not interact to produce elevated stress. However, task performance was poorer in conditions of high demand and in conditions of low control, and there was a significant interaction between demand and control for performance. Work preference measures indicated that the level of fit between ideal and actual social support influenced stress and perceived performance.     

SOCIAL COMPARISON AND EFFORT PROVISION: EVIDENCE FROM A FIELD EXPERIMENT

Social comparison has potentially far reaching consequences in many economic domains. We conducted a field experiment to examine how social comparison affects workers' effort provision if their own wage or that of a co‐worker is cut. Workers were assigned to groups of two, performed identical individual tasks, and received the same performance‐independent hourly wage. Cutting both group members' wages caused a decrease in performance. But when only one group member's wage was cut, the affected workers decreased their performance more than twice as much as when both workers' wages were cut. This finding indicates that social comparison among workers affects effort provision because the only difference between the two wage‐cut treatments is the other group member's wage level. In contrast, workers whose wage was not cut but who witnessed their group member's pay being cut displayed no change in performance relative to the baseline treatment in which both workers' wages remained unchanged. This indicates that social comparison exerts asymmetric effects on effort.     

Social support at work and its relationship to absenteeism

In this study, the impact of psychosocial work characteristics on illness and work absenteeism has been examined. The study group consisted of 133 civil servants (33 men and 100 women) with a mean age of 43 years (range 21-65 years). Psychosocial work characteristics, social support, quality of life, work absenteeism, psychosomatic and gastrointestinal symptoms were assessed by means of questionnaires. Five different work support or functions were identified by factor analysis: appraisal support, belonging support, instrumental support, emotional support and supportive atmosphere. The analysis showed that work absenteeism was associated with lower belonging support and a less supportive atmosphere. Furthermore, psychosomatic symptoms were associated with lack of support at work, measured as belonging support, instrumental support and supportive atmosphere. Gastrointestinal symptoms were associated with lack of belonging support and lack of social integration outside work. A bad general health status was associated with lack of insrumental support. The association between work absenteeism and social support at work was confirmed in multivariate analysis with control for confounding factors. In this analysis, high work strain and low social support were associated with a lower quality of life, which in turn was associated with increased absenteeism. Although there are well-known difficulties in drawing causal conclusions from cross-sectional studies, it seems reasonable to conclude that social support at work is an important factor to take into consideration when analysing illness and absenteeism from work.     

Should I Stay or Should I Go? Explaining Turnover Intentions with Organizational Identification and Job Satisfaction*

The social identity approach is a powerful theoretical framework for the understanding of individuals' behaviour. The main argument is that individuals think and act on behalf of the group they belong to because this group membership adds to their social identity, which partly determines one's self‐esteem. In the organizational world, social identity and self‐categorization theories state that a strong organizational identification is associated with low turnover intentions. Because identification is the more general perception of shared fate between employee and organization, we propose that the relationship between identification and turnover will be mediated by job satisfaction as the more specific evaluation of one's task and working conditions. In four samples we found organizational identification feeding into job satisfaction, which in turn predicts turnover intentions.     

Social support at work and its relationship to absenteeism

Abstract

In this study, the impact of psychosocial work characteristics on illness and work absenteeism has been examined. The study group consisted of 133 civil servants (33 men and 100 women) with a mean age of 43 years (range 21-65 years). Psychosocial work characteristics, social support, quality of life, work absenteeism, psychosomatic and gastrointestinal symptoms were assessed by means of questionnaires. Five different work support or functions were identified by factor analysis: appraisal support, belonging support, instrumental support, emotional support and supportive atmosphere. The analysis showed that work absenteeism was associated with lower belonging support and a less supportive atmosphere. Furthermore, psychosomatic symptoms were associated with lack of support at work, measured as belonging support, instrumental support and supportive atmosphere. Gastrointestinal symptoms were associated with lack of belonging support and lack of social integration outside work. A bad general health status was associated with lack of insrumental support. The association between work absenteeism and social support at work was confirmed in multivariate analysis with control for confounding factors. In this analysis, high work strain and low social support were associated with a lower quality of life, which in turn was associated with increased absenteeism. Although there are well-known difficulties in drawing causal conclusions from cross-sectional studies, it seems reasonable to conclude that social support at work is an important factor to take into consideration when analysing illness and absenteeism from work.     

An Analysis of the Effects of Feedback and Reinforcement on Machine-Paced Production

Most of the behavior management literature has focused on problems other than those involved in machine-paced production. The r e ported research employed performance feedback and social approval to improve worker productivity associated with a machine-paced task. Further analyses indicated that the increased productivity was a result of increases in the time that operators had the machinery running rather than increases in machine operation rates. It is suggested that productivity rates in machine paced operations, which are t y p i d y considered dependent on the machinery, can frequently be improved by identifying the behavioral components within those processes and controlling them directly with behavior management methods. Classes of behaviors which are often associated with machine-paced production and which might he profitably improved with behavior management methods are discussed.     

Cognitive and interpersonal abilities related to the primary activities of R&D managers

This study attempted to identify the primary activities performed by R&D managers at different supervisory levels, and the cognitive and interpersonal ability requirements that underlie these activities. A task inventory containing 244 managerial tasks was completed by 117 R&D managers in nine organizations. The 48 tasks which managers rated as having spent the most time were factor analyzed, resulting in the identification of three primary activities: project management, personnel supervision, and strategic planning. Furthermore, these activities varied with supervisory level, with R&D managers performing a wider range of these activities with the progression from first-line to upper-level management.Thirty R&D managers later rated the degree to which 19 cognitive and interpersonal abilities were required for performing these primary activities. Strategic planning was rated as requiring significantly higher levels of oral expression, logical reasoning, originality, fluency of ideas, oral defense, and resistance to premature judgement than was required for the other two primary activities. Personnel supervision required a higher level of social sensitivity than was required for the other two activities. Project management required high levels of information ordering, oral fact- finding ability, problem sensitivity, and oral and written comprehension. Implications of the findings for understanding R&D managerial performance and personnel staffing functions are discussed.     

The effects of leadership style on stress outcomes

The present study manipulated transformational and transactional leadership styles to examine their influence on individuals' performance on a stressful task, and on perceived social support, self-efficacy beliefs, emotions, and stressor appraisals. In addition, this study examined whether these variables mediated the relationship between leadership style and performance. Two hundred fourteen participants viewed video instructions for a stressful task presented by an actor depicting one of three leadership styles (transformational, transactional-contingent reward, and transactional-management by exception). Participants' psychological, emotional, and motivational responses to the videos were assessed prior to their engagement with the task. The transformational leadership condition was associated with enhanced task performance, higher social support perceptions, greater efficacy beliefs, lower negative affect, and lower threat appraisals compared to the transactional conditions. Causal modeling revealed that leadership style had a direct, rather than indirect, effect on task performance. The present research extends leadership research by providing an experimental evaluation of the costs/benefits of transformational and transactional leadership under stressful task conditions. Some of the results parallel those from correlational field studies, thus corroborating transformational leadership theory while other results diverge from theory, but present opportunities for future research.     

What fuels the fire: Job- or task-specific motivation (or both)? On the hierarchical and multidimensional nature of teacher motivation in relation to job burnout

Drawing on a hierarchical (job and task level) and multidimensional conceptualisation of work motivation (intrinsic, identified, introjected, and external regulations), this study examines relationships between motivational regulations and burnout. Participants were 806 French-Canadian teachers working in public elementary and high schools. Results reveal different associations between burnout and the regulations that drive teachers to engage in their overall job or in specific tasks: autonomous regulations (intrinsic and identified) are negatively associated with burnout but more negatively at the job than task level, whereas controlled regulations (introjected and external) are positively associated with burnout but more positively at the task than job level. This study provides valuable insights into how teachers’ motivations towards both the job and tasks can foster or prevent burnout symptoms. Implications for theory and research on burnout and work motivation are discussed.     

Norms in Mixed Sex and Mixed Race Work Groups

Abstract

Norms determine regular patterns of behavior and influence members' identification with a group. They are also a proximate way to predict and understand behavior in diverse work groups but, surprisingly, have not been extensively examined in this context. After reviewing research on group norms and the psychology of prejudice, I suggest that reaping the benefits of the increased range of available task relevant resources in demographically diverse work groups may depend on the strength and content of the norms it adopts, but that diverse groups face distinct obstacles in developing strong norms that create satisfying interpersonal interaction and effective work performance. I consider the difficulties diverse work groups have in forming strong norms and then focus on how anti‐bias norms, which are directed toward preventing behaviors associated with prejudice and discrimination and address members' security concerns, and openness norms, which promote people's ability to individuate those whom they might otherwise stereotype as well as address nurturance concerns, may increase a work group's ability to optimize social interaction and performance amidst diversity. I suggest that reorienting psychological and organizational research on prejudice to focus on group norm strength and content may be a way of both understanding and solving the greater challenges of discrimination.     

Governance Choices for Corporate Social Responsibility: to Contribute,Collaborate or Internalize?

Within a competitive business environment where resources are limited, it is increasingly important for senior management to make every investment count. Measuring ‘return on investment’ occurs at every level of operations—so why not also in the arena of Corporate Social activity? Until now, much research has focused on finding the link between corporate social responsibility (CSR) and increased business performance. Researchers have not examined the cost implications associated with the different forms of governance utilized by companies to implement their CSR activities, e.g., outsourcing through charitable contributions, developing an in-house program, or creating a more collaborative model, which benefits both the company and the partner nonprofit organization. Careful examination and evaluation of these costs will help senior management choose the governance structure that will maximize the benefits they reap from CSR activities.Drawing upon insights from organizational economics, this article develops a framework to compare the alternative modes of CSR governance and identifies the key drivers that affect governance choice, including associated costs. Most importantly, it provides a decision-making tool that can guide senior management in this vital choice as a way to contribute to the competitive advantage of the firm.     

团队作业结构的分类及其特征研究

通过对象聚类发现,团队作业结构可以分为平行、继行、协同3种类型;在不同的作业特征和要求下,存在最优化的团队作业结构;对团队过程的编码结果进行项目聚类,结果发现团队过程可以划分为计划准备、进程维护、执行优化和人际互助4类;多重比较方差分析发现,计划准备和人际互助2类团队过程在3种作业结构下存在显著差异。     

The Use of the Performance Diagnostic Checklist to Guide Intervention Selection in an Independently Owned Coffee Shop

Abstract

The utility of the Performance Diagnostic Checklist (PDC) (Austin, 2000) as an assessment tool to design an intervention for increasing maintenance tasks in an independently owned coffee shop was examined. The PDC, which was administered to four employees, identified a lack of appropriate antecedents and consequences as areas in need of intervention. Based on the results of the PDC, task clarification and a lottery were implemented in a multiple baseline across tasks design to increase employees' completion of maintenance tasks. The results for task group 1 yielded baseline and intervention means of 44% and 86%, respectively. The results for task group 2 yielded baseline and intervention means of 32% and 67%, respectively. A social validity measure indicated that employees thought that the appearance of the shop had improved, believed the changes helped to improve customer satisfaction, and claimed that the new procedures made their job easier. Overall, results suggest that the PDC can be an effective assessment tool for identifying and subsequently targeting specific areas of improvement within an organization.     

The Effects of Social Comparison and Objective Feedback on Work Performance Across Different Performance Levels

This study investigated the interaction effects of feedback content type (social comparison feedback vs. objective feedback) and two different performance levels (high vs. low) on work performance. One hundred fifty participants were recruited and asked to perform a simulated work task in a preliminary session. Based on their performance, the upper 40% (high performance) and lower 40% (low performance) groups were selected for the main experiment. Participants in each group were randomly assigned to the two different experimental conditions: objective feedback and social comparison feedback. For the participants in the objective feedback condition, information on the number of correctly completed work tasks was provided. For the participants in the social comparison feedback condition, rank information on their performance was provided. The results indicated that social comparison feedback was more effective than objective feedback for the high performers, but was less effective for the low performers.     

Psychophysiological reactions during the first year of a foreign assignment: Results of a controlled longitudinal study

Previous studies reveal that employees are exposed to several potential stressors during foreign assignments. This prospective multidisciplinary study followed managers (expatriate group) before and during their first year of an international work assignment. Concurrently, a matched reference group that did not relocate was observed. The secretion of the stress-sensitive hormone prolactin increased in the expatriate group during the first year abroad, compared to the reference group. Selfesteem, family relations, language skills, decreased internal locus of control and job promotion explained 32% of the variance in serum prolactin levels. Lower self-esteem and sense of coherence was related to increased serum prolactin. Increased working hours were associated with decreased work satisfaction. Job promotion was not related to work satisfaction. Mental well-being decreased in the expatriate group, compared to the reference group. Individual factors such as a strong sense of coherence and social provision attenuated decreases in mental well-being. A significant increase in cigarette and alcohol consumption was found in the expatriate group during the first year abroad. This study indicates that there are important psychosocial determinants influencing psychophysiological response patterns in expatriates. The present results put into question the generalizability of the 'culture shock' syndrome. The results have practical implications for guiding expatriates on time-limited assignments.     

Workplace bullying as predicted by non-prototypicality,group identification and norms: a self-categorisation perspective

ABSTRACT

Research and theory on deviance in work groups suggest that non-prototypical members risk devaluation and mistreatment by their peers. Drawing on the self-categorisation theory, we propose and test a contextual model to explain workplace bullying from a target perspective, using non-prototypicality as a predictor and social identification and anti-bullying norms at the work group level as two- and three-way cross-level moderators. Multilevel modelling and a sample of employees from the university sector in the Low Lands (n?=?572) was employed. In line with our first hypothesis, we found that risk of exposure to workplace bullying is particularly high for non-prototypical work group members. We also hypothesised that work group social identification would facilitate bullying of non-prototypical members, while anti-bullying norms would buffer it. Results showed, however, that both conditions acted as buffering moderators on the main association. Lastly, the combination of the two also entailed a cross-level three-way interaction effect, showing that non-prototypicality is associated with bullying only in work groups characterised by low levels on both moderators. These novel and partly unexpected results demonstrate the relevance and significance of group level explanations for workplace bullying, holding significant implications for scholars and practitioners.     

Elite Recruitment and Political Stability: The Impact of the Abolition of China's Civil Service Exam

This paper studies how the abolition of an elite recruitment system—China's civil exam system that lasted over 1,300 years—affects political stability. Employing a panel data set across 262 prefectures and exploring the variations in the quotas on the entry‐level exam candidates, we find that higher quotas per capita were associated with a higher probability of revolution participation after the abolition and a higher incidence of uprisings in 1911 that marked the end of the 2,000 years of imperial rule. This finding is robust to various checks including using the number of small rivers and short‐run exam performance before the quota system as instruments. The patterns in the data appear most consistent with the interpretation that in regions with higher quotas per capita under the exam system, more would‐be elites were negatively affected by the abolition. In addition, we document that modern human capital in the form of those studying in Japan also contributed to the revolution and that social capital strengthened the effect of quotas on revolution participation.     

Helping people to sort it out: The role of social support in the Job Strain Model

This paper reports three studies of occupational stress investigating the role of social support as an intervening variable in the Job Strain Model (Karasek, 1979). A computer simulated mail-sorting work environment was used to assess the effect of demands, control and social support on measures of strain, satisfaction, and perceived and actual task performance. The first experiment ( N =60) tests the basic Job Strain Model by manipulating levels of task demand and control. The second experiment ( N =120) compares high and low levels of two types of social support (informational support and emotional support) to determine whether and how they interact with extreme conditions of the Job Strain Model (high strain and low strain). The final experiment ( N =90) investigates positive and negative forms of social support (praise and criticism) in relation to extreme job strain conditions. Results show that the job strain model is consistent with the stress and performance data, although stress showed no Demand ×Control interaction. Social supports increased arousal, satisfaction and perceived performance, but did not affect stress or task performance. Moreover, contrary to buffer theories, social supports did not interact with the job strain variables. Congruence between preferred and experienced emotional support levels also predicted performance.     

Changing Less-Preferred Duties to More-Preferred: A Potential Strategy for Improving Supervisor Work Enjoyment

We evaluated a strategy for making highly nonpreferred work duties more preferred as a potential means of enhancing work enjoyment among supervisors in a human service setting. Repeated preference ratings and rankings were completed by 4 supervisors during baseline to identify their most disliked work tasks. These tasks were then altered by soliciting each supervisor's opinion regarding why the respective task was so disliked and what could be done to make the task more preferable, removing disliked stimuli associated with the tasks, and adding liked stimuli during completion of the tasks. Following the task alterations, ratings of task likeability increased for all 4 supervisors. Preference rankings of target tasks also increased, including from rankings as among the least preferred tasks to among the most preferred tasks. All supervisors rated the task-alteration process as making their quality of work life better, and all chose to continue the intervention. These results occurred without any observed decrease in work quality. Results are discussed regarding the potential contribution of behavioral interventions with subjective concepts, such as enjoyment, that are viewed as important by the general populace. However, qualifications with relying on verbal reports also are noted.