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Title: CITIZENSHIP PRESSURE, JOB STRESS, AND WORK-TO-FAMILY CONFLICT: THE MODERATING ROLE OF FLEXIBILITY IDIOSYNCRATIC DEALS
Creator: Ahmed, Shujaat Farah
Date: 2020
Description: Organizational expectations of employee performance have been expanding over time from traditional core task behaviors to include extra duties...
Show moreOrganizational expectations of employee performance have been expanding over time from traditional core task behaviors to include extra duties which may not be out of volition (Bolino, Turnley, Gilstrap, & Suazo, 2010). However, this extra work comes at a price, as employees are exhausted (Bolino et al., 2010) which can have health implications. Yet, no previous studies have examined the mechanism by which citizenship pressure is related to work interfering with family (WIF) conflict. Consequently, this study investigated an underlying mechanism, job stress, through which citizenship pressure was hypothesized to be related to work-family conflict from the work perspective, i.e., WIF conflict. This study also sought to identify the moderating role of flexibility idiosyncratic deals (i-deals) in the relationship of citizenship pressure with a) job stress, and b) WIF conflict. Data were collected across two waves with a time separation of one month in between waves. A total of 323 workers (mean age = 36.2) across industries in the United States participated in the study. Sixty-three percent identified as women, and 37% were men. Regression analyses were used to test the first three hypotheses. PROCESS was used to test the remainder of the hypotheses. Results for the regressions indicated that citizenship pressure was related at job stress and WIF conflict. Further, job stress was related to WIF conflict. Subsequently, the mediation hypothesis was significant. However, the moderation, and moderated mediation models were not statistically significant. I conducted post-hoc analyses to determine other possible significant paths in the model. The indirect effect of WIF conflict through the citizenship pressure and job stress link was statistically significant, thereby supporting an alternate mediation hypothesis. Perceived flexibility i-deals significantly moderated citizenship pressure and WIF conflict at time 1 only. The implications of this study are: managers should focus on their employees’ stressor experiences, as extra work beyond one’s specified job role is increasingly expected of employees. By doing so, pressure may be reduced through improving perceptions that employees can negotiate flexibility i-deals. This is especially important in an era of scarce resources, as pressure to go the extra mile is linked to a number of negative outcomes, such as increased WIF conflict and job stress.
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Title: The Role of Ethnic Similarity, Perceived Communication Style Deviation, and Cultural Intelligence in Leader-Member Exchange and Trust
Creator: Polyashuk, Yelena
Date: 2019
Description: This study examined those factors that contribute to a better working relationship between a leader and a subordinate or make that working...
Show moreThis study examined those factors that contribute to a better working relationship between a leader and a subordinate or make that working relationship challenging. Specifically, we investigated the effect of ethnic configuration within the leader-subordinate dyad and perceived dissimilarity on Leader-Member Exchange (LMX) and trust. Communication style deviation was tested as a mediator between actual, as well as perceived dissimilarity and relational outcomes. Cultural Intelligence (CQ) was included as a moderator, the presence of which could ameliorate the negative impact of dissimilarity on LMX and trust. In order to test these predictions, a survey was administered to 614 participants. Participants were working students at an urban, Midwestern, public university. Results showed that in presence of low CQ among respondents, there was a negative impact of ethnic dissimilarity on LMX. However, no impact of ethnic similarity/dissimilarity on trust was found. Specific dyad composition of the leader-subordinate dyad had no significant impact on LMX or trust. Finally, communication style deviation partially mediated the relationship between perceived dissimilarity and the two outcome variables of LMX and trust. These findings revealed that in order to build a high-quality relationship within an ethnically diverse leader-subordinate dyad, both CQ and alignment in communication style are of consequence.
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Title: Understanding the Impact of Age and Gender Demographic Similarity in Assessment Center and Individual Assessment Ratings
Creator: Levin, Kelly
Date: 2023
Description: Organizations have become increasingly reliant on the use of assessment centers and individual assessments when making hiring decisions....
Show moreOrganizations have become increasingly reliant on the use of assessment centers and individual assessments when making hiring decisions. However, there has been relatively limited research on the prevalence of subgroup differences with the use of these tools. As such, this study investigated the individual characteristics of gender and age in both assessment centers and individual assessments. Specifically, the study examined how candidate gender and age, as well as the dyadic “match” between assessor-assessee gender and age impacted assessors’ hiring recommendations. Results from this research partially supported the hypothesized outcomes. Both female and younger candidates were rated more favorably on the overall assessment center recommendation. However, neither candidate gender or age had a significant impact on individual assessment recommendations. Further, demographic similarity had little effect on overall recommendations in both ACs and individual assessments. Implications and avenues for future research are discussed.
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Title: EMBEDDING RELATIONSHIPS: THE INDIRECT EFFECTS OF WORK RELATIONSHIPS ON TURNOVER INTENT
Creator: McDonald, Jordan C.
Date: 2022
Description: With the onset of the “Great Resignation” following the onset of the COVID-19 pandemic, employees are quitting jobs at unprecedented levels....
Show moreWith the onset of the “Great Resignation” following the onset of the COVID-19 pandemic, employees are quitting jobs at unprecedented levels. Although the traditional model of turnover (Mobley, 1977; Mobley, Griffeth, Hand, & Meglino, 1979) links job attitudes and turnover intentions as key determinants in understanding the turnover process, there is a growing recognition of the importance of studying contextual variables, namely social relations, in expanding our understanding of employee turnover and retention. Job embeddedness (Mitchell et al., 2001) and social capital theories (Granovetter, 1973; Burt, 1992; Lin, 1982) implicate employees’ social networks as additional factors worth investigating in understanding employee turnover. The aim of the current study was to study an expanded model of turnover by examining whether different types of social relationships at work differentially related to work experiences and attitudes that, in turn, related to turnover intentions. The current research leveraged an ego-centric method to collect information on employees’ social networks at work along with work experience and attitudinal constructs. The results of the study found that expressive relationship networks (i.e., friendship networks) had a positive, significant effect on employees’ job embeddedness, with an indication of a marginal indirect effect with organizational commitment. Surprisingly, employees’ instrumental networks were not significantly related to any work experience or attitudinal factors. There was no support for the hypothesized indirect effects linking social networks, work experiences and attitudes, and turnover intentions. Practical implications and directions for future research are discussed.
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Title: Do Numeric Performance Ratings Have Any Merit?
Creator: Sanders, Emily Kathleen
Date: 2022
Description: Numeric performance ratings have been a component of performance evaluation for decades (Prowse & Prowse, 2009; Pulakos, Mueller-Hanson & Arad...
Show moreNumeric performance ratings have been a component of performance evaluation for decades (Prowse & Prowse, 2009; Pulakos, Mueller-Hanson & Arad, 2019). Yet, in recent years their necessity has been questioned (Adler, Campion, Colquitt, Grubb, Murphy, Ollander-Krane, & Pulakos, 2016), with some organizations going so far as to remove numeric ratings entirely (Capelli & Tavis, 2016; Rock, Davis & Jones, 2014; Burkus, 2016). Unfortunately, this practice has been largely unexamined in an empirical manner. The present study tested whether the claim – that numeric ratings do not matter – holds up in all cases. This is done by exploring whether the presence or absence of numeric ratings, impacts employee perceptions of fairness associated with the appraisal. As numeric ratings are argued to be a mechanism for communicating a fair, standard, and consistent practice, the study aimed to understand if the mere presence of numeric ratings may offset some of the negative reaction employees have toward performance appraisal when they have poor-quality relationships with their supervisors. Findings indicated that while employee-manager relationship quality (assessed via Leader-Member Exchange) has a direct relationship with perceptions of fairness associated with the appraisal, the presence of numeric ratings did not moderate this relationship. Practical implications and future research recommendations are discussed.
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Title: Shared Authentic Leadership and Team Attitudes: The Role of Social Support and Team Diversity
Creator: Shu, Frank
Date: 2023
Description: Across 15 weeks, data from 48 interdisciplinary teams were collected to test the direct and indirect effects of shared authentic leadership on...
Show moreAcross 15 weeks, data from 48 interdisciplinary teams were collected to test the direct and indirect effects of shared authentic leadership on team attitudes (i.e., team work engagement & team satisfaction). Under the conservation of resources (COR) theory, team social support was considered a team resource, mediating the relationship between shared authentic leadership and team attitudes respectively. Functional diversity was also examined as a moderator between team social support and team attitudes. Results revealed that shared authentic leadership was a significant and positive predictor of team attitudes. However, team social support was not found to be a significant mediator. On the other hand, functional diversity was able to partially moderate the relationship between socio-emotional social support and team work engagement. A discussion of the results, strengths, and limitations of this study will be provided at the end of this manuscript.
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