This study investigates how lack of perceived organizational integrity (POI) by managers negatively affects bottom-up improvement-oriented behaviors at lower hierarchical levels (supervisors, ...employees). It is expected that expressions of tyrannical leadership by the manager, a self-serving type of leadership, will mediate the relation between POI and job improvement behaviors. Further, this study investigates the role of mimicry of manager behaviors (e.g., supervisor tyrannical leadership) and of other supervisor’s responses (e.g., intent to quit, improvement-oriented behaviors) to understand how manager tyrannical leadership effect is carried through to the lowest level. Our initial postulate is that non-mimicry provides complex social cues for employees. Following social information processing theory, we expect that incoherent cues increase the salience and negative effects of managers’ tyrannical leadership on job improvement. A three-level study was conducted following a questionnaire survey in a large public safety organization. Participants included 34 managers (level 3), 129 supervisors (level 2), and 620 employees (level 1). Results of multilevel analyses revealed that lack of perceived integrity and tyrannical leadership at the managerial level have far-reaching effects on job improvement at the lowest level. Further, it indicates that the supervisors’ responses at the intermediate level are important mechanisms to understand how the negative effects from the managerial level are transmitted to the employee level.
This study examines how and under what conditions recognition practices are related to employee behavioural involvement at work. Combining social cognitive theory, social information processing ...theory and self-concordance theory, we develop and test a moderated mediation model in which (a) manager recognition promotes behavioural involvement both directly and indirectly through the intervening role of meaningfulness and (b) coworker recognition strengthens the benefits of manager recognition to meaningfulness and subsequent behavioural involvement. The results of a study of 130 employees provided empirical support for our model. These findings help clarify how different sources of recognition can shape the effective behavioural involvement in the workplace; they also emphasize the role of meaningfulness as an important psychological mechanism that explains the recognition-behaviour relation. The implications for theory and practice are discussed.
Morin and Marsh (2015) proposed a methodological framework to disentangle shape and level effects in latent profile analyses. We discuss limitations of this framework (based on a logic similar to ...that of higher-order measurement models), and suggest that these limitations are easily solved by a more thorough examination of the variable-centered measurement models underlying profile indicators. This study presents complementary variable- and person-centered approaches aiming to assess the dimensionality of psychometric constructs. Psychometric measures often assess separate conceptually-related facets of global overarching constructs, based on the assumption that these overarching constructs exist as global entities including specificities mapped by the facets. The framework proposed here explicitly models this dimensionality in both variable- and person-centered analyses. To illustrate this revised psychometric framework, we use ratings of psychological health collected from 1,232 teachers, and show how this revised framework provides a clearer picture of teachers' profiles of psychological health.
This study examines two routes through which organizational socialization tactics influence newcomers' adjustment: (1) through reducing job‐related uncertainty and (2) through the development of ...social‐exchange relationships with the supervisor and co‐workers. Consistent with predictions, our 3‐wave study of a sample of 224 newcomers found Time 2 role clarity, indicative of the uncertainty reduction route, to mediate a positive relationship between Time 1 socialization tactics and Time 3 self‐rated task performance. We also found Time 2 affect‐based trust towards supervisors and co‐workers, indicative of the social exchange route, to mediate a positive relationship between Time 1 socialization tactics and Time 3 affective organizational commitment. Taken together, our results suggest that uncertainty reduction and social exchange act as complementary routes during entry, with the former facilitating perceived work effectiveness and the latter explaining newcomers' psychological bond with the organization. Implications for future research and practice are discussed.
Practitioner points
The importance of trust in organizations is increasingly recognized. Our results suggest that affect‐based trust towards supervisors and co‐workers plays important roles in mediating the relationships between organizational socialization tactics and newcomer adjustment and, more particularly, newcomers' psychological bond with the organization.
Role clarity was found to mediate the relationship between organizational socialization tactics and self‐rated task performance. Therefore, it seems more important to explain newcomers' perceived work effectiveness.
This study's results emphasize the necessity for organizations to adopt a holistic approach to newcomer socialization, involving both learning processes and relationship‐building opportunities.
Holistic consideration of the technical, psychological, and social aspects of software engineering tasks is essential. We introduce a conceptual framework designed to assess AI-driven software ...engineering tasks from multiple perspectives, to improve the efficiency, well-being, and psychological functioning of developers.
Organizational changes are costly ventures that too often fail to deliver the expected outcomes. Psychological empowerment and affective commitment to change are proposed as especially important in ...turbulent contexts characterized by multiple and ongoing changes requiring employees’ continuing contributions. In such a context, employees’ beliefs that the changes are necessary, legitimate and will be supported, are presumed to increase psychological empowerment and affective commitment to change. In a three-wave longitudinal panel study of 819 employees, we examined autoregressive and cross-lagged relations among latent constructs reflecting change-related beliefs (necessity, legitimacy, support) and psychological reactions (psychological empowerment, affective commitment to change). Our findings suggest that psychological empowerment and affective commitment to change represent largely orthogonal reactions, that psychological empowerment is influenced more by beliefs regarding support, whereas affective commitment to change is shaped more by beliefs concerning necessity and legitimacy.
This study investigates the within-domain exacerbation phenomenon in relation to employees’ perception of their supervisors’ leadership behaviors. This phenomenon proposes that exposure to ...supervisors relying on a combination of destructive leadership behaviors (DLB; operationalized as petty tyranny) and constructive leadership behaviors (CLB; operationalized as transformational leadership) should have more negative consequences on followers’ levels of thriving and behavioral empowerment than exposure to supervisors relying more exclusively on DLB or CLB. This phenomenon was tested using a person-centered mixture regression approach with a sample of 2104 Canadian employees from a police organization. Three profiles of employees were identified, representing those exposed to
moderately transformational
(mostly CLB),
destructive
(mostly DLB), and
inconsistent
(CLB and DLB) supervisors. Members of the inconsistent profile displayed the lowest levels of thriving and behavioral empowerment, followed by members of the destructive profile, and finally by members of the moderately transformational profile. Results also suggest that the inability to determine if a supervisor is more destructive or constructive might explain the within-domain exacerbation phenomenon. Indeed, in the inconsistent profile, leadership clarification seemed beneficial for employees. Increases in DLB resulted in a matching increase in empowered behaviors centered on the group and organization, while increases in CLB resulted in increases in thriving and empowered behaviors centered on individual performance.
This study examines the relationship of psychological contract breach to newcomer adjustment outcomes using affective commitments to organizations and supervisors as mediators and also looks at the ...moderating role of affective commitment to supervisors. Drawing from data collected at three points in time among a sample of newcomers (N=224), we found that Time 2 affective organizational commitment mediated a positive relationship between Time 1 psychological contract breach and Time 3 turnover intention and emotional exhaustion. Moreover, affective commitment to supervisors interacted with organizational commitment such that the latter was more negatively related to Time 3 outcomes at low levels of commitment to supervisors. Similarly, the indirect relationships of psychological contract breach to Time 3 outcomes were stronger and negative at low levels of commitment to supervisors. Affective commitment's role in the psychological contract breach-outcome relationships during the entry period is discussed.
•Organizational commitment (OC) mediates the breach-outcome relationships.•Supervisory commitment negatively moderates the OC-outcome relationships.•The moderating effect extends to the indirect relationships of breach to outcomes.
The aim of this article was to investigate the conditions under which the dimensions of work-related wellbeing (i.e., serenity, social harmony, and involvement) can be beneficial for employee ...proactive behavior (PB). Based on theories of activation and theorization about the influence of wellbeing on performance, we proposed that the contribution of the wellbeing dimensions to PB depends on the type of challenge (i.e., knowledge job demands; KJDs) and level of stimulation (i.e., empowering leadership) that employees experience in their jobs. Data were collected from Canadian employees (
N
= 602) through a two-wave study. As predicted, findings indicated that KJDs and empowering leadership jointly interacted with serenity and involvement to predict PB. High levels of empowering leadership were found to strengthen the effect of the interactions between serenity and KJDs and between involvement and KJDs, and to intensify the positive relationship between involvement and PB among employees with high KJDs. We discuss the implications of these findings for theory and management of wellbeing and PB in workplaces.
Purpose
This study illustrates complementary variable- and person-centered approaches allowing for a more complete investigation of the dimensionality of psychometric constructs. Psychometric ...measures often assess conceptually related facets of global overarching constructs based on the implicit or explicit assumption that these overarching constructs exist as global entities including conceptually related specificities mapped by the facets. Proper variable- and person-centered methodologies are required to adequately reflect the dimensionality of these constructs.
Design/Methodology/Approach
We illustrate these approaches using employees’ (
N
= 1077) ratings of their psychological wellbeing at work.
Findings
The results supported the added value of the variable-centered approach proposed here, showing that employees’ ratings of their own wellbeing simultaneously reflect a global overarching wellbeing construct, together with a variety of specific wellbeing dimensions. Similarly, the results show that anchoring person-centered analyses into these variable-centered results helps to achieve a more precise depiction of employees’ wellbeing profiles.
Implications
The variable-centered bifactor exploratory structural equation modeling (ESEM) framework provides a way to fully explore these sources of psychometric multidimensionality. Similarly, whenever constructs are characterized by the co-existence of overarching constructs with specific dimensions, it becomes important to properly disaggregate these two components in person-centered analyses. In this context, person-centered analyses need to be clearly anchored in the results of preliminary variable-centered analyses.
Originality/Value
Substantively, this study proposes an improved representation of employees’ wellbeing at work. Methodologically, this study aims to pedagogically illustrate the application of recent methodological innovations to organizational researchers.
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