Development of a Measure of Calculative Mindset (CM): Establishing a Nomological Net and Predictive Utility of the CM Measure.

A calculative mindset (CM) describes the tendency to analyze and convert qualitative social values into numeric or monetary metrics and is a predisposition that shapes behaviors and actions of the employee. CM has been manipulated in experimental studies, but it has not been investigated in field research due to the absence of a scale to measure CM. In study 1, we followed Hinkin's scale development protocol to conceptualize, develop, and validate a measure of CM to facilirate research in organizational contexts. In Study 2, we examined the relationship between CM and measures of performance, counterproductive work behavior (CWB), organizational citizenship behaviors (OCB), and in role-performance (IRP). Results from hierarchical regression analyses indicate that CM is related to these performance outcomes and explains incremental variance over established measures of the Five-Factor Model of personality. Implications for personality research, selection of human resources, and facilitation of an ethical workplace are discussed.

An eye for an eye? A meta-analysis of negative reciprocity in organizations.

Most models of negative workplace behaviors (NWB) are individual in nature, focusing on individual attitudes (e.g., satisfaction) and general workplace perceptions (e.g., procedural justice) that motivate NWB. Less commonly considered are explorations of relationally based negative workplace behaviors-how NWB from Party A is related to reciprocation of NWB from Party B. Based on 2 competing conceptualizations in the literature, that behavior is reciprocated "in-kind" in an eye for an eye exchange or that behavior tends to escalate or spiral over time, we develop a framework for negative reciprocity that considers NWB in terms of severity, activity, and target. This framework addresses (a) whether Party A's NWB is associated with behavior of a similar or greater level (i.e., activity and severity) from Party B; and (b) whether Party B's reciprocating behavior is directed back at Party A (i.e., direct) or transferred onto others (i.e., displaced). We meta-analytically test these relationships with 246 independent samples (N = 96,930) and find strongest support for relationships indicating that NWB from Party A is largely returned in-kind, followed closely by relationships indicative of escalation. We also found that as the frequency of Party A's NWB increases, so too does the frequency of reciprocity behavior of equal levels. Surprisingly, differences related to the target of the behavior as well as differences based on whether the data were cross-sectional or longitudinal were generally negligible. (PsycINFO Database Record (c) 2019 APA, all rights reserved).

Regulatory Focus and Conspiratorial Perceptions: The Importance of Personal Control.

We examine when and why people subscribe to conspiratorial beliefs, suggesting that promotion focus reduces conspiratorial perceptions by activating a sense of personal control. Study 1 established that individuals primed with promotion focus are less likely to perceive conspiracies than those in a baseline condition. However, individuals primed with prevention focus and those in a baseline condition did not differ in their levels of conspiratorial beliefs. Study 2 demonstrated that soldiers higher in promotion focus were less likely to endorse conspiracy theories because of their heightened sense of control; this relationship did not emerge for soldiers higher in prevention focus. Study 3 found that conspiratorial beliefs increased when individuals primed with promotion focus recalled personal control loss, whereas those primed with prevention focus were unaffected by personal control loss. Using measures and manipulations of regulatory focus and personal control, we establish when and why promotion focus reduces conspiracy theories.

When the customer is unethical: the explanatory role of employee emotional exhaustion onto work-family conflict, relationship conflict with coworkers, and job neglect.

We integrate deontological ethics (Folger, 1998, 2001; Kant, 1785/1948, 1797/1991) with conservation of resources theory (Hobfoll, 1989) to propose that an employee's repeated exposure to violations of moral principle can diminish the availability of resources to appropriately attend to other personal and work domains. In particular, we identify customer unethical behavior as a morally charged work demand that leads to a depletion of resources as captured by employee emotional exhaustion. In turn, emotionally exhausted employees experience higher levels of work-family conflict, relationship conflict with coworkers, and job neglect. Employee emotional exhaustion serves as the mediator between customer unethical behavior and such outcomes. To provide further evidence of a deontological effect, we demonstrate the unique effect of customer unethical behavior onto emotional exhaustion beyond perceptions of personal mistreatment and trait negative affectivity. In Study 1, we found support for our theoretical model using multisource field data from customer-service professionals across a variety of industries. In Study 2, we also found support for our theoretical model using multisource, longitudinal field data from service employees in a large government organization. Theoretical and practical implications are discussed. (PsycINFO Database Record (c) 2014 APA, all rights reserved).