The PCMT model of organizational support: Scale development and theoretical application.

The PCMT model of organizational support conceptualizes organizational support as consisting of four forms that differ in terms of their perceived target and ascribed motive. Across six studies (n = 1,853), we create and validate a psychometrically reliable scale that captures these four forms of organizational support, as well as offer a theoretical advancement to the organizational support literature. In particular, the first five studies involve content validation; assessment of factor analytic structure; tests of test-retest reliability and measurement invariance; and establishment of discriminant, convergent, and predictive validity. The final study involves deployment of the validated, 24-item scale in the field and illustrates that the four different forms of organizational support differentially predict the discrete dimensions of job burnout, the effects of which spillover and crossover into the home domain. This investigation thus offers both empirical and theoretical contributions. Empirically, we provide applied psychologists with an instrument for measuring the four forms of organizational support, enabling the emergence of new lines of research. Theoretically, we illustrate that the content and characteristics associated with the different forms of organizational support are important considerations as conceptual alignment between the type of organizational support perceived and the well-being outcome under study enhances the support's predictive validity. (PsycInfo Database Record (c) 2023 APA, all rights reserved).

What does it cost you to get there? The effects of emotional journeys on daily outcomes.

Scholarly understanding of emotions and emotion regulation rests on two incompatible truths-that positive emotions are positively beneficial and should be pursued, and that changing emotions may come at a cost. With both perspectives in mind, to really conclude that pursuing higher positive affect (PA) is a worthy journey, we must take into account the cost of that journey itself. We build from the affect shift literature and draw on self-regulation theories to argue that, although end-states characterized by more positive (and fewer negative) emotions will be beneficial, the emotional changes required to "get there" will have consequences for employee regulatory resources and subsequent behavior. In Study 1, we use experience sampling methodology to track employee emotional journeys-changes in emotions in terms of directionality (e.g., toward pleasure and away from pain) and distance (i.e., magnitude of change in terms of intensity changes within-emotions as well as magnitude of change in activation/valence level between emotions)-that capture the amount of emotion regulation preceding emotion end-states. Teasing apart variance attributable to the end-state versus the journey, we demonstrate that steeper daily PA trajectories (steeper increases in intensity of positive, activated emotions) and valence trajectories (steeper movement away from more negative emotions toward more positive emotions) lead to psychological depletion, ultimately triggering interpersonal counterproductive work behaviors and harming citizenship and performance. In Study 2, we test our core propositions in a lab experiment, demonstrating that different emotional journeys "leading up" to the same affective end-state can change the meaning of that end-state. (PsycInfo Database Record (c) 2022 APA, all rights reserved).

Daily engagement and productivity: The importance of the speed of engagement.

People often drag their feet getting started at work each morning, with a rather unclear sense of the implications on their daily productivity. Drawing on boundary transitions theory as a conceptual lens, we introduce and investigate the concept of the speed of engagement-the quickness with which an employee becomes focused and energized upon beginning work. We explore the productivity implications of this phenomenon, as well as the psychological processes people use to capitalize on a quick transition to work. Two experience sampling field studies-one of which featured a within-person field experiment testing the efficacy of two interventions we designed for use on employees' smartphones-support our theorizing. Our findings highlight the importance of the speed of engagement-over and above the level of engagement-for daily productivity levels. They also reveal that simple proactive steps to psychologically disengage from home or reattach to work increase the speed of engagement and lead to more productive days at work. (PsycInfo Database Record (c) 2022 APA, all rights reserved).

To and fro: The costs and benefits of power fluctuation throughout the day.

Power is a ubiquitous element of organizational relationships. Historically in the organizational and social sciences, power has most commonly been evaluated statically. Although this approach has been beneficial thus far, it may be inconsistent with the realities that most individuals face in organizations. Rather, we suggest that individuals' sense of power changes, even within a given day. Thus, we introduce the concept of power fluctuation to better explain the phenomenon that one's sense of power varies over time. We position power fluctuation as a form of micro role transition and draw from the social distance theory of power to posit that such fluctuation throughout the day has both positive and negative consequences. Specifically, we suggest that daily power fluctuation (day-to-day, within-person variance in power fluctuation) as well as general power fluctuation (person-to-person, between-person variance in power fluctuation) increase perspective taking and contribution to team performance, but those benefits come at an emotional cost (i.e., frustration and emotional exhaustion). The results of our multilevel experience sampling study of 845 matched-responses from 103 employee-coworker dyads largely support our predictions of the manifestation and consequences of power fluctuation. The implications of power fluctuation for theory and practice are discussed. (PsycInfo Database Record (c) 2020 APA, all rights reserved).

Meaningfulness misfit: Consequences of daily meaningful work needs-supplies incongruence for daily engagement.

There is a general consensus that meaningful work is a positive attribute-at a general level, it attracts people to jobs and motivates positive outcomes. Yet, at the same time that organizations are focusing their attention on providing employees with greater meaning, day-to-day engagement of employees has been trending downward. In this study, we challenge several prevailing assumptions in the literature to suggest that, even though meaningful work is generally a sought after and desirable characteristic in a job, employees' daily experiences with their work present a more complex picture. Based on the idea that employees' construals of their daily experiences are more granular than those associated with their overall experiences, we use a person-environment fit lens to explore the idea that mismatches between meaningful work received and meaningful work needed on a given day may lead to lower engagement, both in situations of deficiency and excess. Based on a daily within-person examination, we found that although meaningfulness positively influenced daily engagement through increased attentiveness, both too little and too much meaningful work was fatiguing, reducing engagement levels. Combined, these findings suggest that the relationship between meaningful work and engagement is somewhat different depending on whether it is considered between-persons or within-person. (PsycInfo Database Record (c) 2020 APA, all rights reserved).

Content validation guidelines: Evaluation criteria for definitional correspondence and definitional distinctiveness.

Several reviews have been critical of the degree to which scales in industrial/organizational psychology and organizational behavior adequately reflect the content of their construct. One potential reason for that circumstance is a tendency for scholars to focus less on content validation than on other validation methods (e.g., establishing reliability, performing convergent, discriminant, and criterion-related validation, and examining factor structure). We provide clear evaluation criteria for 2 commonly used content validation approaches: Anderson and Gerbing (1991) and Hinkin and Tracey (1999). To create those guidelines, we gathered all new scales introduced in Journal of Applied Psychology, Academy of Management Journal, Personnel Psychology, and Organizational Behavior and Human Decision Processes from 2010 to 2016. We then subjected those 112 scales to Anderson and Gerbing's (1991) and Hinkin and Tracey's (1999) approaches using 6,240 participants from Amazon's Mechanical Turk with detailed, transparent, and replicable instructions. For both approaches, our results provide evaluation criteria for definitional correspondence-the degree to which a scale's items correspond to the construct's definition-and definitional distinctiveness-the degree to which a scale's items correspond more to the construct's definition than to the definitions of other orbiting constructs. (PsycINFO Database Record (c) 2019 APA, all rights reserved).

Blend in or stand out? Interpersonal outcomes of managing concealable stigmas at work.

In the workplace, employees must choose what personal information they share with others. Employees with concealable stigmas (e.g., sexual orientation, mental illness, and certain religious beliefs) face the added pressure of having to carefully manage information about a potential social liability. Yet it remains unclear how managing a concealable stigma may influence colleagues' perceptions and reactions. Using theory about impression management and social cognition, we investigated how employees strategically manage information about their concealable stigmas and the impact of these behaviors on colleague reactions. Based on a multiple-time, multiple-source study of 196 employees, we compared 4 specific strategies for managing concealable stigmas: assimilating, decategorizing, integrating, and confirming. Consistent with our theorizing, these strategies had unique effects in how they influenced the treatment that an employee received from others. These findings have implications for research about stigmas, social cognition, and impression management, as well as for practices focused on creating diverse and supportive work environments. (PsycINFO Database Record (c) 2018 APA, all rights reserved).

Adding the "in" to justice: a qualitative and quantitative investigation of the differential effects of justice rule adherence and violation.

Although justice scholars often assume that individuals react to injustice in a manner that is distinct from their reactions to justice, few studies have examined this assumption. Indeed, the most widely utilized measures in the literature assess only the adherence to rules of justice--not their violation. We conducted 2 studies to build and test theory about differential reactions to justice and injustice. An inductive study revealed that reactions to the adherence to justice rules reflected different constructs than reactions to the violations of justice rules. In a follow-up field study, we derived hypotheses for those patterns by drawing on the negativity bias and regulatory focus literatures. Specifically, justice rule violation was predicted to be more relevant to prevention-laden outcomes that represent a high level of vigilance and concerns about safety. Justice rule adherence was predicted to be more relevant to promotion-laden outcomes that represent concerns about becoming the ideal self. The field study supported many of those predictions while showing that a full-range justice measure (i.e., one that sampled both justice rule adherence and justice rule violation) explained more variance in outcomes than existing "truncated" justice measures.

Hierarchical representations of the five-factor model of personality in predicting job performance: integrating three organizing frameworks with two theoretical perspectives.

Integrating 2 theoretical perspectives on predictor-criterion relationships, the present study developed and tested a hierarchical framework in which each five-factor model (FFM) personality trait comprises 2 DeYoung, Quilty, and Peterson (2007) facets, which in turn comprise 6 Costa and McCrae (1992) NEO facets. Both theoretical perspectives-the bandwidth-fidelity dilemma and construct correspondence-suggest that lower order traits would better predict facets of job performance (task performance and contextual performance). They differ, however, as to the relative merits of broad and narrow traits in predicting a broad criterion (overall job performance). We first meta-analyzed the relationship of the 30 NEO facets to overall job performance and its facets. Overall, 1,176 correlations from 410 independent samples (combined N = 406,029) were coded and meta-analyzed. We then formed the 10 DeYoung et al. facets from the NEO facets, and 5 broad traits from those facets. Overall, results provided support for the 6-2-1 framework in general and the importance of the NEO facets in particular.

Justice at the millennium, a decade later: a meta-analytic test of social exchange and affect-based perspectives.

Although a flurry of meta-analyses summarized the justice literature at the turn of the millennium, interest in the topic has surged in the decade since. In particular, the past decade has witnessed the rise of social exchange theory as the dominant lens for examining reactions to justice, and the emergence of affect as a complementary lens for understanding such reactions. The purpose of this meta-analytic review was to test direct, mediating, and moderating hypotheses that were inspired by those 2 perspectives, to gauge their adequacy as theoretical guides for justice research. Drawing on a review of 493 independent samples, our findings revealed a number of insights that were not included in prior meta-analyses. With respect to social exchange theory, our results revealed that the significant relationships between justice and both task performance and citizenship behavior were mediated by indicators of social exchange quality (trust, organizational commitment, perceived organizational support, and leader-member exchange), though such mediation was not apparent for counterproductive behavior. The strength of those relationships did not vary according to whether the focus of the justice matched the target of the performance behavior, contrary to popular assumptions in the literature, or according to whether justice was referenced to a specific event or a more general entity. With respect to affect, our results showed that justice-performance relationships were mediated by positive and negative affect, with the relevant affect dimension varying across justice and performance variables. Our discussion of these findings focuses on the merit in integrating the social exchange and affect lenses in future research.

Can "good" stressors spark "bad" behaviors? The mediating role of emotions in links of challenge and hindrance stressors with citizenship and counterproductive behaviors.

The authors combined affective events theory (H. M. Weiss & Cropanzano, 1996) and the transactional stress model (R. S. Lazarus & Folkman, 1984) to build and test a model specifying the dynamic, emotion-based relationships among challenge and hindrance stressors and citizenship and counterproductive behaviors. The study employed an experience sampling methodology. Results showed that challenge stressors had offsetting indirect links with citizenship behaviors through attentiveness and anxiety and a positive indirect effect on counterproductive behaviors through anxiety. Hindrance stressors had a negative indirect effect on citizenship behaviors through anxiety and a positive indirect effect on counterproductive behaviors through anxiety and anger. Finally, multilevel moderating effects showed that the relationship between hindrance stressors and anger varied according to employees' levels of neuroticism.

Looking ahead in times of uncertainty: the role of anticipatory justice in an organizational change context.

Our study drew on past theorizing on anticipatory justice (D. L. Shapiro & B. L. Kirkman, 2001) and fairness heuristic theory (K. Van den Bos, E. A. Lind, & H. A. M. Wilke, 2001) to build and test a model of employee reactions to a smoking ban. The results of a longitudinal study in a hospital showed that employee levels of preban anticipatory justice were predicted by their global sense of their supervisor's fairness. The combination of anticipatory justice and global supervisory fairness then predicted the experienced justice of the ban 3 months after its implementation, with the effects of the 2 predictors dependent on perceptions of uncertainty and outcome favorability regarding the ban. Finally, experienced (interpersonal) justice predicted significant other ratings of employee support for the ban.