Rising to the challenge: Deep acting is more beneficial when tasks are appraised as challenging.

Cumulative research indicates that deep acting has a nonsignificant relationship with employee exhaustion, despite arguments that deep acting can be beneficial. To illuminate when deep acting leads to more positive employee outcomes, we draw on the resource conservation perspective to propose a within-individual model of deep acting that focuses on service employees' daily fluctuation of emotional labor and emotional exhaustion. Specifically, we propose that the ongoing experience of felt challenge is a within-person boundary condition that moderates deep acting's relationship with emotional exhaustion, and model emotional exhaustion as a mediating mechanism that subsequently predicts momentary job satisfaction and daily customer conflict handling. Using an experience sampling design, we collected data from 84 service employees over a 3-week period. Deep acting was less emotionally exhausting for service providers when they saw their tasks as more challenging. Furthermore, emotional exhaustion mediated the deep acting by felt challenge interaction effect on momentary job satisfaction and daily customer conflict handling. The findings contribute to a better understanding of the deep acting experience at work, while highlighting customer conflict handling as a key behavioral outcome of emotional labor.

Ideology and gender: observers' system justification and targets' gender as interactive predictors of citizenship expectations.

We integrate system justification and social role theory to explain how observers' system justification and target employees' gender interact to predict observers' expectations of targets' sportsmanship citizenship behaviors. In contrast with social role theory predictions, observers did not expect greater levels of sportsmanship from women compared to men. Yet observers expected more sportsmanship from women (a) when observers were ideologically motivated by gender-specific beliefs (gender-specific system justification; Study 1) and (b) when system justification was cued experimentally (Study 2). A heretofore-unexamined aspect, observers' ideology, modifies their expectations of sportsmanship citizenship across target genders. This has implications for system justification, social role, and organizational citizenship theoretical perspectives.

The five-factor model of personality traits and organizational citizenship behaviors: a meta-analysis.

Using meta-analytic tests based on 87 statistically independent samples, we investigated the relationships between the five-factor model (FFM) of personality traits and organizational citizenship behaviors in both the aggregate and specific forms, including individual-directed, organization-directed, and change-oriented citizenship. We found that Emotional Stability, Extraversion, and Openness/Intellect have incremental validity for citizenship over and above Conscientiousness and Agreeableness, 2 well-established FFM predictors of citizenship. In addition, FFM personality traits predict citizenship over and above job satisfaction. Finally, we compared the effect sizes obtained in the current meta-analysis with the comparable effect sizes predicting task performance from previous meta-analyses. As a result, we found that Conscientiousness, Emotional Stability, and Extraversion have similar magnitudes of relationships with citizenship and task performance, whereas Openness and Agreeableness have stronger relationships with citizenship than with task performance. This lends some support to the idea that personality traits are (slightly) more important determinants of citizenship than of task performance. We conclude with proposed directions for future research on the relationships between FFM personality traits and specific forms of citizenship, based on the current findings.

Do peers make the place? Conceptual synthesis and meta-analysis of coworker effects on perceptions, attitudes, OCBs, and performance.

The authors propose that broad aspects of lateral relationships, conceptualized as coworker support and coworker antagonism, are linked to important individual employee outcomes (role perceptions, work attitudes, withdrawal, and effectiveness) in a framework that synthesizes several theoretical predictions. From meta-analytic tests based on 161 independent samples and 77,954 employees, the authors find support for most of the proposed linkages. Alternative explanations are ruled out, as results hold when controlling for leader influences and mediation processes. The authors also observe differential strengths of coworker influence based on its valence, content, and severity, and on the social intensity of the task environment. The authors conclude with a call for more comprehensive, complex theory and investigation of coworker influences as part of the social environment at work.

Quitting before leaving: the mediating effects of psychological attachment and detachment on voice.

This research advances understanding of the psychological mechanisms that encourage or dissuade upward, improvement-oriented voice. The authors describe how the loyalty and exit concepts from A. O. Hirschman's (1970) seminal framework reflect an employee's psychological attachment to or detachment from the organization, respectively, and they argue that psychological attachment and detachment should not be considered as separate, alternative options to voice but rather as influences on voice behavior. Findings from 499 managers in the restaurant industry show that psychological detachment (measured as intention to leave) is significantly related to voice and mediates relationships between perceptions of leadership (leader-member exchange and abusive supervision) and voice, whereas psychological attachment (measured as affective commitment) is neither a direct predictor of voice nor a mediator of leadership-voice relationships.