Stress and counterproductive work behavior: multiple relationships between demands, control, and soldier indiscipline over time.

Cognitive Resource Theory (CRT) suggests that under high levels of stress, employees are more prone to committing indiscipline. As few studies have examined this relationship over time, the authors conducted a six-wave longitudinal study examining the relationship of soldiers' indiscipline with work demands and control. The study included archival data collected quarterly over 2 years from 1,701 soldiers representing 10 units in garrison (Germany and Italy), in training rotations (Grafenwoehr, Germany), and on peacekeeping deployments (Kosovo, Kuwait). No main effects were found for work overload, and the findings for the moderating effects of control were contradictory. Within each time point, as work overload increased, soldiers who felt less control committed more indiscipline, supporting CRT. Over time, however, as work overload increased, soldiers who perceived less control 6 months earlier committed less indiscipline. Additionally, the authors found reverse causal effects for control such that prior perceptions of a lack of control were associated with indiscipline and prior incidents of indiscipline with less control.

Newcomer adjustment during organizational socialization: a meta-analytic review of antecedents, outcomes, and methods.

The authors tested a model of antecedents and outcomes of newcomer adjustment using 70 unique samples of newcomers with meta-analytic and path modeling techniques. Specifically, they proposed and tested a model in which adjustment (role clarity, self-efficacy, and social acceptance) mediated the effects of organizational socialization tactics and information seeking on socialization outcomes (job satisfaction, organizational commitment, job performance, intentions to remain, and turnover). The results generally supported this model. In addition, the authors examined the moderating effects of methodology on these relationships by coding for 3 methodological issues: data collection type (longitudinal vs. cross-sectional), sample characteristics (school-to-work vs. work-to-work transitions), and measurement of the antecedents (facet vs. composite measurement). Discussion focuses on the implications of the findings and suggestions for future research.

Performance differences among four organizational commitment profiles.

The authors drew from prior research on organizational commitment and from configural organizational theory to propose a framework of affective and continuance commitment profiles. Using cluster analyses, the authors obtained evidence for 4 of these profiles in an energy industry sample (N=970) and a sample of 345 employed college students. The authors labeled the clusters: allied (i.e., moderate affective and continuance commitment), free agents (moderate continuance commitment and low affective commitment), devoted (high affective and continuance commitment), and complacent (moderate affective and low continuance commitment). Using a subset of the employed student sample (n=148), the authors also found that the free agents received significantly poorer supervisor ratings of performance, organizational citizenship behavior, and antisocial behavior than any other group.

The multilevel effects of occupational stressors on soldiers' well-being, organizational attachment, and readiness.

The U.S. Army typifies the stressful nature of many contemporary work settings, as soldiers face a climate of increasing work demands coupled with declining resources. The authors used social identity theory to propose hypotheses regarding contextual and cross-level effects of shared stressors on individual outcomes critical to the functioning of military units (well-being, attachment, readiness). Although the authors found weak support for direct effects of shared stressors on individual outcomes, they found several compelling moderating effects for shared stressors on person-level stressor-outcome relationships. For most effects, shared stressors intensified the effects of person-level stressors on morale, commitment, and depression. However, some shared stressors exerted counterintuitive effects on stressor-outcome relationships. Implications for research and military personnel management are discussed.