How are newcomer proactive behaviors received by leaders and peers? A relational perspective.

Although most studies have shown that newcomers benefit from proactive behaviors, these behaviors are not always viewed positively by colleagues, resulting in negative consequences for newcomers. Drawing on uncertainty reduction and social cognitive theories, we contend that newcomer proactive behaviors are viewed positively by competent leaders and peers but negatively by those with low competence. Further, we argue that newcomer proactive behaviors impact leader and peer threat perceptions, affecting subsequent workplace relationships, which in turn influence newcomer voluntary turnover. We empirically test our hypotheses in a three-time multisource study, utilizing a sample of 377 newcomers, 132 leaders, and 721 peers. Supporting our hypotheses, when leaders and peers are less competent, newcomer proactive behaviors, through impacting leader and peer threat perceptions, result in lower quality relationships with leaders and peers. These cascading effects positively correlate with newcomer voluntary turnover. Conversely, opposite effects arise for more competent leaders and peers. Implications of how newcomer proactive behaviors impact workplace relationships and turnover are discussed. (PsycInfo Database Record (c) 2024 APA, all rights reserved).

An Experience Sampling Analysis of the Impact of Video Monitoring Technology and In-Person Sitters on Nurse Burnout: The Moderating Effect of Nurse Commitment and Mediating Effect of Emotional Labor.

BACKGROUND: While it is established that video monitoring technology (compared with the use of in-person sitters) is a safe and cost-effective solution for hospitals, little is known about the impact of these approaches on nurses' stress and well-being. PURPOSE: To compare the use of video monitoring technology and in-person sitters (likely a resource reallocated from nurses) for monitoring patients on nurses' emotional labor and burnout. METHOD: An experience sampling method was conducted by surveying nurses twice a day for 3 weeks, resulting in 524 survey administrations provided by 74 nurses. The surveys included measures of daily video monitoring technology and in-person sitter use, emotional labor, emotional exhaustion, and nurse career commitment. FINDINGS: There were positive effects from video monitoring technology and negative effects of in-person sitters on emotional labor and emotional exhaustion, particularly for nurses lower in commitment. DISCUSSION: Hospital adoption of video monitoring technology has a positive impact on nurses compared with in-person sitter use.

The cost of managing impressions for Black employees: An expectancy violation theory perspective.

This study identifies a unique bias faced by Black employees which makes it challenging for this group to manage their professional image. Integrating research on racial backlash, image management, and expectancy violation theory, we argue that self-promotion by Black employees will result in detrimental outcomes for this group compared to White, Hispanic, and Asian employees. Due to negative racial stereotypes related to their job competence, we hypothesize that self-promotion by Black employees will be viewed by their White managers as a violation of stereotypically appropriate behavior and will result in a backlash in the form of lower job-related outcomes. We propose that the process by which these effects occur is through manager assessments of their employees on agentic and communal traits. Our hypothesized model was tested with a stratified sample of manager-employee dyads of a large financial institution. Results indicated that self-promotion by Black employees was associated with lower job performance and person-organization fit ratings, as well as fewer idiosyncratic deals with their immediate managers compared to White, Hispanic, and Asian employees. Implications of the divergent consequences of self-promotion for Black employees relative to other racial groups are discussed. (PsycInfo Database Record (c) 2023 APA, all rights reserved).

Does manager servant leadership lead to follower serving behaviors? It depends on follower self-interest.

One distinguishing feature of servant leadership is the proposition that servant leaders develop followers who also engage in serving behaviors. Drawing upon social learning theory, we argue that follower dispositional self-interest is a boundary condition affecting the transference of manager servant leadership to follower engagement in serving behaviors, and that follower serving self-efficacy is the underlying psychological mechanism. In a laboratory experiment (Study 1), we manipulated manager servant leadership and found support for the hypothesis that the positive relationship between manager servant leadership and follower serving behaviors is significantly enhanced for participants high in self-interest. The serving behaviors of participants low in self-interest was not affected by the degree to which the manager practiced servant leadership. In a field study (Study 2) with a sample representing 10 diverse organizations in Singapore, we replicated the findings. In another laboratory experiment (Study 3), we demonstrated that follower serving self-efficacy mediated the interactional effect found in the first two studies, supporting the social learning account for the transference of manager servant leadership to follower serving behaviors. Taken together, converging results from these three studies demonstrate that servant leaders are capable of bringing out serving behaviors especially among followers with a strong focus on their own self-interest. (PsycInfo Database Record (c) 2021 APA, all rights reserved).

Antecedents and outcomes of organizational support for development: the critical role of career opportunities.

This study examines antecedents and behavioral outcomes of employees' perceptions of organizational support for development. We first propose that employees' past participation in formal developmental activities and experience with developmental relationships positively relate to their perceptions of organizational support for development. We then propose that perceived career opportunity within the organization moderates the relationship between organizational support for development and employee performance and turnover. Using a sample of 264 exempt-level employees and their supervisors, we found that participation in training classes, leader-member exchange, and career mentoring were each positively related to employees' perceptions of organizational support for development. We also found support for the moderator hypotheses. Specifically, development support positively related to job performance, but only when perceived career opportunity within the organization was high. Further, development support was associated with reduced voluntary turnover when perceived career opportunity was high, but it was associated with increased turnover when perceived career opportunity was low. Our study demonstrates that social exchange and career motivation theory work together to explain when and how employees' perceptions of organizational support for development relate to turnover and job performance.

Leader--member exchange, differentiation, and psychological contract fulfillment: a multilevel examination.

Prior integrations of the leader-member exchange (LMX) and psychological contract literatures have not clarified how within-group LMX differentiation influences employees' attitudes and behaviors in the employment relationship. Therefore, using a sample of 278 members and managers of 31 intact work groups at 4 manufacturing plants, the authors examined how LMX operating at the within-group level (relative LMX, or RLMX) and the group level influenced perceptions of psychological contract fulfillment and employee-level outcomes. Controlling for individual-level perceptions of LMX quality, results indicated a positive relationship between RLMX and fulfillment, which was strengthened as group-level variability in LMX quality increased. Perceptions of fulfillment mediated the relationship between RLMX and performance and sportsmanship behaviors. The importance of conceptualizing LMX as simultaneously operating at multiple levels is highlighted.

A longitudinal study of the moderating role of extraversion: leader-member exchange, performance, and turnover during new executive development.

Identifying factors that help or hinder new executives in "getting up to speed" quickly and remaining with an organization is vital to maximizing the effectiveness of executive development. The current study extends past research by examining extraversion as a moderator of relationships between leader-member exchange (LMX) and performance, turnover intentions, and actual turnover for an executive sample. The sample consisted of 116 new executives who were surveyed prior to starting their employment and at 3 months postentry. A total of 67 senior executives rated these new executives in terms of overall performance at 6 months postentry. Turnover data were gathered from company records 3 1/2 years later. Hierarchical regression results showed that LMX was not related to performance or turnover intentions for those high in extraversion; but for individuals low in extraversion, there was a relation between LMX, performance, and turnover intentions. Furthermore, survival analyses showed that LMX was only related to turnover-hazard rate for individuals low in extraversion.

The role of job security in understanding the relationship between employees' perceptions of temporary workers and employees' performance.

On the basis of psychological contract and social cognition theories, the authors explored the role of full-time employees' perceived job security in explaining their reactions to the use of temporary workers by using a sample of 149 full-time employees who worked with temporaries. As hypothesized, employees' perceived job security negatively related to their perceptions that temporaries pose a threat to their jobs, but it did not relate to their perceptions that temporaries are beneficial. Furthermore, employees' job security moderated the relationships between benefit and threat perceptions and supervisor ratings of job performance. For those with high job security, there was a positive relationship between benefit perceptions and performance. For those with low job security, there was a negative relationship between threat perceptions and performance.

The role of fair treatment and rewards in perceptions of organizational support and leader-member exchange.

This study examined a model of the antecedents and consequences of perceived organizational support (POS) and leader-member exchange (LMX). It was predicted that organizational justice (procedural and distributive justice) and organizational practices that provide recognition to the employee (feelings of inclusion and recognition from upper management) would influence POS. For LMX, it was predicted that leader reward (distributive justice and contingent rewards) and punishment behavior would be important antecedents. Results based on a sample of 211 employee-supervisor dyads indicated that organizational justice, inclusion, and recognition were related to POS and contingent rewards were related to LMX. In terms of consequences, POS was related to employee commitment and organizational citizenship behavior, whereas LMX predicted performance ratings.