Browsing by Subject "Industrial-Organizational track"

Now showing 1 - 20 of 27
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    Abusive Supervision and Burnout: The Moderating Role of Subordinates’ Neuroticism and Time Spent with the Supervisors
    (2020-05) Yu, Jie
    Drawing on Conservation of Resources theory (COR. Hobfoll, 1989), the purpose of this study was to further our understanding of the relationship between abusive supervision and burnout by testing the moderating effects of subordinates' neuroticism and time spent with the supervisor. Data collected from two samples showed that there was a positive and significant relationship between abusive supervision and burnout. When considering only the primary moderator, subordinates' neuroticism, on the relationship abusive supervision and burnout, the perception of abusive supervision on burnout was not influenced by any level of subordinates' neuroticism. When considering the primary moderator (subordinates' neuroticism) and secondary moderator (time spent with the supervisor) on the relationship between abusive supervision and burnout, results from Sample 2 only found a significant three-way interaction between abusive supervision, subordinates' neuroticism, and time spent with supervision that was operationalized as time spent interacting with the supervisor in hours per week. Specifically, the positive relationship between abusive supervision and burnout was strongest when subordinates were high neuroticism and they interacted with their supervisor for more than 9.45 hours a week. Practical implications, limitations and future directions are discussed.
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    Do Explanations Matter? The Hiring of Ex-offenders
    (2024-06-19) Manning, Josieann J
    Many employers are disinclined to hire applicants who have committed a crime due to the belief that they will commit another offense in the future. In order to screen out those with prior offenses, employers may use criminal background checks. After such background checks are conducted, applicants may be given the opportunity to explain the circumstances behind their criminal offenses to their employer, should they have one. However, little is known about how such explanations affect how the applicant is evaluated by the employer. This study aimed to assess whether the type of explanation offered by an ex-offender with a felony conviction will increase their likelihood of being hired by the organization. A total of 413 participants were recruited to participate in this study. Results revealed that the type of felon a person had (nonviolent versus violent) had no impact on their favorability rating by the participant. Furthermore, the type of explanation provided by the job applicant (none, self-explanation, court documentation, or both) also had no impact on the way that the participant perceived the ex-offender. Results of this study did reveal that the hiring decision-maker’s belief set did have an impact on how they perceived the job applicant. Participants who had an incremental theorist belief set (growth mindset) perceived the job applicant more favorably than participants with an entity theorist belief set (fixed mindset). These findings indicate that providing an explanation has no impact on whether the ex-offender may be hired by an organization.
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    The Effects of Feedback-Seeking Behavior and Difficult Goals on Task Performance and Task-Induced Stress
    (2019-11) Dougherty, Jean E
    The current study evaluated the interactive effects of the opportunity to seek real-time performance feedback in combination with difficult performance goals on feedbackseeking behavior (FSB), task performance, and task-induced stress. Though feedback seeking and challenging, yet attainable (i.e., difficult) goals have been associated with increased performance, little empirical evidence exists to support a causal relationship between FSB and employee performance (Anseel, Beatty, Shen, Lievens, & Sackett, 2013) or between FSB coupled with difficult goals and task performance (VandeWalle & Cummings, 1997). The study examined FSB, task performance, and task-induced stress when student participants completed a medical transcription data-entry task under four conditions: a) opportunity to seek feedback with no goal present, b) opportunity to seek feedback with a difficult goal present, c) no opportunity to seek feedback with no goal present, and d) no opportunity to seek feedback with a difficult goal present. Results indicated that the presence of a difficult goal significantly increased task performance. However, individuals who were given the opportunity to seek feedback and who were assigned a difficult goal did not perform significantly differently on the data-entry task than those in the other experimental conditions. Findings from the present study extend previous FSB and goal literature by exploring the unique impact of direct inquiry feedback seeking on performance. Specifically, organizations should continue to use difficult, yet attainable goals to increase employee performance. However, more research is required to understand the effects of FSB on performance in an organization.
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    Effects of Framing and Timing of Realistic Job Previews
    (2016-05) Ward, Michael P; Luong, Alexandra
    This study examined the effects of message framing and timing of the message delivery in the hiring process. Framing of the realistic job preview (RJP) message to participants was manipulated to randomly assign them to receive a positively-framed RJP or a negatively-framed RJP. Timing of the RJP delivery was randomly assigned by having participants imagine they either received the RJP right after submitting an application ("early") or after several selection hurdles have been completed ("late"). Participants were then asked to complete an electronic survey that measured their intent to proceed in the hiring process, applicant expectations, and feeling of informational justice. A need for cognition measure was also included for analysis as a potential covariate. Several theoretical and practical implications are also discussed.
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    Effects of Working at Home During COVID-19 on Sedentary Behavior, Use of Strategies to Decrease Sedentary Behavior, and Perceived Work Performance
    (2021-06) Huntley, David
    The global pandemic caused by COVID-19 affected millions of workers in the United States and worldwide. Notably, many employees who previously worked in office buildings quickly shifted to working from their homes. The full effects of this new work context on employee sedentary behavior and performance are unknown. This study attempted to gain insight through surveying employees who continued to work from home. One hundred and ninety-six participants self-reported the amount of sedentary and non-sedentary activity in which they engaged during the workday, along with self-ratings of work performance, both before and during the COVID-19 pandemic. Minutes spent sitting (MPre = 419; MDuring = 403.9), standing (MPre = 61.9; MDuring = 37), and walking (MPre = 45.4; MDuring = 28.1) decreased; results show that participants engaged in more sedentary and less non-sedentary behavior. Self-rated performance decreased 5% (MPre = 8.13; MDuring = 7.62). Results also showed a weak positive association between standing and performance (τb = .169, p = .006) and a medium positive association between walking and performance (τb = .254, p = .001), suggesting those who were less sedentary while working from home performed better. The implications of these results are that employees who are more sedentary while working from home may be less productive and less healthy. Organizations should take steps to increase the amount of standing and walking that their employees engage in throughout the workday for employees who continue to work remotely.
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    Evaluating the Effects of a Job Crafting Intervention on Employee Work-Life Balance
    (2020) DeLongchamp, Amanda C
    In 2019, the Society for Industrial and Organizational Psychology identified work-life balance interventions as one of the top 10 workplace trends (SIOP Administrative Office, 2019). No known research has been conducted using job crafting as an intervention to improve work-life balance. As a result, the current project seeks to contribute to scientific literature in producing additional findings about how job crafting may benefit employee work-life balance. The importance of supportive supervisory behaviors was also analyzed as it has been shown to encourage employee utilization of job crafting (e.g., Kim & Beehr, 2018; Wang et al., 2016) and improve perceptions of work-life balance (e.g., Hammer et al., 2009; McMullan et al., 2018). A quasi-experimental design was conducted to assess the effectiveness of the Crafting Work-Life Balance intervention on improving work-life balance among healthcare professionals. The intervention included general education about work-life balance, job crafting, goal-setting to identify specific job crafting actions, and accountability. Perceptions of work-life balance were hypothesized to improve with increased levels of job crafting following the intervention. Supportive leader behaviors of work-life balance were also expected to have a positive relationship with job crafting efforts to improve of work-life balance. Findings from the present study did not support the expected relationship between job crafting and work-life balance. However, these findings support the need for further research on the causal relationship between job crafting interventions and work-life balance. Until then, practitioners should be cautious when using job crafting to directly improve work-life balance.
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    Examining the Relationship Between Psychological Ownership and Knowledge Sharing
    (2018-06) Kohn, Harry L
    The purpose of this study was to understand psychological underpinnings that impede knowledge sharing. The relationships between psychological ownership (PO) and knowledge sharing intention and behavior were examined using a sample of university professors. Multiple regression analysis yielded a significant relationship between PO and knowledge sharing intention but not behavior. Employee attitudes were examined as moderators of this relationship; results showed job satisfaction moderated the relationship between PO and knowledge sharing.
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    Examining the Relationship Between Work Demands and Burnout During COVID-19 and the Moderating Effects of Professional Social Support and Psychological Flexibility
    (2021-07) Jay, Georgia M
    Employees in the field of applied behavior analysis (ABA) are at high risk of feeling exhausted and disengaged, which are manifestations of burnout (e.g., Plantiveau et al., 2018; Slowiak & DeLongchamp, 2021). The thoughts or plans to leave one’s place of employment, known as turnover intentions, are among many negative outcomes of burnout. Turnover is a major concern in human service organizations, partially due to the costs associated with hiring and training new practitioners (Lee et al., 2018). The current study examined the relationship between work demands and burnout for ABA practitioners during the COVID-19 pandemic and whether supervisor support, coworker support, and psychological flexibility weaken that relationship. In a sample of 298 ABA practitioners, 87.25% reported moderate to high levels of burnout, which was positively associated with work demands. While supervisor support, coworker support, and psychological flexibility are predictors of burnout, moderation analyses revealed that they do not moderate the relationship between work demands and burnout. Results of this study contribute to the literature by providing a pre/during pandemic comparison of job burnout among ABA practitioners. Findings can inform the creation of interventions that help address burnout among this population.
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    Fairness Perceptions and Reciprocity of Backup Behavior and the Effects on Individual Perceptions of Team Viability, Team Cohesion, and Self-efficacy
    (2021-06) Lindgren-Lasser, Rebecca J
    Backup behavior is a team process whereby one member of the team provides assistance to another member in order to help that individual accomplish their assigned tasks. This shift in effort by the assisting team member is a critical factor in achieving team effectiveness during periods of high workload or pressure. Although previous studies on backup behavior have shown a positive relationship between backup behavior and team productivity, prior research has not examined whether there may be costs to perceptions of the individual who engages in backup behaviors, to the extent that providing assistance increases individual workload and perceptions of inequity. The current study examined the influence of reciprocity on the individual’s perceptions of team viability, team cohesion and self-efficacy. Non-reciprocal backup behavior negatively affected the individuals’ perception of team cohesion and viability. However, non-reciprocal backup behavior did not demonstrate a significant effect on self-efficacy.
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    Females Leading Like Males: When Agentic Female Leaders Perceive Sex-Based Mistreatment
    (2019) Gauer, Maggie A
    Previous studies show that when female leaders display agentic, or stereotypically masculine, traits (e.g., independence, assertiveness) which are associated with successful leadership, they are perceived to be missing stereotypically feminine traits such as warmth and compassion. This leads to lower social ratings of agentic female leaders. This study assesses the relationship between female agency and perceived sex-based mistreatment by females who hold leadership positions. It also measures whether their stigma consciousness moderates this relationship. Further, it assesses whether leadership level interacts with stigma consciousness to result in more perceived sex-based mistreatment for lower-level leaders than upper-level. Although previous research has probed into the social ratings of agentic females, there is a lack of research on factors that may influence the relationship between agentic female leaders and perceived workplace mistreatment.
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    The Impact of Gender Emotional Display Stereotypes on Leader Evaluations
    (2022-05) Theisen, Claire M
    The present study tested the hypothesis that gender and emotional display (anger, sadness, or neutrality) affect how leaders are perceived. Participants watched a Zoom meeting clip that demonstrated an emotional message from a male or female leader. Then, participants rated the extent to which they found the leader likable, respectable, and effective. A 2 x 3 multivariate analysis of variance (MANOVA) revealed statistically significant leader emotional display effects. The MANOVA also revealed a statistically significant interaction between gender and emotional display, such that male leaders who expressed anger received higher ratings than female leaders who expressed anger, while female leaders who expressed sadness received higher ratings than male leaders who expressed sadness. The practical and theoretical implications of these findings are discussed.
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    The Influence of Feedback Statement Sequence and a Challenging Goal on Task Performance
    (2016-05) Lakowske, Areanna M
    The purpose of the present study was to examine the use of combined positive and corrective feedback statements to improve performance in the presence of a challenging “stretch” goal. A within-subjects design was used to expose participants to four feedback statement sequences: (1) no feedback, (2) PCP (positive, corrective, positive), (3) CPP (corrective, positive, positive), and (4) PPC (positive, positive, corrective). Providing participants with a combination of positive and corrective feedback statements, regardless of sequence, was hypothesized to lead to higher task performance than not providing feedback. In addition, although PCP (i.e., the feedback “sandwich”) is the most well known feedback statement sequence, no differences among the variations of statement sequencing were hypothesized. Ad hoc analyses were conducted to examine the most preferred feedback statement sequence and type of feedback (positive or corrective), as well as the influence that core self-evaluation, job satisfaction, goal commitment, and stress on performance. Results revealed that (1) task performance was higher (overall) when feedback was provided versus when no feedback was provided and (2) statistically significant difference in task performance did not exist across the three feedback statement sequences. Despite no differential effects on performance, 47% of participants identified the session during which they received the CPP feedback statement sequence as their most preferred. Further, 53% of participants self-reported they preferred positive feedback, while 25% preferred corrective feedback. Individual preferences for feedback statement sequences support the need for open communication between the feedback receiver and provider to increase task performance.
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    Intervening when Ostracism Occurs: Individual Differences and Psychological Safety as Predictors
    (2020-03) Brown, Lauren A
    Previous research shows a multitude of negative workplace outcomes associated with ostracism. Research indicates that bystander intervention can play a role in reducing ostracism in the workplace, but there is a dearth of studies focusing specifically on intervening in response to ostracism. Furthermore, there is a lack of information regarding the factors that are most likely to predict intervening within the context of workplace ostracism. This study assessed the influence of contextual factors (i.e., psychological safety) and individual difference factors (i.e., empathy, personality, and gender) on individuals' willingness to intervene when coworker ostracism is observed. Three hierarchical multiple regressions were used to analyze data. The first regression contained high-level intervening as the outcome variable, the second contained low-level intervening as the outcome variable, and the third used overall intervening as the outcome variable. Results indicated that previous experiences of ostracism, a control variable, was the most predictive of intervening, followed by extraversion. Individuals who had more experiences with ostracism or who were higher in extraversion were significantly more likely to intervene. Individuals higher in neuroticism were significantly less likely to engage in high-level intervening, but it was not significantly related to low-level or overall intervening. All other hypothesized relationships were not supported. The results have implications for organizations and future research on workplace ostracism.
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    Job Decision Latitude and Job Burnout: A Moderated Mediation Model of Work Ability and Job Crafting
    (2023-04) Cole, Jessica L
    Job burnout is an occupational syndrome that has been widely researched; however, research considering employees’ varied work ability levels is sparse (Bakker & Demerouti, 2017). Job demands-resources (JD-R) theory (Bakker & Demerouti, 2007) was used as a framework to evaluate whether work ability moderated the mediating effect of job crafting on the relationship between job decision latitude and job burnout among a sample of working U.S. adults with varied levels of work ability. A convenience sample of 2,056 adults who responded to a recruitment message participated in this study. Participants completed an online survey that included sociodemographic and job-related items, as well as measures to evaluate levels of job decision latitude, work ability, job crafting, and job burnout. Results showed that job decision latitude had a significant predictive effect on job crafting and job burnout; job crafting played a mediating role in the relationship between job decision latitude and job burnout; work ability played a moderating role in the relationship between job decision latitude and job crafting, as well as the relationship between job decision latitude and job burnout. These findings add to research on the relationship between job decision latitude and job burnout and provide ideas for organizational members to better support employees with lowered work ability due to chronic disease and health conditions to reduce job burnout.
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    Job Hopping Motives: An Extension of the Unfolding Model of Voluntary Employee Turnover
    (2016-05) Shrift, Alison G
    Job hopping motives were compared to the components of the unfolding model of voluntary turnover (Lee & Mitchell, 1994). The advancement and escape job hopping motives of 708 people were examined, and incorporated into the current model paths. Image violation was related to advancement motives but unrelated to escape motives (r = -.13, p < .01). Scripts were related to escape motives but not related to advancement motives (r = .18, p < .01). Six scales were created based on questions used by Lee and Mitchell (1994) in the creation of the model. Prediction of future quitting intentions (R2 = .086, R Square Change = .035, F Change = 13.440, Sig. F Change = .000), and past quitting behaviors (R2 = .066, R Square Change = .017, F Change = 6.375, Sig. F Change = .002) was improved using the original model components and job hopping motives. Two additional paths were proposed to describe advancement and escape job hopping profiles. Structural equation modeling was used to compare path fit compared to participants with high and low job hopping motives. Further research is needed to better understand how job hoppers fit into traditional turnover models.
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    Leader Behavior Preferences: A Study of Gender, Gender Role, and Personality
    (2022-07) Westerberg, Bethany A
    Implicit Leadership Theory (ILT) states that each person has an image in their head of a leader and interprets whether people are leaders based on how well they match this image (Lord et al., 2020). Past research suggests that a person’s gender and personality can affect their view of leadership (Keller, 1999; Lord et al., 2020). However, currently there is little research on the effect personality type, gender, and gender role have on preferences for leaders with initiating structure behaviors versus consideration behaviors. To address this gap, this study recruited 394 participants through Amazon’s Mechanical Turk and asked them questions about their personality, gender, gender role, and the leader behaviors they desire and prefer in a leader. Three multiple linear regressions were run on the data collected, one with a dependent variable of initiating structure, one with a dependent variable of consideration, and one with the forced choice dependent variable. Results showed that participants high in introversion, high in conscientiousness, high in masculinity, and high in femininity each desired and/or preferred initiating structure behaviors in a leader. Meanwhile, it was also found that women, participants high in agreeableness, high in conscientiousness, high in neuroticism, high in openness to experience, low in masculinity, and high in femininity each desired and/or preferred consideration behaviors in a leader.
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    Perceptions of Applicants Who Deceive: Does Physical Attractiveness Matter?
    (2022-05) Burditt, Jay
    Impression management is a broad term that describes multiple tactics used by job applicants to influence how they are perceived by employers. These evaluations may also be affected by factors such as the applicant's physical attractiveness or hiring managers' personality characteristics. While past research has shown that engaging in impression management and possessing attractive facial features garner more positive evaluations, the two variables have not been explored together. To address this gap in the literature, our study utilized a betweensubjects design in which 129 participants evaluated three job applicants, using LinkedIn profiles, on their recommendation to be interviewed, along with their perceived competence and integrity. Results show that detected deceptions negatively impacted the deceptive individual in terms how they are perceived and whether they would be recommended for an interview; however, physical attractiveness of the applicant had no effect on decision-maker judgements. Furthermore, when deception occurred, decision-maker agreeableness negatively impacted interview decisions, competence, and integrity ratings of the deceptive job applicant.
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