Reciprocity and Incentive Pay in the Workplace

We study optimal incentive contracts for workers who are reciprocal to management attention. When neither worker's effort nor manager's attention can be contracted, a double moral-hazard problem arises, implying that reciprocal workers should be given weak financial incentives. In a multiple-agent setting, this problem can be resolved using promotion incentives. We test these predictions using German Socio-Economic Panel data. We find that workers who are more reciprocal are significantly more likely to receive promotion incentives, while there is no such relation for individual bonus pay

Moderation in management research: What, why, when and how.

Many theories in management, psychology, and other disciplines rely on moderating variables: those which affect the strength or nature of the relationship between two other variables. Despite the near-ubiquitous nature of such effects, the methods for testing and interpreting them are not always well understood. This article introduces the concept of moderation and describes how moderator effects are tested and interpreted for a series of model types, beginning with straightforward two-way interactions with Normal outcomes, moving to three-way and curvilinear interactions, and then to models with non-Normal outcomes including binary logistic regression and Poisson regression. In particular, methods of interpreting and probing these latter model types, such as simple slope analysis and slope difference tests, are described. It then gives answers to twelve frequently asked questions about testing and interpreting moderator effects

Less acting, more doing: How surface acting relates to perceived meeting effectiveness and other employee outcomes

This study adds to the growing body of research on work meetings and extends the emotional labour literature beyond a service context by examining the relationship between surface acting during meetings and perceived meeting effectiveness. Additionally, the relationships of surface acting during meetings and perceived meeting effectiveness with time-lagged reports of intention to quit and emotional exhaustion 3 months later were investigated. Structural equation modelling of data from 178 working adults revealed negative relationships between surface acting and perceptions of meeting effectiveness. Perceived meeting effectiveness partially mediated the relationship between surface acting and both intention to quit and emotional exhaustion 3 months later. These findings expand both the limited research on perceived meeting effectiveness and the surface acting nomological network to include a consideration that expressing inauthentic emotions in meetings (surface acting) may relate to the perceived effectiveness of the meeting. As well, both surface acting during meetings and perceived meeting effectiveness may relate to how emotionally exhausted employees feel and their intentions to seek other employment. Given the cost and pervasiveness of meetings in daily organizational life and their potential effects on the well-being of employees, understanding how to make meetings effective is paramount – particularly if researchers and practitioners want to better understand how perceived meeting effectiveness may be related to various employee outcomes

Fostering Perceived Organizational Support During Organizational Change

Dealing with change is a regular occurrence for organizations these days. Whether organizations must react to an unplanned change or have time to proactively think through the implementation of a planned change, it is important for organizational representatives (e.g., supervisors, executives, HR professionals) to recognize that the change can and will affect their employees. No matter the type of change, employees are likely to feel uncertainty, anxiety, and stress through the change process and may also think of quitting. Despite literature pointing out that support can be helpful during change, there is not much literature on how employees feel supported by their organization during change. Perceived organizational support (POS) is a well-researched, theory-driven, and practically relevant concept that describes the extent to which employees feel their organization cares about their well-being and values their contributions (Eisenberger et al., 1986). I will begin the talk by introducing readers to the concept of perceived organizational support and two types of change including planned and unplanned change. Grounded in organizational support theory, I will provide practical insights into how POS can play a positive role in helping employees deal with change. I will also include some takeaways from an empirical study of POS during the pandemic regarding staying connected with supervisors and coworkers during the remote work necessitated by that unplanned change

A relational model of perceived overqualification : the moderating role of interpersonal influence on social acceptance.

Theories of perceived overqualification have tended to focus on employees’ job-related responses to account for effects on performance. We offer an alternative perspective and theorize that perceived overqualification could influence work performance through a relational mechanism. We propose that relational skills, in the form of interpersonal influence of overqualified employees, determine their tendency to experience social acceptance and, thus, engage in positive work-related behaviors. We tested this relational model across two studies using time-lagged, multisource data. In Study 1, the results indicated that for employees high on interpersonal influence, perceived overqualification was positively related to self-reported social acceptance, whereas for employees low on interpersonal influence, the relationship was negative. Social acceptance, in turn, was positively related to in-role job performance, interpersonal altruism, and team member proactivity evaluated by supervisors. In Study 2, we focused on peer-reported social acceptance and found that the indirect relationships between perceived overqualification and supervisor-reported behavioral outcomes via social acceptance were negative when interpersonal influence was low and nonsignificant when interpersonal influence was high. The implications of the general findings are discussed

The influence of leader-follower cognitive style similarity on followers’ organizational citizenship behaviours

While cognitive style congruence has been highlighted as a potentially important variable influencing performance outcomes in work-related contexts, studies of its influence are scarce. This paper examines the influence of leader-follower cognitive style similarity on followers’ organizational citizenship behaviors (OCBs). Data from 430 leader-follower dyads were analyzed using polynomial regression and response surface analysis. Results demonstrate that congruence of leader/follower cognitive style is a predictor of follower OCBs. Organizations may therefore benefit from considering issues of similarity of cognitive styles in their attempts to develop effective leader-follower partnerships leading to increased OCBs and concomitant improvements in both individual and organizational level success

Adolescent Loneliness and Social Skills:Agreement and Discrepancies Between Self-, Meta-, and Peer-Evaluations

Contains fulltext : 160961.pdf (publisher's version ) (Open Access)Lonely adolescents report that they have poor social skills, but it is unknown whether this is due to an accurate perception of a social skills deficit, or a biased negative perception. This is an important distinction, as actual social skills deficits require different treatments than biased negative perceptions. In this study, we compared self-reported social skills evaluations with peer-reported social skills and meta-evaluations of social skills (i.e., adolescents' perceptions of how they believe their classmates evaluate them). Based on the social skills view, we expected negative relations between loneliness and these three forms of social skills evaluations. Based on the bias view, we expected lonely adolescents to have more negative self- and meta-evaluations compared to peer-evaluations of social skills. Participants were 1342 adolescents (48.64 % male, M age = 13.95, SD = .54). All classmates rated each other in a round-robin design to obtain peer-evaluations. Self- and meta-evaluations were obtained using self-reports. Data were analyzed using polynomial regression analyses and response surface modeling. The results indicated that, when self-, peer- and meta-evaluations were similar, a greater sense of loneliness was related to poorer social skills. Loneliness was also related to larger discrepancies between self- and peer-evaluations of loneliness, but not related to the direction of these discrepancies. Thus, for some lonely adolescents, loneliness may be related to an actual social skills deficit, whereas for others a biased negative perception of one's own social skills or a mismatch with the environment may be related to their loneliness. This implies that different mechanisms may underlie loneliness, which has implications for interventions.11 p

Eyes wide open: perceived exploitation and its consequences

Drawing on the array of literature on exploitation from several social science disciplines, we propose a new way of seeing employer-employee relationships by introducing the concept of perceived exploitative employee-organization relationships, distinguish it from related concepts, and conduct five studies to develop a scale and test our theoretical model of the effects of such employee perceptions. Contributing to the Employee-Organization Relationships and workplace emotions literatures, perceived exploitation is defined as employees’ perceptions that they have been purposefully taken advantage of in their relationship with the organization, to the benefit of the organization itself. We propose and find that such perceptions are associated with both outward-focused emotions of anger and hostility toward the organization and inward-focused ones of shame and guilt at remaining in an exploitative job. In two studies including construction workers and a time-lagged study of medical residents, we find that the emotions of anger and hostility partially mediate the effects of perceived exploitation on employee engagement, revenge against the organization, organizational commitment, and turnover intentions, whereas the emotions of shame and guilt partially mediate the effects of perceived exploitation on employee burnout, silence, and psychological withdrawal

Assessing the multidimensional relationship between medication beliefs and adherence in older adults with hypertension using polynomial regression.

The Necessity-Concerns Framework (NCF) is a multidimensional theory describing the relationship between patients' positive and negative evaluations of their medication, which interplay to influence adherence. Most studies evaluating the NCF have failed to account for the multidimensional nature of the theory, placing the separate dimensions of medication 'necessity beliefs' and 'concerns' onto a single dimension (e.g. the Beliefs about Medicines Questionnaire-difference score model). The purpose of this study was to assess the multidimensional effect of patient medication beliefs (concerns and necessity beliefs) on medication adherence using polynomial regression with response surface analysis. Community-dwelling older adults over 65 years old (n = 1,211), presenting their own prescription for antihypertensive medication to 106 community pharmacies in the Republic of Ireland, rated their concerns and necessity beliefs to antihypertensive medications at baseline and their adherence to antihypertensive medication at 12 months via structured telephone interview. Confirmatory polynomial regression found the difference-score model to be inaccurate; subsequent exploratory analysis identified a quadratic model to be the best-fitting polynomial model. Adherence was lowest among those with strong medication concerns and weak necessity beliefs, and adherence was greatest for those with weak concerns and strong necessity beliefs (slope β = -0.77, p < 0.001; curvature β = -0.26, p = 0.004). However, novel nonreciprocal effects were also observed; patients with simultaneously high concerns and necessity beliefs had lower adherence than those with simultaneously low concerns and necessity beliefs (slope β = -0.36, p = 0.004; curvature β = -0.25, p = 0.003). The difference-score model fails to account for the potential nonreciprocal effects. The results therefore extend evidence supporting the use of polynomial regression to assess the multidimensional effect of medication beliefs on adherence

Unlocking the black box: exploring the link between perceive organizational support and resistance to change

[[abstract]]Past studies have inferred an indirect relationship between Perceived Organisational Support and Resistance to Change. Making clear the “black box” between Perceived Organisational Support and Resistance to Change is crucial to predict the success of organizational change. Drawing upon organizational support theory and conservation of resources theory, this research was conducted in an attempt to offer a systematic analysis on employees' positive psychology in organizational change. The total valid sample consisted of 288 employees from Taiwanese consumer electronics manufacturing which were undergoing organizational change. The theoretical framework was analyzed by LISREL model. Results showed that Readiness for Change had negatively direct effects on Resistance to Change, and indicated that Readiness for Change mediated the relationships between Perceived Organisational Support and Resistance to Change, and Readiness for Change also mediated the relationships between Positive Psychological Capital and Resistance to Change. Finally, this study proposes managerial implications and highlights future research suggestions.[[notice]]補正完