Newcomer work-to-nonwork conflict to withdrawal via work-to-nonwork self-efficacy: The buffering role of family supportive supervisor behavior

In adulthood, starting a new job is a major life event that, for many, accompanies significant changes to one’s personal life (e.g., moving to a new location, setting up new childcare or eldercare arrangements, renegotiating schedules and nonwork responsibilities with a spouse or partner). Research shows that job candidates anticipate the degree of work-family support and conflict they might experience in a new role when deciding to accept or reject a job offer. Despite this, work examining associations between newcomer work-to-nonwork conflict (WNC), once arriving at a new job, and their adjustment to the new work role has lagged. To address this, the current study investigates the relationship between newcomers’ work nonwork demands (i.e., WNC) and resources (having a family-supportive supervisor) during organizational entry, in relation to work withdrawal. Results from surveys administered to newcomers across three time points, indicate that newcomers’ WNC was positively related to work withdrawal via reduced work-to-nonwork self-efficacy. Additionally, the indirect relationship between WNC and newcomer withdrawal was moderated by family-supportive supervisor behavior, indicating that managers can serve as resources with powerful potential to counteract the negative effects of conflict during this early stage. This study is among the first to explicitly link the work-nonwork and organizational socialization literatures. Our results suggest that organizations aiming to support and retain new workers may benefit from training supervisors to help newcomers manage WNC when starting a new job

Applicant perspectives during selection

We provide a comprehensive but critical review of research on applicant reactions to selection procedures published since 2000 (n = 145), when the last major review article on applicant reactions appeared in the Journal of Management. We start by addressing the main criticisms levied against the field to determine whether applicant reactions matter to individuals and employers (“So what?”). This is followed by a consideration of “What’s new?” by conducting a comprehensive and detailed review of applicant reaction research centered upon four areas of growth: expansion of the theoretical lens, incorporation of new technology in the selection arena, internationalization of applicant reactions research, and emerging boundary conditions. Our final section focuses on “Where to next?” and offers an updated and integrated conceptual model of applicant reactions, four key challenges, and eight specific future research questions. Our conclusion is that the field demonstrates stronger research designs, with studies incorporating greater control, broader constructs, and multiple time points. There is also solid evidence that applicant reactions have significant and meaningful effects on attitudes, intentions, and behaviors. At the same time, we identify some remaining gaps in the literature and a number of critical questions that remain to be explored, particularly in light of technological and societal changes

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

Identifying and Managing University Assets: A Campus Study of Portland State University

Between 1994 and 1996, Portland State University (PSU) expanded the definition of scholarship used to assess and reward faculty. Three conditions facilitated this change. The first related to PSU\u27s urban history, culture and values. This context allowed faculty to approach their teaching, learning, and community engagement in scholarly ways. The second condition involved external forces, which challenged PSU faculty to identify and use their intangible assets in the scholarship of teaching, integration, and application. The third condition was, and continues to be, university leadership. Leadership at PSU encourages the faculty to engage in institutional reflection and strategic planning from a scholarly perspective. In the mid-1990s, the synergy among these three conditions prompted PSU to broaden notions of scholarship to include, more centrally, an emphasis on teaching. This paper examines the current status of this broadened definition of scholarship within PSU\u27s academic culture. To do so, the authors interviewed 28 faculty, staff members, and administrators and analyzed documents, such as the university\u27s promotion and tenure guidelines, to understand the process and structures that promote a broader view of scholarship across campus. The analysis suggests that PSU has made progress in the use of expanded forms of scholarship to both identify and manage the intellectual assets of the institution. It also suggests that PSU is still in the process of implementation and now faces a second generation of challenges

Creating and Maintaining Environmentally Sustainable Organizations: Recruitment and Onboarding

There is a growing realization that economic sustainability is intertwined with environmental sustainable development. The authors explore this topic, how recent changes in the global environment have led companies to realize that by solely focusing on maximization of shareholder financial returns, the long term economic viability of their firms is threatened

A longitudinal test of recruiting and leadership influence on newcomer socialization and performance

A review of the socialization literature led to the two major objectives of this work. The role of leadership on the socialization process has been ignored and this research was largely undertaken to rectify this oversight. Further, while parallels can be made, the recruiting literature has not been incorporated into socialization research. A hypothesized model of the influence of recruiting and leader behaviors on newcomer adjustment is presented and tested. Of the 45 hypothesized bivariate relationships, 10 (22%) were supported and three were significant but in the opposite direction of what was predicted. Participants consisted of 311 new college graduates who had accepted jobs by graduation. Participants provided data prior to starting their new jobs, a few months after entering their jobs, and several months after entering their jobs. Data were collected from newcomers, their coworkers, and their supervisors. A comparison of results from these different data sources revealed that with the exception of newcomer performance, the source of data did not greatly influence results. Early newcomer performance influenced how leaders treated newcomers. Leader behaviors predicted newcomer adjustment in all hypothesized cases. Using data from the newcomer only, accommodation variables predicted newcomer performance. Using data from newcomers, their coworkers, and their supervisors, only early newcomer performance predicted later newcomer performance. Future research ideas are offered in the discussion section of this document

Biting the Hand that Heals: Mistreatment by Patients and the Well-being of Healthcare Workers

Purpose The purpose of this paper is to explore the relationship between stress due to mistreatment by patients and caregivers’ own well-being indicators (anxiety, depression, and behavioral stress indicators). Based on predictions consistent with the job demands-resources model, it is anticipated that satisfaction with job resources would moderate the relationship between mistreatment by patients and well-being indicators. Design/methodology/approach Hypotheses were tested with a sample of 182 employees in a leading training and research university hospital in Istanbul, Turkey. Results were partially replicated for a separate sample of 122 healthcare workers. Data were collected using the survey methodology. Findings The findings suggest that patient injustice is positively related to depression and behavioral stress indicators when satisfaction with job resources is high. Results illustrate that satisfaction with job resources has a sensitizing, rather than a buffering, role on the relation between mistreatment by patients, depression, and behavioral stress indicators, negatively affecting employees with higher levels of satisfaction with job resources. Originality/value Organizational justice researchers recently started recognizing that in addition to organizational insiders, organizational outsiders such as customers and patients may also be sources of fair and unfair treatment. Based on this stream of research, unfair treatment from outsiders is associated with retaliation and a variety of negative employee outcomes. The study extends the currently accumulated work by examining how mistreatment from care recipients relates to healthcare workers’ own health outcomes

A positive motivational perspective on organizational socialization

International audienc

Accidents Happen: Psychological Empowerment as a Moderator of Accident Involvement and Its Outcomes

Research in the occupational safety realm has tended to develop and test models aimed at predicting accident involvement in the workplace, with studies treating accident involvement as the starting point and examining its outcomes being more rare. In the current study, we examine the relationship between accident involvement and a series of outcomes drawing upon a learned helplessness theory perspective. Specifically, we predicted that psychological empowerment would moderate the relationship between prior accident involvement and outcomes. We tested our hypotheses on a sample of 392 employees and their 66 supervisors working in an iron and steel manufacturing firm in Southern Turkey, using data collected from employees and their supervisors via four separate surveys. Results suggest that accident involvement was positively related to supervisor rated employee withdrawal, production deviance, and sabotage only when psychological empowerment was low. The results illustrate that workplace accidents have indirect costs in the form of higher withdrawal and maladaptive behaviors, and organizations may inoculate employees against some of these outcomes via higher psychological empowerment