Masculinity Contest Culture Reduces Organizational Citizenship Behaviors Through Decreased Organizational Identification

Masculinity contest culture (MCC) encourages fierce competition and race for status at all costs. Across three experiments (Ntotal = 554), we investigated how MCC affects discretionary performance at work (i.e., organizational citizenship behaviors; OCBs). Compared to an alternative culture (i.e., feminine nurturing culture; FNC), participants in the MCC condition reported lower levels of OCBs toward the organization and its members. Further results showed that MCC diminished individuals' intentions to engage in discretionary performance through reduced organizational identification. We did not find a moderating effect of gender, suggesting that MCC thwarts discretionary performance and organizational identification for both women and men. (PsycInfo Database Record (c) 2021 APA, all rights reserved)

Career Regret among University Students from Turkey: A Test of the Social Cognitive Career Theory

Published VersionDrawing on the Social Cognitive Career Theory satisfaction model (Lent & Brown, 2006; 2008), the current study aimed to test the predictors of career regret among university students. Survey data was collected from 180 university students from Turkey. The results of the multiple serial mediators model (Model 6) test using PROCESS macro (Hayes, 2018) showed that higher levels of negative affect was associated with career regret because of low career self-efficacy and outcome expectations from one’s career. This study has extended the Social Cognitive Career Theory satisfaction model (Lent & Brown, 2006; 2008) by testing career regret as an outcome. Using the findings of this study, career counselors can identify clients who are at risk of developing career regret and work on enhancing their self-efficacy as well as outcome expectations to minimize future career regret

Abusive supervision

1 online resource (127 pages) : illustrationsIncludes abstract and appendices.Includes bibliographical references (pages 83-103).Over the past few decades, scientists and practitioners have shown a great deal of interest in the topic of abusive supervision. The first generation of abusive supervision researchers focused on defining abusive supervision and understanding its consequences. Recently, the second wave of abusive supervision research has turned its attention to understanding what makes a supervisor abusive. The current study falls under the second wave of abusive supervision research. Drawing on abusive supervision, contextual leadership, and social identity theories, I examined the effect of rejection by subordinates (i.e. an acceptance threat) on the abusive behaviours of supervisors. Using the data collected from two samples of full-time employees and supervisors, I conducted an experiment and a longitudinal study. Overall, the results supported the claim that rejection by subordinates lead to abusive supervision via increased levels of frustration. However, the relationship between rejection, frustration, and abusive supervision did not change depending on supervisors' identification with leadership role. I discuss the theoretical and practical implications of these findings at the end of this dissertation

Coexistence Of A Basal Cell Carcinoma And Leiomyosarcoma: An Unusual Collision Tumor

WoSScopu

Social comparison and envy in the workplace

This dataset contains a manipulation of upward social comparison and envy in the workplace