Human resource systems and helping in organizations: A relational perspective

We propose linkages among human resource (HR) systems, relational climates, and employee helping behavior. We suggest that HR systems promote relational climates varying in terms of the motivation and sustenance of helping behavior, and we expect HR systems to indirectly influence the nature of relationships and the character of helping within organizations. By considering HR systems and their respective relational climates together, researchers can gain a better understanding of expectations and dynamics surrounding helping behavior

Fairness Means More to Some Than Others Interactional Fairness, Job Embeddedness, and Discretionary Work Behaviors

We examined when job embeddedness might serve as a boundary condition between interactional fairness and employee behavior. Specifically, we explored whether elements of affective attachment associated with job embeddedness moderated relations of supervisors’ interactional fairness with citizenship behavior and production deviance. Results from a field and a scenario study supported the idea that interactional fairness exerts a stronger effect on these outcomes for employees embedded in their jobs than for their less attached coworkers. We found this result even after controlling for turnover intent. Practical implications and directions for future research are discussed

Does Process Fairness Affect Job Performance? It Only Matters If They Plan To Stay

Incorporating a social exchange perspective, we examined the joint impact of process fairness and turnover intentions on job performance. Results from two independent samples suggest that employee turnover intentions moderate relations between process fairness perceptions and employee job performance. Specifically, the positive effects of the two types of process fairness on performance were stronger for employees who planned to stay with the organization than for those who intended to leave. Copyright (c) 2012 John Wiley & Sons, Ltd

Differential Effects of Task Performance, Organizational Citizenship Behavior, and Job Complexity On Voluntary Turnover

Purpose: The purpose of this study was to investigate the performance–turnover relationship by considering the effects of task performance and OCBs simultaneously while also examining the moderating effect job complexity has on the relationship between voluntary turnover and each type of performance. Design/Methodology/Approach: Data were obtained as part of a larger study to validate an employment test, in which actual turnover data and supervisory ratings of job performance were collected for employees in two hospitals (n = 782). Findings: Task performance exhibited a curvilinear relationship with turnover, while OCB exhibited a negative linear relationship with turnover. Job complexity moderated both of these relationships. For task performance, turnover in high-complexity jobs was greater for low performers but lower for high performers relative to that of employees in low-complexity jobs. For OCB, the negative relationship with turnover was more pronounced in high-complexity jobs. Implications: Both low- and high-task performers are more likely to turnover, while employees exhibiting high OCBs are less likely to turnover. These results imply that retention strategies are critical for top performers, but especially in high-complexity jobs. Organizations may be able to discourage voluntary turnover by creating conditions that stimulate OCB, particularly in highly complex jobs. Originality/Value: Most prior performance–turnover relationship research used unidimensional measures of performance, whereas this study included two dimensions of performance and examined this relationship while controlling for one-performance dimension when predicting the other. Furthermore, this study is one of the first studies to suggest that job complexity moderates the performance–turnover relationship

When Core Self-Evaluations Influence Employees’ Deviant Reactions to Abusive Supervision: The Moderating Role of Cognitive Ability

Viewing workplace deviance within a victim precipitation framework, we explore how abusive supervisors target subordinates low in core self-evaluations (CSE) to explain when such employees respond by engaging in workplace deviance. We theorize that employees who are lower in CSE receive more abusive supervision, which generates subsequent harmful reactions toward supervisors, peers, and the organization. This occurs primarily when employees lack sufficient cognitive resources in dealing with supervisor abuse. We test, replicate, and extend our theoretical model in three empirical studies. Results demonstrate that lower employee CSE drew more abusive supervision and led low-CSE employees to exhibit workplace deviance. This abusive supervision mediation effect was stronger for employees with comparatively lower cognitive ability levels. The findings are discussed with regard to theoretical and ethical issues in confronting employee abuse