PurposeTransformational leadership (TFL) has been suggested to create positive changes in employees with the goal of developing them into leaders. The authors integrate this well-established leadership style with recent research on idiosyncratic deals (i-deals). The authors suggest TFL as a predictor of task and development-based i-deals, and propose i-deals as a mediating mechanism linking TFL to employee outcomes (job satisfaction, job stress and manager-rated performance).Design/methodology/approachThe authors used a time-lagged research design, and collected four waves of data from 140 employees and 78 leaders.FindingsTFL was found to be an important predictor of i-deals. I-deals predicted job satisfaction and job stress; and it mediated the relationship between TFL and these two employee outcomes. Yet, i-deals were not associated with employee performance and did not mediate the relationship.Originality/valueFirst, it shows that transformational leaders who consider employees' unique skills and support their professional growth are more likely to grant personalized arrangements. Second, drawing from social exchange theory, it illustrates that i-deals may act as a linkage between TFL and employee outcomes. The paper bridges leadership and i-deals literature to identify key leverage points through which leaders can enhance employee satisfaction, well-being and performance.

Sleep is linked to critical outcomes in the work context including job attitudes, job performance, and health. This study examines daily positive behaviors (i.e., task accomplishment) and positive experiences (i.e., job satisfaction) at work as well as outside of work (i.e., psychological detachment from work in the evening) as positive antecedents of sleep quality. Specifically, the study tested a moderated mediation model in which job satisfaction and psychological detachment from work interact with daily task accomplishment to predict sleep quality and in turn positive affect and self-efficacy the following morning. Based on daily survey data over five consecutive workdays, results from multilevel structural equation modeling indicate that daily task accomplishment alone was neither significantly related to sleep quality nor positive affect or self-efficacy the following morning. However, sleep quality was positively and significantly linked to positive states the following morning. Furthermore, both job satisfaction and detachment from work moderated the association between daily task accomplishment and sleep quality. Specifically, the conditional indirect effects from task accomplishment to positive affect and self-efficacy via sleep quality were significant and positive when both daily job satisfaction and detachment from work were high, and when job satisfaction was low and detachment was high. The results point to the role of the interaction between positive experiences for sleep and next morning outcomes.

This is likewise one of the factors by obtaining the soft documents of this human resource management in a global context a critical approach by online. You might not require more times to spend to go to the books start as skillfully as search for them. In some cases, you likewise realize not discover the notice human resource management in a global context a critical approach that you are looking for. It will entirely squander the time.

Successfully reattaching to work (i.e., mentally reconnecting) after a nonwork period can set the tone for the workday. This study examines anticipated task focus and activated positive affect as mechanisms linking leaders’ reattachment to work in the morning to leader experiences and behaviors throughout the workday. Based on daily-survey data from 416 leaders (2646 total morning/evening survey completions), we conducted multilevel structural equation modeling to test our hypotheses. Results indicate that day-level reattachment to work in the morning was associated with anticipated task focus and activated positive affect, which in turn were both associated with leader workplace vitality and transformational leadership behavior. Hypotheses regarding leader task accomplishment were not supported. Supplementary analyses indicated that reattachment was indirectly related to perceived task accomplishment through a two-stage mediation – i.e., via anticipated task focus in the morning and actual task focus throughout the workday. Findings point to the important role of reattachment to work in leader experiences and behaviors throughout the workday. Results also indicate the relevance of reattachment to work as an experience and potential strategy that helps leaders successfully move from nonwork to work domains creating positive outcomes for themselves and their followers throughout the workday.

The aging of the industrialized workforce has spurred research on how to support people working later in life. Within this context, the concept of work ability, or an employee's ability to continue working in their job, has been introduced as an explanatory mechanism for understanding employee disability, wellbeing, attitudes, and behavior. However, the work ability concept has evolved across disparate literatures with multiple, content-diverse measures and often with little consideration of theory or examination of its nomological network. Using the job demands-resources model as a framework, we present a meta-analytic summary (k = 247; N = 312,987) of work ability's correlates and potential moderators of these relationships. Taken together, we found consistent negative relationships between job demands and work ability, and consistent positive relationships between job and personal resources and work ability. Work ability was also associated with important job outcomes including job attitudes and behaviors such as absenteeism and retirement. Measures of work ability that include both perceived and objective components generally showed stronger relationships than did exclusively perceptual measures, and occupation type was a significant moderator of certain relations between work ability and its correlates. We supplemented this meta-analysis with a primary data collection to examine differences between perceived work ability and the conceptually similar variables of self-efficacy and perceived fit, demonstrating that perceived work ability can explain incremental variance in job- and health-related variables. Our discussion focuses on the value of the work ability construct for both research and practice and future directions for work ability research. (PsycInfo Database Record (c) 2020 APA, all rights reserved).

We examine the newcomer adjustment patterns of 985 new hires at a Fortune 500 technology organization across their first year on the job. Data were collected from newcomers, their managers, and company records from organizational entry (employee’s first day) to the end of the first year of employment. We examined, first, whether newcomer resources (material, personal, social, and status resources) related to early newcomer adjustment levels (role clarity, task mastery, and acceptance) and rates of adjustment and, second, how newcomer resources and the rate of adjustment related to manager ratings of newcomer adjustment at 9 and 12 months post-entry. The average of every adjustment variable was higher at the latest data collection point, indicating that time was on newcomers’ side and was related, overall, to higher adjustment levels. Finally, we explored which resources related to the three newcomer adjustment indicators and the shapes adjustment trajectories took depending on resources at organizational entry. Results indicated that personal resources (proactive personality, optimism, and organizational knowledge) were related to early adjustment. Regarding material resources, having a work station ready the first day on the job was related to adjustment. For social resources, meeting one’s manager the first day on the job was related to early social acceptance. For status resources, greater newcomer job level was unexpectedly not related to early adjustment. We found partial support for the direct relationships between early adjustment levels or adjustment rates and manager ratings of adjustment at 9 months but limited support for manager ratings of adjustment at 12 months.

In this study, we propose that manager job insecurity will moderate the nature of the relationship between perceived overqualification and employee career-related outcomes (career satisfaction, promotability ratings, and voluntary turnover). We tested our hypotheses using a sample of 124 employees and 54 managers working in a large holding company in Ankara, Turkey, collected across five time periods. The results suggested that average perceived overqualification was more strongly, and negatively, related to career satisfaction of employees when managers reported higher job insecurity. Furthermore, employee perceived overqualification was positively related to voluntary turnover when manager job insecurity was high. No direct or moderated effects were found for promotability ratings. Implications for overqualification and job insecurity literatures were discussed.

Data visualizations in some form or another have served as decision-support tools for many centuries. In conjunction with advancements in information technology, data visualizations have become more accessible and more efficient to generate. In fact, virtually all enterprise resource planning and human resource (HR) information system vendors offer off-the-shelf data visualizations as part of decision-support dashboards as well as stand-alone images and displays for reporting. Plus, advances in programing languages and software such as Tableau, Microsoft Power BI, R, and Python have expanded the possibilities of fully customized graphics. Despite the proliferation of data visualization, relatively little is known about how to design data visualizations for displaying different types of HR data to different user groups, for different purposes, and with the overarching goal of improving the ways in which users comprehend and interpret data visualizations for decision-making purposes. To understand the state of science and practice as they relate to HR data visualizations and data visualizations in general, we review the literature on data visualizations across disciplines and offer an organizing framework that emphasizes the roles data visualization characteristics (e.g., display type, features), user characteristics (e.g., experience, individual differences), tasks, and objectives (e.g., compare values) play in user comprehension, interpretation, and decision-making. Finally, we close by proposing future directions for science and practice.

People analytics refers to the systematic and scientific process of applying quantitative or qualitative data analysis methods to derive insights that shape and inform employee-related business decisions and performance. More specifically, people analytics can be described as the process of collecting, analyzing, and reporting people-related data for the purpose of improving decision making, achieving strategic objectives, and sustaining a competitive advantage. In other words, people analytics involves scientific organizational research. As a field, people analytics has emerged as an extension of traditional human resources (HR) metrics and reporting, such as annualized turnover rate and cost per hire. Further, as an interdisciplinary field, people analytics integrates decades of science and practice in the areas of industrial and organizational psychology, organizational behavior, human resource management, statistics, mathematics, information systems and management, data science, finance, law, and ethics. Other related terms include HR analytics, human capital analytics, workforce analytics, and talent analytics. A major emphasis of people analytics is on making more effective data-driven HR decisions to realize organizational strategic objectives and to achieve a competitive advantage. Although the concepts and practices underlying people analytics are not entirely new, recent advances in computing power and information systems have brought people analytics to a wider audience via more affordable information system and enterprise resource planning platforms, and more powerful mathematical and statistical programs. Moreover, the growing scholarly and business interest in people analytics is based, in part, on the emergence of HR as a strategic business partner in organizations and the growing emphasis placed on making data-driven decisions in HR. Finally, people analytics can be differentiated into three levels of increasing complexity and organizational value: (a) descriptive analytics describe what has already happened in the organization, (b) predictive analytics predict what will or could happen in the organization, and (c) prescriptive analytics take data-analytic findings and use them to improve decisions and to make specific actions.

Workplace aggression remains a serious and costly issue for organizations; thus, it is imperative to understand ways to reduce workplace aggression. To address this need, we used 2 independent samples with varied study designs, one at the employee level and the other at both employee and unit levels, to examine the role of aggression-preventive supervisor behavior (APSB) in aggression-prevention processes. In Sample 1 (237 nurses), we used structural equation modeling to examine the role of individual observations of APSB. First, we found that individual employees’ observations of APSB positively related to their individual violence-prevention climate (VPC) perceptions. Further, VPC perceptions mediated the relations between APSB and employees’ exposure to coworker aggression, job attitudes, and physical symptoms. In Sample 2 (337 nurses), we used multilevel regression analysis to examine the positive role of APSB in managing the aggression process. First, we established further support for many of the findings in Sample 1. In addition, we found that shared unit-level VPC mediated the relations of unit-level APSB with employees’ exposure to aggression from coworkers, their physical symptoms, and turnover intention. Finally, evidence from Sample 2 supported favorable, direct relations of individual- or unit-level APSB with employees’ aggression-prevention compliance and turnover intention. Implications for studying context-specific leadership behavior and designing aggression-prevention interventions are discussed.

Using a Chinese sample, the current study investigated work-to-home interference (WHI) in relation to strain and job performance, as well as the moderating effect of Chinese work value (CWV). A total of 513 employees participated in the study. The results showed that WHI was positively related to employees' physical and psychological strain, while a negative but non-significant relationship was found between WHI and job performance. Further, CWV was found to moderate the above relationships. Specifically, high levels of CWV exacerbated the negative associations between employees' WHI and their physical and psychological strain. Unexpectedly, for employees with high CWV, job performance was higher when WHI was high compared to when it was low. The results highlight the importance of incorporating culture-specific value constructs when examining the work–home interface.

This paper describes two studies of a new relational variable social burden and its implications for employees' well-being, job attitudes and counterproductive work behaviours. Social burden is defined as behaviours from colleagues that elicit the focal employees' social support. Across two separate samples (540 nurses and 172 university employees), we found that social burden differentiated from psychological aggression and incivility, respectively. A separate cross-sectional sample of 273 nurses from Study 1 revealed that social burden from colleagues was positively associated with focal employees' anxiety, irritation, depressive mood, physical symptoms, job dissatisfaction and turnover intentions. Study 2 used a time-lagged design with a separate sample of 383 university employees and 160 of their coworkers. In this study, social burden from supervisors and from coworkers were together predictive of employees' subsequent emotional strains and job attitudes, as measured 6 months later. With respect to sources of social burden, social burden from supervisors more strongly predicted job attitudes and counterproductive work behaviours directed at others, and social burden from coworkers more strongly predicted emotional strains.

Many people believe the personal attributes of trial participants substantially impact the decisions of juries, and considerable research has examined the extent to which characteristics of jurors and defendants are associated with juror judgments of guilt. To assess this broad issue, we meta-analyzed empirical studies examining the relationship between 11 juror and defendant characteristics and individual-level judgments of guilt in criminal trial contexts. Three potential moderator variables were also investigated: participant type, outcome type, and case type. In total, 464 effects were obtained from 272 published and unpublished studies. The 11 focal characteristics yielded sample-weighted mean correlations ranging from zero to .22 in magnitude, with the strongest overall relationships emerging for defendant socioeconomic status (-.11), defendant criminal record (.12), juror authoritarianism (.17), and juror trust in the legal system (.22). There was, however, substantial evidence of moderation for 10 of the 11 characteristics, suggesting their overall relationships vary according to one or more other variables. Moderator analyses revealed little support for participant type, some support for outcome type, and good support for case type with regard to their ability to explain variation in the observed effects. Overall, several juror and defendant characteristics were associated strongly enough with guilt judgments to warrant the attention of scholars and legal practitioners, and the results of this work add to our understanding of extralegal bias and juror decision making.

This meta-analytic study summarizes relations between workplace mistreatment climate-MC (specific to incivility, aggression, and bullying) and potential outcomes. We define MC as individual or shared perceptions of organizational policies, procedures, and practices that deter interpersonal mistreatment. We located 35 studies reporting results with individual perceptions of MC (psychological MC) that yielded 36 independent samples comprising 91,950 employees. Through our meta-analyses, we found significant mean correlations between psychological MC and employee and organizational outcomes including mistreatment reduction effort (motivation and performance), mistreatment exposure, strains, and job attitudes. Moderator analyses revealed that the psychological MC-outcome relations were generally stronger for perceived civility climate than for perceived aggression-inhibition climate, and content contamination of existing climate scales accentuated the magnitude of the relations between psychological MC and some outcomes (mistreatment exposure and employee strains). Further, the magnitudes of the psychological MC-outcome relations were generally comparable across studies using dominant (i.e., most commonly used) and other climate scales, but for some focal relations, magnitudes varied with respect to cross-sectional versus prospective designs. The 4 studies that assessed MC at the unit-level had results largely consistent with those at the employee level.

Caughlin, David E. M.S., Purdue University, August 2010. The Impact of Personality, Informal Roles, and Team Informal Role Configuration on Team Effectiveness. Major Professor: Dennis J. Devine. As organizations use more and more work teams, selecting and assembling effective teams is becoming increasingly important. Past research and theory has demonstrated that informal roles serve as a critical linking mechanism between individual-level characteristics such as personality and team-level effectiveness. The present study builds upon this area of research and theory by testing the individual-level link between personality and informal roles and the team-level link between team informal role configuration and team effectiveness. These links were tested using a sample of 152 undergraduate students participating in 38 teams of four. The teams engaged in an information-sharing business simulation where the goal was to generate the highest possible profits across two simulated business years. At the individual level, the Big Five personality dimension Agreeableness positively and significantly correlated with the adoption of the Communicator role, while the relationship between Conscientiousness and the Contractor role approached significance. With regard to the team level, a positive relationship was found between the number of Completer roles performed within a team and the level of team effectiveness for the first simulated

In this dissertation, I investigated job satisfaction from a dynamic perspective. Specifically, I integrated the momentum model of job satisfaction with the affective shift model and crossover theory in an effort to move beyond traditional, static conceptions of job satisfaction and other constructs. Recent research and theoretical development has focused on the meaning of job satisfaction change for workers and how such change impacts their decisions to leave an organization. To extend this line of inquiry, I posited hypotheses pertaining to: (a) job satisfaction change with respect to positive work behavior (i.e., organizational citizenship behavior, family-supportive supervisor behavior); (b) the potential moderating effect of changes in negative work events (i.e., job demands, interpersonal conflict) on the relation between job satisfaction change and turnover intentions change and positive work behavior; and (c) the crossover of job satisfaction change from managers to employees and the potential underlying behavioral mechanisms.