Although negotiation experiences can affect a negotiator's ensuing attitudes and behavior, little is known about their long-term consequences. Using a longitudinal survey design, the authors tested the degree to which economic and subjective value achieved in job offer negotiations predicts employees' subsequent job attitudes and intentions concerning turnover. Results indicate that subjective value predicts greater compensation satisfaction and job satisfaction and lower turnover intention measured 1 year later. Surprisingly, the economic outcomes that negotiators achieved had no apparent effects on these factors. Implications, limitations, and future directions are discussed. (PsycINFO Database Record (c) 2009 APA, all rights reserved)

Integrating and expanding upon the person-environment fit (PE fit) and the self-determination theory literatures, the authors hypothesized and tested a model in which the satisfaction of the psychological needs for autonomy, relatedness, and competence partially mediated the relations between different types of perceived PE fit (i.e., person-organization fit, person-group fit, and job demands-abilities fit) with employee affective organizational commitment and overall job performance. Data from 163 full-time working employees and their supervisors were collected across 3 time periods. Results indicate that different types of PE fit predicted different types of psychological need satisfaction and that psychological need satisfaction predicted affective commitment and performance. Further, person-organization fit and demands-abilities fit also evidenced direct effects on employee affective commitment. These results begin to explicate the processes through which different types of PE fit relate to employee attitudes and behaviors. (PsycINFO Database Record (c) 2009 APA, all rights reserved)

Organizational justice research traditionally focuses on the unique predictability of different types of justice (distributive, procedural, and interactional) and the relative importance of these types of justice on outcome variables. Recently, researchers have suggested shifting from this focus on specific types of justice to a consideration of overall justice. The authors hypothesize that overall justice judgments mediate the relationship between specific justice facets and outcomes. They present 2 studies to test this hypothesis. Study 1 demonstrates that overall justice judgments mediate the relationship between specific justice judgments and employee attitudes. Study 2 demonstrates the mediating relationship holds for supervisor ratings of employee behavior. Implications for research on organizational justice are discussed. (PsycINFO Database Record (c) 2009 APA, all rights reserved)

In a field study, the authors investigated the relationship between socialized charismatic leadership and values congruence between leaders and followers. Socialized charismatic leadership theory holds that charismatic leaders convey a values-based message and bring about values congruence between themselves and their followers. Yet, other research suggests that individuals' values are stable and closely linked to occupational membership and that employees' values are therefore likely to be quite difficult to change. Results of this study suggest that occupations are indeed associated with multiple types of employee values. The results also demonstrate that, for 3 of the 4 values studied, socialized charismatic leadership is associated with values congruence between the specific values leaders say they transmit to their followers and the values their followers say they use in work. The findings shed additional light on the values alignment process. Implications for research and practice are discussed. (PsycINFO Database Record (c) 2009 APA, all rights reserved)

Information sharing is a central process through which team members collectively utilize their available informational resources. The authors used meta-analysis to synthesize extant research on team information sharing. Meta-analytic results from 72 independent studies (total groups = 4,795; total N = 17,279) demonstrate the importance of information sharing to team performance, cohesion, decision satisfaction, and knowledge integration. Although moderators were identified, information sharing positively predicted team performance across all levels of moderators. The information sharing–team performance relationship was moderated by the representation of information sharing (as uniqueness or openness), performance criteria, task type, and discussion structure by uniqueness (a 3-way interaction). Three factors affecting team information processing were found to enhance team information sharing: task demonstrability, discussion structure, and cooperation. Three factors representing decreasing degrees of member redundancy were found to detract from team information sharing: information distribution, informational interdependence, and member heterogeneity. (PsycINFO Database Record (c) 2009 APA, all rights reserved)

Research shows that perceived overqualification is related to lower job attitudes and greater withdrawal behaviors but to higher supervisor ratings of performance. Drawing upon relative deprivation theory, the authors proposed and tested empowerment as a moderator of the relationship between perceived overqualification and job satisfaction, intentions to remain, voluntary turnover, and objective sales performance to examine if negative outcomes could be lessened while stimulating even higher performance. Hierarchical linear modeling results from a sample of 244 sales associates working in 25 stores of a Turkish retail chain show that empowerment ameliorated the negative effects of perceived overqualification on job satisfaction, intentions to remain, and voluntary turnover. Empowerment did not affect the positive relationship between perceived overqualification and objective sales performance. (PsycINFO Database Record (c) 2009 APA, all rights reserved)

The research reported in this article clarifies how employee–organization relationships (EORs) work. Specifically, the authors tested whether social exchange and job embeddedness mediate how mutual-investment (whereby employers offer high inducements to employees for their high contributions) and over-investment (high inducements without corresponding high expected contributions) EOR approaches, which are based on Tsui, Pearce, Porter, and Tripoli's (1997) framework, affect quit propensity and organizational commitment. Two studies evaluated these intervening mechanisms. Study 1 surveyed 953 Chinese managers attending part-time master of business administration (MBA) programs in China, whereas Study 2 collected cross-sectional and longitudinal data from 526 Chinese middle managers in 41 firms. Standard and multilevel causal modeling techniques affirmed that social exchange and job embeddedness translate EOR influence. A second multilevel test using lagged outcome measures further established that job embeddedness mediates long-term EOR effects over 18 months. These findings corroborate prevailing views that social exchange explains how mutual- and over-investment EORs motivate greater workforce commitment and loyalty. This study enriches EOR perspectives by identifying job embeddedness as another mediator that is more enduring than social exchange. (PsycINFO Database Record (c) 2009 APA, all rights reserved)

Clinical and health psychology research has shown that expressive writing interventions—expressing one's experience through writing—can have physical and psychological benefits for individuals dealing with traumatic experiences. In the present study, the authors examined whether these benefits generalize to experiences of workplace injustice. Participants (N = 100) were randomly assigned to write on 4 consecutive days about (a) their emotions, (b) their thoughts, (c) both their emotions and their thoughts surrounding an injustice, or (d) a trivial topic (control). Post-intervention, participants in the emotions and thoughts condition reported higher psychological well-being, fewer intentions to retaliate, and higher levels of personal resolution than did participants in the other conditions. Participants in the emotions and thoughts condition also reported less anger than did participants who wrote only about their emotions. (PsycINFO Database Record (c) 2009 APA, all rights reserved)

Idiosyncratic deals (i-deals for short) are personalized employment arrangements negotiated between individual workers and employers and intended to benefit them both (D. M. Rousseau, 2005). Coworkers' acceptance of another's i-deal can ultimately impact its overall effectiveness for the organization. By using a network approach to the study of work group dynamics, this research addresses the contributions coworker relationships with both the i-dealer and their employer make to coworker's willingness to accept a peer's i-deal. In a study of 65 employees in 20 research and development groups, coworker acceptance of i-deals is greater for group members who are their close personal friends than for members who are not. The coworkers' social exchange relationship with their employers is positively related to acceptance, while economic exchange is negatively related. Coworkers' belief in the likelihood of obtaining comparable future opportunity is positively related to their acceptance of another's i-deal. Results suggest that the relationship of both economic and social exchange with acceptance is likely to be mediated by beliefs regarding comparable future opportunity. Implications for both research and practice are discussed. (PsycINFO Database Record (c) 2009 APA, all rights reserved)

Noting the presumed tradeoff between diversity and performance goals in contemporary selection practice, the authors elaborate on recruiting-based methods for avoiding adverse impact while maintaining aggregate individual productivity. To extend earlier work on the primacy of applicant pool characteristics for resolving adverse impact, they illustrate the advantages of simultaneous cognitive ability– and personality-based recruiting. Results of an algebraic recruiting model support general recruiting for cognitive ability, combined with recruiting for conscientiousness within the underrepresented group. For realistic recruiting effect sizes, this type of recruiting strategy greatly increases average performance of hires and percentage of hires from the underrepresented group. Further results from a policy-capturing study provide initial guidance on how features of organizational image can attract applicants with particular job-related personalities and abilities, in addition to attracting applicants on the basis of demographic background. (PsycINFO Database Record (c) 2009 APA, all rights reserved)

Analyses of union leadership roles show that union presidents should have both a within-union focus and an external focus. The authors combined multi-level survey data from 3,871 union members in 248 local teachers' unions with archival and field staff data to examine relationships between leadership and members' perceptions of union instrumentality and justice, union commitment, and participation. The results showed significant union-level effects on members' beliefs about, and attitudes toward, their unions, attributable to the presidents' internal and external leadership, wage outcomes, and union characteristics. Relationships between internally focused leadership and members' loyalty and willingness to work for the union were partially mediated by perceptions of union instrumentality and justice. These perceptions fully mediated the relationship between externally focused leadership and union loyalty. (PsycINFO Database Record (c) 2009 APA, all rights reserved)

Examination of the trade-off between mean performance and adverse impact has received empirical attention for single-stage selection strategies; however, research for multistage selection strategies is almost nonexistent. The authors used Monte Carlo simulation to explore the trade-off between expected mean performance and minority hiring in multistage selection strategies and to identify those strategies most effective in balancing the trade-off. In total, 43 different multistage selection strategies were modeled; they reflected combinations of predictors with a wide range of validity, subgroup differences, and predictor intercorrelations. These selection models were examined across a variety of net and stage-specific selection ratios. Though it was still the case that an increase in minority hiring was associated with a decrease in predicted performance for many scenarios, the current results revealed that certain multistage strategies are much more effective than others for managing the performance and adverse impact trade-offs. The current study identified several multistage strategies that are clearly more desirable than those strategies previously suggested in the literature for practitioners who seek a practical selection system that will yield a high-performing and highly representative workforce. (PsycINFO Database Record (c) 2009 APA, all rights reserved)

This meta-analysis explores agreement in self- and supervisory ratings of job performance (k = 128 independent samples). It suggests a 3-stage model of the rating process and reviews the empirical evidence for the relevance of each of these 3 stages to an understanding of agreement in ratings. The proposed 3-stage model serves as the guiding rationale for the examination of an extensive set of variables that moderate rater agreement. Results are reported for 2 indicators of rater agreement (correlational and mean-level agreement). Self-supervisor ratings yielded an overall correlation of .22 (? = .34; k = 115; n = 37,752). Position characteristics and the use of nonjudgmental performance indicators were the main moderators. Leniency in self-ratings is indicated by higher mean levels of self-ratings compared with supervisory ratings. Within Western samples, performance self-ratings showed leniency (d = 0.32, ? = .49; k = 89; n = 35,417) dependent on contextual features, scale format, and scale content. (PsycINFO Database Record (c) 2009 APA, all rights reserved)

This study demonstrated relations between men's perceptions of organizational justice and increased sexual harassment proclivities. Respondents reported higher likelihood to sexually harass under conditions of low interactional justice, suggesting that sexual harassment likelihood may increase as a response to perceived injustice. Moreover, the relation between justice and sexual harassment proclivities was especially marked for men low in agreeableness and high in hostile sexism. This finding is consistent with an interactionist perspective, suggesting that individual differences in hostility in general and toward women in particular affect how a person reacts to perceived unfairness. (PsycINFO Database Record (c) 2009 APA, all rights reserved)

Two field studies tested and extended the group engagement model (Tyler & Blader, 2000, Tyler & Blader, 2003) by examining the model with regard to employee extrarole behavior. Consistent with the group engagement model's predictions, results of these studies indicate that the social identities employees form around their work groups and their organizations are strongly related to whether employees engage in extrarole behaviors. Moreover, the studies demonstrated that social identity explains the impact of other factors that have previously been linked to extrarole behavior. In particular, the findings indicate that social identity mediates the effect of procedural justice judgments and economic outcomes on supervisor ratings of extrarole behavior. Overall, these studies provide compelling indication that social identity is an important determinant of behavior within work organizations and provide strong support for the application of the group engagement model in organizational settings. (PsycINFO Database Record (c) 2009 APA, all rights reserved)

To advance knowledge of word-of-mouth as a company-independent recruitment source, this study draws on conceptualizations of word-of-mouth in the marketing literature. The sample consisted of 612 potential applicants targeted by the Belgian Defense. Consistent with the recipient–source framework, time spent receiving positive word-of-mouth was determined by the traits of the recipient (extraversion and conscientiousness), the characteristics of the source (perceived expertise), and their mutual relationship (tie strength). Only conscientiousness and source expertise were determinants of receiving negative word-of-mouth. In line with the accessibility–diagnosticity model, receiving positive employment information through word-of-mouth early in the recruitment process was positively associated with perceptual (organizational attractiveness) and behavioral outcomes (actual application decisions), beyond potential applicants' exposure to other recruitment sources. (PsycINFO Database Record (c) 2009 APA, all rights reserved)

This study drew on fairness theory and affective events theory to explain why individuals' emotional labor is impacted by injustice extended toward coworkers by their customers. Pairs of participants worked side by side as customer-service representatives for a simulated organization. They interacted with fair/unfair customers as well as observed face-to-face service encounters between their coworker and fair/unfair customers. Results indicated that participants' emotional labor increased both as a result of unfairness directed toward themselves as well as toward their coworkers. These effects were mediated by both discrete emotions and fairness-related counterfactual thinking and were significant even when the participants themselves had been treated fairly. (PsycINFO Database Record (c) 2009 APA, all rights reserved)

The present research provides new insights into the relationship between general mental ability (GMA) and adaptive performance by applying a discontinuous growth modeling framework to a study of unforeseen change on a complex decision-making task. The proposed framework provides a way to distinguish 2 types of adaptation (transition adaptation and reacquisition adaptation) from 2 common performance components (skill acquisition and basal task performance). Transition adaptation refers to an immediate loss of performance following a change, whereas reacquisition adaptation refers to the ability to relearn a changed task over time. Analyses revealed that GMA was negatively related to transition adaptation and found no evidence for a relationship between GMA and reacquisition adaptation. The results are integrated within the context of adaptability research, and implications of using the described discontinuous growth modeling framework to study adaptability are discussed. (PsycINFO Database Record (c) 2009 APA, all rights reserved)

Extant research on high-performance work systems (HPWSs) has primarily examined the effects of HPWSs on establishment or firm-level performance from a management perspective in manufacturing settings. The current study extends this literature by differentiating management and employee perspectives of HPWSs and examining how the two perspectives relate to employee individual performance in the service context. Data collected in three phases from multiple sources involving 292 managers, 830 employees, and 1,772 customers of 91 bank branches revealed significant differences between management and employee perspectives of HPWSs. There were also significant differences in employee perspectives of HPWSs among employees of different employment statuses and among employees of the same status. Further, employee perspective of HPWSs was positively related to individual general service performance through the mediation of employee human capital and perceived organizational support and was positively related to individual knowledge-intensive service performance through the mediation of employee human capital and psychological empowerment. At the same time, management perspective of HPWSs was related to employee human capital and both types of service performance. Finally, a branch's overall knowledge-intensive service performance was positively associated with customer overall satisfaction with the branch's service. (PsycINFO Database Record (c) 2009 APA, all rights reserved)

Because employees may be reluctant to admit to performing deviant acts, the authors of this study reexamined the commonly used self-report measure of workplace deviance developed by R. J. Bennett and S. L. Robinson (2000). Specifically, the self-report measure was modified into a non-self-report measure based on multiple other-reported assessments to address methodological concerns with self-reported information regarding deviant workplace behaviors. The authors assessed the psychometric properties of this new measure by first conducting an exploratory factor analysis, which indicated a 3-factor structure (production deviance, property deviance, and personal aggression). Subsequent confirmatory factor analysis on a different sample verified these findings. Taken together, the results suggest that the content and psychometric qualities of this non-self-report measure of workplace deviance closely represent S. L. Robinson and R. J. Bennett's (1995) original typology of workplace deviance. The potential usefulness of this measure in organizational studies is discussed. (PsycINFO Database Record (c) 2009 APA, all rights reserved)