A regulatory focus theory perspective on the dynamics between action and power.

Building on the strong consensus that the experience of power motivates individuals to take action, prior research postulates a positively reinforcing cycle wherein taking action leads to power, which in turn leads to subsequent actions. Applying regulatory focus theory, we differentiate between promotion-oriented and prevention-oriented actions to develop a within-person theory of when and why promotion-oriented and prevention-oriented actions should relate to power, and vice-versa. Across two studies, we find that when employees engaged in promotive voice behaviors, they were more likely to experience a sense of power; this effect was amplified for employees with trait promotion focus. When employees engaged in prohibitive voice behaviors, employees with trait prevention focus were less likely to experience a sense of power. The experience of power subsequently motivated employees to engage in promotive voice behaviors, but not prohibitive voice behaviors. By elucidating the differences between promotion and prevention pathways of action and power, our research challenges the notion that action and power positively reinforce each other. We discuss the theoretical and practical implications of our findings. (PsycInfo Database Record (c) 2024 APA, all rights reserved).

My manager endorsed my coworkers' voice: Understanding observers' positive and negative reactions to managerial endorsement of coworker voice.

Research on managerial voice endorsement has primarily focused on the processes and conditions through which voicers receive their managers' endorsement. We shift this focus away from the voicers, focusing instead on the dual reactions that endorsement generates for observing employees. Drawing from an approach-avoidance framework, we propose that managerial endorsement of coworker voice could be perceived as a positive and negative stimulus for observers, prompting them to approach opportunities and avoid threats, respectively. Results from a preregistered experiment and a multiwave, multisource field study revealed that managerial endorsement of coworker voice was positively related to observers' voice instrumentality, thus prompting them to engage in approach behaviors (i.e., voice). We also found that managerial endorsement of coworker voice was positively related to observers' voice threat, triggering avoidant behaviors (i.e., avoidance-oriented counterproductive work behaviors). Further, we found that the avoidant reactions more pronounced for observers with higher (vs. lower) neuroticism. Overall, our research extends theory by demonstrating the rippling effects that voice endorsement can ignite throughout the workgroup. (PsycInfo Database Record (c) 2024 APA, all rights reserved).

Distances and directions: An emotional journey into the recovery process.

Positive emotions stemming from leisure activities are often promoted as a way to achieve a state of recovery, in particular by counteracting negative emotions experienced throughout the workday. Yet the recovery literature frequently takes an undifferentiated view of both the positive emotions employees experience as well as the negative emotions employees are recovering from. This implicitly assumes that all positive emotions are equally effective in facilitating recovery from all negative emotions. Drawing from theory treating emotional movements as a metaphorical journey, we develop a framework for understanding recovery that highlights the importance of the distance and direction that individuals "travel" when moving from negative emotions to positive emotions during the recovery process. We argue that the negative emotions that people start with from work-that is, their emotional origin-as well as the positive emotions that people end with following leisure activities-that is, their emotional destination-jointly influence the state of being recovered. Across two studies using experience-sampling methodologies, we find that "shorter" journeys consisting of emotional destinations that match the activation level of emotional origins (e.g., experiencing high activation positive emotion [HAP] to counter high activation negative emotion) are effective in promoting recovery, while "longer" journeys consisting of mismatches (e.g., experiencing HAP to counter low activation negative emotion) are ineffective for recovery. (PsycInfo Database Record (c) 2024 APA, all rights reserved).

The PCMT model of organizational support: Scale development and theoretical application.

The PCMT model of organizational support conceptualizes organizational support as consisting of four forms that differ in terms of their perceived target and ascribed motive. Across six studies (n = 1,853), we create and validate a psychometrically reliable scale that captures these four forms of organizational support, as well as offer a theoretical advancement to the organizational support literature. In particular, the first five studies involve content validation; assessment of factor analytic structure; tests of test-retest reliability and measurement invariance; and establishment of discriminant, convergent, and predictive validity. The final study involves deployment of the validated, 24-item scale in the field and illustrates that the four different forms of organizational support differentially predict the discrete dimensions of job burnout, the effects of which spillover and crossover into the home domain. This investigation thus offers both empirical and theoretical contributions. Empirically, we provide applied psychologists with an instrument for measuring the four forms of organizational support, enabling the emergence of new lines of research. Theoretically, we illustrate that the content and characteristics associated with the different forms of organizational support are important considerations as conceptual alignment between the type of organizational support perceived and the well-being outcome under study enhances the support's predictive validity. (PsycInfo Database Record (c) 2023 APA, all rights reserved).

Can two wrongs make a right? The buffering effect of retaliation on subordinate well-being following abusive supervision.

Subordinates who are abused by a supervisor tend to experience violated perceptions of interpersonal justice and deteriorated well-being. One way in which they may seek to cope with these consequences is by engaging in retaliatory behaviors intended to "get back" at their supervisor and even the score. Based on research suggesting that acts of retaliation can restore perceptions of justice, we propose a model whereby retaliation alleviates the effect of abusive supervision on subordinate well-being by restoring subordinates' interpersonal justice perceptions. In two studies, using multiwave (Study 1) and time-lagged (Study 2) designs, we found general support for our predictions, even when controlling for the alternative mechanism of victim identity and subordinates' baseline well-being. These results suggest that retaliation reduces the harmful consequences of supervisory abuse on well-being not only in the short term but also in the long run. Theoretical and practical implications surrounding this increased understanding of the effectiveness of retaliation as a strategy for coping with the effects of abusive supervision over time are discussed. (PsycInfo Database Record (c) 2022 APA, all rights reserved).

The PCMT model of organizational support: An integrative review and reconciliation of the organizational support literature.

We present an integrative conceptual review that reconciles the organizational support, social exchange, and social support literatures. In particular, we argue that the prevailing, singular conceptualization of organizational support is misaligned with contemporary perspectives on social exchange-which has served as the bedrock for organizational support theory since organizational support theory's inception-and is inconsistent with the social support literature-which has long recognized that support takes several forms. Thus, we draw on both the social exchange and social support literatures to develop four unique forms of organizational support: Teleological, Personalized, Collectivistic, and Monistic Organizational Support. With this enlarged framework for understanding organizational support in hand, we then detail the various research opportunities that the integration of these literatures affords. Specifically, we explain that this framework warrants future research related to the development of new measures, the differential prediction of outcomes, and the discovery of organizational support profiles. We also invoke the social support literature to highlight the potential opportunities in applying optimal matching theory to organizational support, examining relationships between received and perceived organizational support, and identifying the consequences of excessive organizational support. (PsycInfo Database Record (c) 2022 APA, all rights reserved).

What goes up must . . . Keep going up? Cultural differences in cognitive styles influence evaluations of dynamic performance.

Past research on dynamic workplace performance evaluation has taken as axiomatic that temporal performance trends produce naïve extrapolation effects on performance ratings. That is, we naïvely assume that an individual whose performance has trended upward over time will continue to improve, and rate that individual more positively than an individual whose performance has trended downward over time-even if, on average, the 2 individuals have performed at an equivalent level. However, we argue that such naïve extrapolation effects are more pronounced in Western countries than Eastern countries, owing to Eastern countries having a more holistic cognitive style. To test our hypotheses, we examined the effect of performance trend on expectations of future performance and ratings of past performance across 2 studies: Study 1 compares the magnitude of naïve extrapolation effects among Singaporeans primed with either a more or less holistic cognitive style, and Study 2 examines holistic cognitive style as a mediating mechanism accounting for differences in the magnitude of naïve extrapolation effects between American and Chinese raters. Across both studies, we found support for our predictions that dynamic performance trends have less impact on the ratings of more holistic thinkers. Implications for the dynamic performance and naïve extrapolation literatures are discussed. (PsycINFO Database Record

The dimensions and mechanisms of mindfulness in regulating aggressive behaviors.

On the basis of the notion that the ability to exert self-control is critical to the regulation of aggressive behaviors, we suggest that mindfulness, an aspect of the self-control process, plays a key role in curbing workplace aggression. In particular, we note the conceptual and empirical distinctions between dimensions of mindfulness (i.e., mindful awareness and mindful acceptance) and investigate their respective abilities to regulate workplace aggression. In an experimental study (Study 1), a multiwave field study (Study 2a), and a daily diary study (Study 2b), we established that the awareness dimension, rather than the acceptance dimension, of mindfulness plays a more critical role in attenuating the association between hostility and aggression. In a second multiwave field study (Study 3), we found that mindful awareness moderates the association between hostility and aggression by reducing the extent to which individuals use dysfunctional emotion regulation strategies (i.e., surface acting), rather than by reducing the extent to which individuals engage in dysfunctional thought processes (i.e., rumination). The findings are discussed in terms of the implications of differentiating the dimensions and mechanisms of mindfulness for regulating workplace aggression. (PsycINFO Database Record

Dialectical thinking and fairness-based perspectives of affirmative action.

Affirmative action (AA) policies are among the most effective means for enhancing diversity and equality in the workplace, yet are also often viewed with scorn by the wider public. Fairness-based explanations for this scorn suggest AA policies provide preferential treatment to minorities, violating procedural fairness principles of consistent treatment. In other words, to promote equality in the workplace, effective AA policies promote inequality when selecting employees, and the broader public perceives this to be procedurally unfair. Given this inconsistency underlies negative reactions to AA policies, we argue that better preparing individuals to deal with inconsistencies can mitigate negative reactions to AA policies. Integrating theories from the fairness and cognitive styles literature, we demonstrate across 4 studies how dialectical thinking-a cognitive style associated with accepting inconsistencies in one's environment-increases support for AA policies via procedural fairness perceptions. Specifically, we found support for our propositions across a variety of AA policy types (i.e., strong and weak preference policies) and when conceptualizing dialectical thinking either as an individual difference or as a state that can be primed-including being primed by the framing of the AA policy itself. We discuss theoretical contributions and insights for policy-making at government and organizational levels. (PsycINFO Database Record

The compassionate sexist? How benevolent sexism promotes and undermines gender equality in the workplace.

Although sexist attitudes are generally thought to undermine support for employment equity (EE) policies supporting women, we argue that the effects of benevolent sexism are more complex. Across 4 studies, we extend the ambivalent sexism literature by examining both the positive and the negative effects benevolent sexism has for the support of gender-based EE policies. On the positive side, we show that individuals who endorse benevolent sexist attitudes on trait measures of sexism (Study 1) and individuals primed with benevolent sexist attitudes (Study 2) are more likely to support an EE policy, and that this effect is mediated by feelings of compassion. On the negative side, we find that this support extends only to EE policies that promote the hiring of women in feminine, and not in masculine, positions (Study 3 and 4). Thus, while benevolent sexism may appear to promote gender equality, it subtly undermines it by contributing to occupational gender segregation and leading to inaction in promoting women in positions in which they are underrepresented (i.e., masculine positions). (PsycINFO Database Record

Blame it on the supervisor or the subordinate? Reciprocal relations between abusive supervision and organizational deviance.

Drawing on various theoretical perspectives, extant research has primarily treated subordinate organizational deviance as a consequence of abusive supervision. Yet, social interaction theories of aggression and victimization perspectives provide support for the opposite ordering, suggesting that subordinate organizational deviance may be an antecedent of abusive supervision. By using a cross-lagged panel design, we empirically test the potentially reciprocal relation between abusive supervision and subordinate organizational deviance. In Study 1, we measured both abusive supervision and organizational deviance at 2 separate times with a 20-month lag between measurement occasions and found evidence that subordinate organizational deviance leads to abusive supervision, but not vice versa. In Study 2, with a shorter time lag (i.e., 6 months), the reciprocal effects of abusive supervision and organizational deviance were supported. Furthermore, we found that the effects of abusive supervision on organizational deviance were moderated by subordinate self-control capacity and intention to quit such that the effects were only significant when subordinates had low self-control capacity and high intention to quit. Theoretical and practical implications are discussed.

When is success not satisfying? Integrating regulatory focus and approach/avoidance motivation theories to explain the relation between core self-evaluation and job satisfaction.

Integrating implications from regulatory focus and approach/avoidance motivation theories, we present a framework wherein motivational orientations toward positive (approach motivation orientation) or negative (avoidance motivation orientation) stimuli interact with workplace success to mediate the relation of core self-evaluation (CSE) with job satisfaction. Using data collected from supervisor-subordinate dyads (Sample 1) and time-lagged data (Sample 2), we found that the results from two studies indicated that the interaction of workplace success and avoidance motivation orientation mediated relations of CSE with job satisfaction. Although approach motivation orientation did not interact with workplace success, it did mediate the CSE-job satisfaction relation on its own. Implications for the CSE and approach/avoidance literatures are discussed.

Lost sleep and cyberloafing: Evidence from the laboratory and a daylight saving time quasi-experiment.

The Internet is a powerful tool that has changed the way people work. However, the ubiquity of the Internet has led to a new workplace threat to productivity-cyberloafing. Building on the ego depletion model of self-regulation, we examine how lost and low-quality sleep influence employee cyberloafing behaviors and how individual differences in conscientiousness moderate these effects. We also demonstrate that the shift to Daylight Saving Time (DST) results in a dramatic increase in cyberloafing behavior at the national level. We first tested the DST-cyberloafing relation through a national quasi-experiment, then directly tested the relation between sleep and cyberloafing in a closely controlled laboratory setting. We discuss the implications of our findings for theory, practice, and future research.

Does power distance exacerbate or mitigate the effects of abusive supervision? It depends on the outcome.

We predicted that the effects of abusive supervision are likely to be moderated by subordinate power distance orientation and that the nature of the moderating effect will depend on the outcome. Drawing upon work suggesting that high power distance orientation subordinates are more tolerant of supervisory mistreatment, we posited that high power distance orientation subordinates would be less likely to view abusive supervision as interpersonally unfair. Drawing upon social learning theory suggestions that high power distance orientation subordinates are more likely to view supervisors as role models, we posited that high power distance orientation subordinates would be more likely to pattern their own interpersonally deviant behavior after that of abusive supervisors. Across 3 samples we found support for our predicted interactions, culminating in a mediated moderation model demonstrating that social learning mediates the interaction of abusive supervision and power distance on subordinate interpersonal deviance, while ruling out alternate self-regulation impairment or displaced aggression explanations. Implications for the abusive supervision literature are discussed.

Overcoming negative reactions of nonbeneficiaries to employment equity: the effect of participation in policy formulation.

In 2 experimental studies, we examined a way to overcome nonbeneficiaries' resistance to employment equity (EE) policies-participation in formulating the policy. We operationalized participation in terms of instrumental versus noninstrumental voice and proposed that nonbeneficiaries would be more likely to support an EE policy when allowed instrumental participation in the policy's development. Further, we proposed psychological ownership as the mediating mechanism underlying the effects of instrumental participation. Study 1 examined participation effects for a gender-based EE policy and Study 2 for a race-based EE policy. As predicted, we found that nonbeneficiaries (men in Study 1; Whites in Study 2) in the instrumental participation condition expressed greater behavioral intentions to promote the policy (Studies 1 and 2) and were more likely to engage in a behavior promoting the policy (Study 2). We also found support for psychological ownership as the underlying mediating mechanism in both studies. Contributions to theory and practice are discussed.

When does self-esteem relate to deviant behavior? The role of contingencies of self-worth.

Researchers have assumed that low self-esteem predicts deviance, but empirical results have been mixed. This article draws upon recent theoretical developments regarding contingencies of self-worth to clarify the self-esteem/deviance relation. It was predicted that self-esteem level would relate to deviance only when self-esteem was not contingent on workplace performance. In this manner, contingent self-esteem is a boundary condition for self-consistency/behavioral plasticity theory predictions. Using multisource data collected from 123 employees over 6 months, the authors examined the interaction between level (high/low) and type (contingent/noncontingent) of self-esteem in predicting workplace deviance. Results support the hypothesized moderating effects of contingent self-esteem; implications for self-esteem theories are discussed.

The influence of work personality on job satisfaction: incremental validity and mediation effects.

Drawing from recent developments regarding the contextual nature of personality (e.g., D. Wood & B. W. Roberts, 2006), we conducted 2 studies (1 cross-sectional and 1 longitudinal over 1 year) to examine the validity of work personality in predicting job satisfaction and its mediation of the effect of global personality on job satisfaction. Study 1 showed that (a) individuals vary systematically in their personality between roles- they were significantly more conscientious and open to experience and less extraverted at work compared to at home; (b) work personality was a better predictor of job satisfaction than both global personality and home personality; and (c) work personality demonstrated incremental validity above and beyond the other two personality measures. Study 2 further showed that each of the work personality dimensions fully mediated the association between its corresponding global personality trait and job satisfaction. Evidence for the discriminant validity of the findings is also presented.

The development and validation of the Workplace Ostracism Scale.

This article outlines the development of a 10-item measure of workplace ostracism. Using 6 samples (including multisource and multiwave data), the authors developed a reliable scale with a unidimensional factor structure that replicated across 4 separate samples. The scale possessed both convergent and discriminant validity, and criterion-related validity was demonstrated through the scale's relation with basic needs, well-being, job attitudes, job performance, and withdrawal. Overall, the present study suggests that the Workplace Ostracism Scale is a reliable and valid measure and that the workplace ostracism construct has important implications for both individuals and organizations.