The moderating role of goal orientation in the workload-frustration relationship.

Goal orientation was hypothesized to moderate the relationship between quantitative workload and frustration. Based on data from 460 graduate students, two forms of goal orientation moderated this relationship. Specifically, it was found that workload was positively related to frustration for people with high levels of avoiding goal orientation, but not for those with low levels of avoiding goal orientation. In addition, it was found that the positive effect of workload on frustration was weaker for people with high levels of mastery goal orientation than for those with low levels of mastery goal orientation. Both theoretical and practical implications of the current findings are discussed.

Development of a global measure of job embeddedness and integration into a traditional model of voluntary turnover.

Recent research on job embeddedness has found that both on- and off-the-job forces can act to bind people to their jobs. The present study extended this line of research by examining how job embeddedness may be integrated into a traditional model of voluntary turnover. This study also developed and tested a global, reflective measure of job embeddedness that overcomes important limitations and serves as a companion to the original composite measure. Results of this longitudinal study found that job embeddedness predicted voluntary turnover beyond job attitudes and core variables from traditional models of turnover. Results also found that job embeddedness interacted with job satisfaction to predict voluntary turnover, suggesting that the job embeddedness construct extends beyond the unfolding model of turnover (T. R. Mitchell & T. W. Lee, 2001) it originated from.

"Not another meeting!" Are meeting time demands related to employee well-being?

Using an interruptions framework, this article proposes and tests a set of hypotheses concerning the relationship of meeting time demands with job attitudes and well-being (JAWB). Two Internet surveys were administered to employees who worked 35 hr or more per week. Study 1 examined prescheduled meetings attended in a typical week (N=676), whereas Study 2 investigated prescheduled meetings attended during the current day (N=304). As proposed, the relationship between meeting time demands and JAWB was moderated by task interdependence, meeting experience quality, and accomplishment striving. However, results were somewhat dependent on the time frame of a study and the operational definition used for meeting time demands. Furthermore, perceived meeting effectiveness was found to have a strong, direct relationship with JAWB.