Primary Prevention of Weight Gain Among New Bus Operators: Results of the "Success & Health Impacts For Transit operators during Onboarding" (SHIFT Onboard) Pilot Study.

OBJECTIVE: This study aimed to test the feasibility and efficacy of an enhanced onboarding intervention to prevent weight gain and support the early job success of new bus operators. METHODS: Control participants ( n = 9) completed usual practice new employee training and onboarding. Intervention participants ( n = 14) completed five supplemental trainings and four online challenges during their first year. Primary outcomes were body weight, dietary behaviors, physical activity, and sleep duration/quality. Early job success was evaluated with measures of newcomer adjustment. RESULTS: The difference between intervention and control participants in body weight change at 12-month was -6.71 lb (Cohen's d = -1.35). Differences in health behavior changes were mixed, but newcomer adjustment changes favored the intervention group. CONCLUSIONS: Results support the feasibility of enhanced onboarding for bus operators to prevent worsening health while simultaneously advancing their success as new employees.

The Impact of COVID-19 on Transit Workers: Perceptions of Employer Responses and Associations with Health Factors.

COVID-19 has had a substantial impact on transit workers' lives, especially among public-facing vehicle operators. The current project examined relationships between workers' knowledge and perceptions of their employer's COVID-19 safety responses, job attitudes, and health. We surveyed transit workers (N = 174) between July and August 2020 and followed up 3 months later. Fifty-seven workers responded to the follow-up survey. Surveys addressed workers' knowledge and perceptions of their employer implementing Centers for Disease Control and Prevention (CDC)-recommended COVID-19 safety responses, COVID-19 risk perceptions, job attitudes, and health factors. Employees reported knowledge of their employer implementing ~8 of 12 CDC-recommended responses. The most reported response was informational poster placements; the least reported was designating a point-person for COVID-19 concerns. Significant associations were found between knowledge of employer safety responses and lower COVID-19 risk perceptions, better job attitudes, and greater mental and global health. Operators (i.e. public-facing workers) reported worse perceptions of employer responses, and higher COVID-19 risk perceptions, work stress, and turnover intentions, compared with non-operators. A time-lagged panel model found that COVID-19 risk perceptions significantly mediated the relationship between public-facing work status and follow-up depression, anxiety, stress, and global health. Results reveal opportunities for transit authorities to broaden and better communicate their responses to emergent occupational safety and health crises.

Bus Operators' Body Weight Changes During Their First 2 Years of Work: A Retrospective Survey.

OBJECTIVE: To empirically assess retrospective reports of weight changes during bus operators' first years on the job, and to investigate experienced and desired training topics for new operators. METHODS: Bus operators (n = 261) completed an online survey on topics of early weight changes and training experiences. RESULTS: Operators reported gaining an average of 7.64 lb (SD = 16.36) during their first year. Further weight gain was not reported during the second year. Most operators reported that health-related topics were not addressed during their initial training. Stress management and healthy eating were the operators' two most desired topics to be included in their initial training. CONCLUSION: Bus operators reported medically meaningful weight gain during their first year of work and a desire for more health-related training. Objective research to document the magnitude of this hazard, and contributing working conditions, is needed.

Distressed and distracted by COVID-19 during high-stakes virtual interviews: The role of job interview anxiety on performance and reactions.

Employers have increasingly turned to virtual interviews to facilitate online, socially distanced selection processes in the face of the COVID-19 pandemic. However, there is little understanding about the experience of job candidates in these virtual interview contexts. We draw from Event System Theory (Morgeson et al., 2015) to advance and test a conceptual model that focuses on a high-stress, high-stakes setting and integrates literatures on workplace stress with literatures on applicant reactions. We predict that when applicants ruminate about COVID-19 during an interview and have higher levels of COVID-19 exhaustion, they will have higher levels of anxiety during virtual interviews, which in turn relates to reduced interview performance, lower perceptions of fairness, and reduced intentions to recommend the organization. Further, we predict that three factors capturing COVID-19 as an enduring and impactful event (COVID-19 duration, COVID-19 cases, COVID-19 deaths) will be positively related to COVID-19 exhaustion. We tested our propositions with 8,343 job applicants across 373 companies and 93 countries/regions. Consistent with predictions, we found a positive relationship between COVID-19 rumination and interview anxiety, and this relationship was stronger for applicants who experienced higher (vs. lower) levels of COVID-19 exhaustion. In turn, interview anxiety was negatively related to interview performance, fairness perceptions, and recommendation intentions. Moreover, using a relevant subset of the data (n = 6,136), we found that COVID-19 duration and deaths were positively related to COVID-19 exhaustion. This research offers several insights for understanding the virtual interview experience embedded in the pandemic and advances the literature on applicant reactions. (PsycInfo Database Record (c) 2021 APA, all rights reserved).

Leader humility and team creativity: The role of team information sharing, psychological safety, and power distance.

In this study, we identify leader humility, characterized by being open to admitting one's limitations, shortcomings, and mistakes, and showing appreciation and giving credit to followers, as a critical leader characteristic relevant for team creativity. Integrating the literatures on creativity and leadership, we explore the relationship between leader humility and team creativity, treating team psychological safety and team information sharing as mediators. Further, we hypothesize and examine team power distance as a moderator of the relationship. We tested our hypotheses using data gathered from 72 work teams and 354 individual members from 11 information and technology firms in China using a multiple-source, time-lagged research design. We found that the positive relationship between leader humility and team information sharing was significant and positive only within teams with a low power distance value. In addition, leader humility was negatively related to team psychological safety in teams with a high power distance value, whereas the relationship was positive yet nonsignificant in teams with low power distance. Furthermore, team information sharing and psychological safety were both significantly related to team creativity. We discuss theoretical and practical implications for leadership and work teams. (PsycINFO Database Record

Newcomer adjustment: Examining the role of managers' perception of newcomer proactive behavior during organizational socialization.

Separate streams of organizational socialization research have recognized the importance of (a) newcomer proactivity and (b) manager support in facilitating newcomer adjustment. However, extant research has largely focused on the newcomers' experience, leaving the perspectives of managers during socialization relatively unexplored-a theoretical gap that has implications both for newcomer adjustment and manager-newcomer interactions that may serve as a basis for future relationship development. Drawing from the "interlocked" employee behavior argument of Weick (1979), we propose that managers' perception of newcomers' proactive behaviors are associated with concordant manager behaviors, which, in turn, support newcomer adjustment. Further, we investigate a cognitive mechanism-managers' evaluation of newcomers' commitment to adjust-which we expect underlies the proposed relationship between newcomers' proactive behaviors and managers' supportive behaviors. Using a time-lagged, 4-phase data collection of a sample of new software engineers in India and their managers, we were able to test our hypothesized model as well as rule out alternative explanations via multilevel structural equation modeling. Results broadly supported our model even after controlling for manager-newcomer social exchange relationship, proactive personalities of both newcomers and managers, and potential effects of coworker information providing. The implications of our findings for theory and practice are discussed. (PsycINFO Database Record

Taking stock of two relational aspects of organizational life: Tracing the history and shaping the future of socialization and mentoring research.

As part of the centennial celebration for the Journal of Applied Psychology, this article reviews the literature on organizational socialization and mentoring. Our review includes a comparison of organizational socialization and mentoring as processes for employee adjustment and development, the historical context that fueled the emergence of these two areas of study, and a chronological mapping of key foundations, trends, themes that emerged across time, and major milestones. Along the way, a special emphasis is placed on research published in the Journal of Applied Psychology and high impact work is highlighted. We conclude with a discussion of five areas for future research. Specifically, we outline ideas for bridging the socialization and mentoring literatures, better understanding and capturing dynamic processes across time, the development of multilevel theories and models, addressing causality, and considering the implications for organizational socialization and mentoring research based on how technology is changing the way we work. (PsycINFO Database Record

Breach of belongingness: Newcomer relationship conflict, information, and task-related outcomes during organizational socialization.

Previous studies of newcomer socialization have underlined the importance of newcomers' information seeking for their adjustment to the organization, and the conflict literature has consistently reported negative effects of relationship conflict with coworkers. However, to date, no study has examined the consequences of relationship conflict on newcomers' information seeking. In this study, we examined newcomers' reactions when they have relationship conflict with their coworkers, and hence cannot obtain necessary information from them. Drawing upon belongingness theory, we propose a model that moves from breach of belongingness to its proximal and distal consequences, to newcomer information seeking, and then to task-related outcomes. In particular, we propose that second paths exist-first coworker-centric and the other supervisor-centric-that may have simultaneous yet contrasting influence on newcomer adjustment. To test our model, we employ a 3-wave data collection research design with egocentric and Likert-type multisource surveys among a sample of new software engineers and their supervisors working in India. This study contributes to the field by linking the literatures on relationship conflict and newcomer information seeking and suggesting that despite conflict with coworkers, newcomers may succeed in organizations by building relationships with and obtaining information from supervisors.

There are lots of big fish in this pond: The role of peer overqualification on task significance, perceived fit, and performance for overqualified employees.

Research has uncovered mixed results regarding the influence of overqualification on employee performance outcomes, suggesting the existence of boundary conditions for such an influence. Using relative deprivation theory (Crosby, 1976) as the primary theoretical basis, in the current research, we examine the moderating role of peer overqualification and provide insights to the questions regarding whether, when, and how overqualification relates to employee performance. We tested the theoretical model with data gathered across three phases over 6 months from 351 individuals and their supervisors in 72 groups. Results showed that when working with peers whose average overqualification level was high, as opposed to low, employees who felt overqualified for their jobs perceived greater task significance and person-group fit, and demonstrated higher levels of in-role and extra-role performance. We discuss theoretical and managerial implications for overqualification at the individual level and within the larger group context.

Differentiated leader-member exchanges: the buffering role of justice climate.

The leader-member exchange (LMX) literature has established that leaders differentiate among their followers. Yet little is known about the effects of LMX differentiation (within-group variation in LMX quality). In this study, we contend that the effects of LMX differentiation on the employee outcomes of work attitudes, coworker relations, and employee withdrawal behaviors will be contingent upon the level of procedural and distributive justice climate. Data from 276 employees working in 25 stores of a retail chain in Turkey supported our hypotheses such that LMX differentiation was related to more negative work attitudes and coworker relations, and higher levels of withdrawal behaviors only when justice climate was low.

Perceived overqualification and its outcomes: the moderating role of empowerment.

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.

Newcomer adjustment during organizational socialization: a meta-analytic review of antecedents, outcomes, and methods.

The authors tested a model of antecedents and outcomes of newcomer adjustment using 70 unique samples of newcomers with meta-analytic and path modeling techniques. Specifically, they proposed and tested a model in which adjustment (role clarity, self-efficacy, and social acceptance) mediated the effects of organizational socialization tactics and information seeking on socialization outcomes (job satisfaction, organizational commitment, job performance, intentions to remain, and turnover). The results generally supported this model. In addition, the authors examined the moderating effects of methodology on these relationships by coding for 3 methodological issues: data collection type (longitudinal vs. cross-sectional), sample characteristics (school-to-work vs. work-to-work transitions), and measurement of the antecedents (facet vs. composite measurement). Discussion focuses on the implications of the findings and suggestions for future research.

A longitudinal study of the moderating role of extraversion: leader-member exchange, performance, and turnover during new executive development.

Identifying factors that help or hinder new executives in "getting up to speed" quickly and remaining with an organization is vital to maximizing the effectiveness of executive development. The current study extends past research by examining extraversion as a moderator of relationships between leader-member exchange (LMX) and performance, turnover intentions, and actual turnover for an executive sample. The sample consisted of 116 new executives who were surveyed prior to starting their employment and at 3 months postentry. A total of 67 senior executives rated these new executives in terms of overall performance at 6 months postentry. Turnover data were gathered from company records 3 1/2 years later. Hierarchical regression results showed that LMX was not related to performance or turnover intentions for those high in extraversion; but for individuals low in extraversion, there was a relation between LMX, performance, and turnover intentions. Furthermore, survival analyses showed that LMX was only related to turnover-hazard rate for individuals low in extraversion.

A field study of frame-of-reference effects on personality test validity.

As part of a test validation study at a major U.S.-based airline, the authors tested the effects of providing an "at work" frame-of-reference on the validity of the NEO Five-Factor Inventory among a sample of customer service supervisors (N = 206). Frame-of-reference moderated the validity of the Extraversion and Openness to Experience subscales after controlling for cognitive ability. In addition, the frame-of-reference personality test showed incremental validity over cognitive ability (deltaR2 = .16), but the standard personality test did not (deltaR2 = .05). The authors' discussion focuses on implications for personality theory and research and on implications for increasing the validity of personality tests in organizational settings.

Selection fairness information and applicant reactions: a longitudinal field study.

Although laboratory studies have found that selection information can affect applicant perceptions, this has not been tested in the field. The authors followed 2 cohorts of police applicants (N = 274) in a longitudinal study to examine the relationship between information, applicant perceptions, and behavior (e.g., turnover). Information was related to perceived fairness measured at the time of testing and 1 month later when applicants received their results. Information moderated the relationship between outcome favorability and test-taking self-efficacy among African Americans but not among Whites. Information was not related to the behavioral measures. The discussion focuses on why certain findings from previous studies were not replicated and on the use of information when applicants have an investment in getting a job.

Drug testing, drug treatment, and marijuana use: a fairness perspective.

The authors conducted a random statewide telephone survey of 1,484 individuals to study the relationship between marijuana use (in terms of participants' history of marijuana use) and reactions to drug testing and to study 2 hypothetical drug-treatment policies. Job safety sensitivity was related to perceived fairness of drug testing for the participant's job, and more recent marijuana use was associated with more negative reactions. Safety sensitivity was related to perceived fairness of drug treatment. Organizations with voluntary treatment were more attractive than ones with monitored treatment. Marijuana use interacted with drug treatment policy type in predicting reactions to drug treatment. Results suggest that organizations should consider job and employee characteristics when developing a drug treatment policy.