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Prior research demonstrates that overconfident people are more likely to attain high-status positions of leadership and influence. However, the underlying motivational and behavioral mechanisms driving this relationship remain largely unexplored. In the present research, we sought to fill this gap in the literature by proposing that overconfidence is associated with stronger status motives and the pursuit of high-status positions via dominance-based strategies. In Studies 1 and 2, we find overconfidence to be positively related to the pursuit of high-status positions of leadership. In Studies 3 and 4, we find overconfident individuals to lean towards dominance- over prestige-based status-seeking strategies. Finally, in Study 4, a field study among real-world supervisor-subordinate dyads, we find an indirect effect of overconfidence on expected social status advancement through dominance. Together, the current studies offer novel insight into the relationship between overconfidence and social status advancement by identifying previously unexplored explanatory mechanisms. [ABSTRACT FROM AUTHOR]

The purpose of this study was to investigate career-related antecedents of graduates’ anticipatory psychological contracts. A survey was filled out by a sample of 722 graduates addressing questions on career strategy, individual career management, work importance, and beliefs about employer and employee obligations. Graduates with a high score on careerism, who are engaged in a high level of individual career management and with management ambitions, reported a higher level of employer obligations and a higher level of employee obligations related to flexibility and employability. This study adds to the literature by addressing the initial stage of psychological contract formation, taking place in the anticipatory socialization stage. The obligations that are salient in graduates’ pre-employment beliefs are likely to affect their psychological contracts after organizational entry. Moreover, depending on their career goals and other career-related factors, graduates approach their future employment relationship with different beliefs about what they should contribute and what they will receive in return. Employers may use these findings when working out recruitment strategies for young graduates. They also provide input for actively managing the expectations of new hires. Most studies on psychological contracts addressed the relationship between employees’ psychological contract evaluations and subsequent attitudes and behaviors. Only recently scholars have started to address the topic of psychological contract formation. This study adds to this line of research by addressing the pre-employment stage. It also adds to the literature by addressing the relationship between career-related antecedents and psychological contracts. [ABSTRACT FROM AUTHOR]

This research presents a model of organizational citizenship behaviors (OCBs) mediated by social network ties using gender as a moderator. In the proposed model, OCBs are influenced indirectly by the need for power-prestige, outcome interdependence, and person-organization fit through the mediation of instrumental ties and expressive ties, which are considered social network ties. Gender moderates several paths in the model. The moderating effects of gender are simultaneously examined using data collected in Taiwan. Test results show that the influence of the need for power-prestige on expressive ties is stronger for women than for men, and the influence of the need for power-prestige on instrumental ties is stronger for men than for women. Moreover, the influence of outcome interdependence on instrumental ties is stronger for men than for women. Finally, detailed findings and their implications are discussed. [ABSTRACT FROM AUTHOR]

It is important to understand why biased employee selection occurs in the workplace. We examined applicant race, job status, and the evaluator's attitudes toward blacks as possible predictors of unfair selection decisions. After completing an attitude toward blacks scale, one hundred and eighty-one people evaluated the qualifications of either a black or white applicant for either a high or low status job. Results showed no differences in the hiring decision. However, evaluators with more negative attitudes toward blacks reported greater confidence in their decision to hire the black applicant than the white applicant for the low status job compared to the confidence of evaluators with more positive attitudes. They also reported greater confidence in their decision to hire the white applicant than the black applicant for the high status job as compared to evaluators with more positive attitudes towards blacks. We observed the opposite results for less biased individuals. Evaluator ratings do not explain these findings. These data suggest that unfair discrimination may operate in subtle ways. [ABSTRACT FROM AUTHOR]

There are over 20 million part-time employees in the United States, however research on part-time employees is quite limited. Research has revealed inconsistencies when comparing part-time and full-time employees on various job outcomes (e.g., performance, commitment). As a test of Feldman's (1990) causal model of part-time work, this study provides evidence that autonomy mediates the relationship between job status (part-time vs. full-time) and such outcomes, which can help explain some of the inconsistencies in previous research. Managerial implications are discussed. [ABSTRACT FROM AUTHOR]