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This paper examines age-related differences in work motivation in two samples of 9,388 and 2,512 individuals who completed a comprehensive motivation questionnaire for selection or development purposes. In the first sample, age differences were examined by controlling for gender and investigating whether relationships between age and motivation were non-linear. Statistically significant relationships between motivation and age were found for most motivation scales, explaining up to 12% of the variance in specific scales. The second sample was used to confirm these results and to determine whether differences on these motivation scales could be explained by additional demographic variables, which were not available in the first sample. When controlling for demographic variables, such as gender, managerial experience, and university education, the pattern of results was similar in the second data set although effects were smaller. Results generally support propositions from the literature, which suggest a shift in people's motives rather than a general decline in motivation with age: older employees were less motivated by extrinsically but more by intrinsically rewarding job features. [ABSTRACT FROM AUTHOR]

This paper presents results into gender differences and potential adverse impact on Belbin's original BTRSPI. Based on a sample of 311 sales and customer service representatives (208 females, 103 males), a series of descriptive statistics, parametric and non-parametric tests are reported. Findings suggest significant differences between genders in response patterns favouring males on the team roles of Chair, Shaper, and Plant. Conversely, females scored significantly higher on the role of Team Worker. Implications for potential adverse impact, Four-Fifths Rule differences, and the use of Belbin's questionnaire for selection, particularly into team leader positions, are raised. [ABSTRACT FROM AUTHOR]

Based on gain and loss spiral principles from Conservation of Resources (COR) theory, we examined change‐related reciprocal relations between three key resources (i.e. self‐esteem, sense of belonging and perceived social support) and job insecurity. We adopted a latent change score (LCS) approach and examined the loss and gain spirals with a seven‐wave longitudinal dataset from the New Zealand Attitudes and Values Study (N = 6518). The LCS models indicated that: (1) self‐esteem predicts decreased job insecurity, but not vice versa, (2) sense of belonging predicts decreased job insecurity, but not vice versa and (3) there is a change‐related reciprocal relationship between perceived social support and job insecurity. Inconsistent with the primacy of resource loss proposed by COR theory, we also confirm that the effects of self‐esteem, sense of belonging and perceived social support on changes in job insecurity (i.e., gain spirals) are stronger than the effects of job insecurity on changes in these three resources (i.e., loss spirals). These findings provide a cautionary note to previous research based on cross‐sectional or lagged designs and using regression or (traditional or random intercept) cross‐lagged analyses. By taking a resource perspective, our research provides an impetus for understanding change‐related reciprocal relations between resources and job insecurity. [ABSTRACT FROM AUTHOR]

Self‐leadership has been the subject of dozens of empirical investigations over the past several decades and has emerged as a pivotal construct in the self‐influence literature. Despite the interest in the construct, the myriad of disparate variables studied and the absence of a quantitative systematic review summarizing findings have combined to limit our ability to cohesively interpret and draw meaningful conclusions from this large literature. To address this, we carried out a meta‐analysis of the nomological network of self‐leadership, encompassing effect sizes from 101 studies and 111 independent samples. Drawing on social cognitive theory to frame our research questions and hypotheses, we evaluate global self‐leadership and its constituent strategies (i.e., behaviour‐focused, constructive thought, natural rewards) as predictors of job performance, self‐efficacy, and job attitudes. In addition to evaluating zero‐order correlations, we use regression and relative‐weight analyses to evaluate the three strategies' effects on the various outcomes simultaneously, delineating their relative contributions. Our meta‐analysis examines the Five‐Factor Model of personality traits as antecedents. We also observed evidence suggesting that self‐leadership's relationships were moderated by national power distance. Implications for research and practice are discussed. Practitioner points: Self‐leadership is meaningfully associated with conscientiousness, openness, extraversion, and transformational leadership.Fostering employee self‐leadership may promote productive cognition, attitudes, and behaviors.Self‐leadership training programs can target specific strategies for training based on the desired outcome. [ABSTRACT FROM AUTHOR]

The present study examines how the different forms of behavioural regulation proposed by self‐determination theory combine within different profiles of workers and the extent to which these configurations are replicated among four samples of workers from distinct occupational groups (managers, nurses, physiotherapists, and hospital employees). In addition, this research investigates the role of workload (as a job demand), as well as perceived organizational, supervisor, and colleagues support (as job resources) in the prediction of profile membership. Finally, this research also documents the relation between motivation profiles and a series of adaptive (work performance) and maladaptive (presenteeism, turnover intentions, and absenteeism) work outcomes. Latent profile analyses revealed six similar motivation profiles among the four samples (n = 291 managers, 249 hospital employees, 237 nurses, and 373 physiotherapists). The results also showed the highest levels of presenteeism and turnover intentions, and the lowest levels of work performance to be associated with the Externally Driven profile. Moreover, workload predicted a higher likelihood of membership into the Self‐Driven Introjected and Externally Driven profiles relative to the Moderately Intrinsically Motivated, Highly Intrinsically Motivated, and Self‐Driven Hedonist profiles. Finally, perceived colleagues support predicted a decreased likelihood of membership into the Externally Driven profile relative to the five other profiles, whereas higher levels of perceived organizational support predicted an increased likelihood of membership into the Self‐Driven Introjected, Highly Intrinsically Motivated, and Value‐Reward Self‐Driven profiles relative to the Externally Driven and Self‐Driven Hedonist ones. Practitioner points: Employees' profiles characterized by low levels of self‐determined work motivation were associated with the worst outcomes.By decreasing employees' workload or by helping to make it more manageable, organizations may increase employees' likelihood of displaying more desirable, and self‐determined, motivational profiles.By improving colleagues support, organizations may also be able to increase employees' likelihood of displaying more desirable, and self‐determined, motivational profiles. [ABSTRACT FROM AUTHOR]

In this study, we explored the interplay of leader competence and leader self‐serving behaviour on followers' perceptions of psychological safety and its downstream implication on team performance. Using a time‐lagged study of 166 leaders and 514 followers from six firms in central China, we found that leader self‐serving behaviour was an important contingent factor for how subordinates perceive their leader. Specifically, when competent leaders were perceived as being non‐self‐serving, team psychological safety as well as team performance were enhanced. In contrast, such positive influences were non‐existent when leaders were seen as self‐serving. Practical implications and important insights to future research were also discussed. Practitioner points: Organizations are encouraged to establish and adopt adequate training and development programmes to ensure that employees are constantly provided with resources to enhance their competencies.Organizations should foster a culture of ethical behaviour and institute systematic monitoring to ensure that employees act in the best interest of the organization and not at the expense of the larger collective. [ABSTRACT FROM AUTHOR]

Integrating empowerment and creativity theories, this study simultaneously explores the context‐specific (i.e., access to resources [AR] and access to information [AI]) and actor‐related (i.e., organization‐based self‐esteem [OBSE]) mechanisms in the relationship between empowering leadership and employee creativity. Furthermore, drawing on the interactionist perspective of creativity, it examines how AR and AI may interact with OBSE to influence creativity. Multisource data were collected from 217 employees and their supervisors using a three‐wave, time‐lagged research design. The results reveal that OBSE and AR mediate the relationship between empowering leadership and creativity. Moreover, AR moderates the relationship between OBSE and creativity, such that this relationship is significant only when AR is high. Theoretical and practical implications of these findings are discussed. Practitioner points: Empowering leaders may stimulate creativity by impacting their employees' OBSE and access to resources.A possible way for leaders to facilitate creativity is to simultaneously promote employees' OBSE and provide them with the necessary resources [ABSTRACT FROM AUTHOR]

Although counterproductive work behaviour towards the organization (CWB‐O) or supervisors (CWB‐S) is commonly treated as a reaction to psychological contract breach (PCB), we propose that the PCB‐CWB relationship is recursive and that CWB may increase the likelihood to perceive PCB through its effects on self‐esteem and subsequently on organizational cynicism. By estimating a two‐level time‐lagged mediation model on daily data from 103 US employees (904 observations), we found evidence for this hypothesized chain of events. These findings demonstrate that PCB and CWB happen with reference to past perceptions of PCB and/or CWB and future anticipations of PCB and/or CWB. We discuss suggestions for future research and novel practical implications in preventing further escalation. Practitioner points: When employees perceive that their organization has breached its obligations, employees are likely to retaliate by engaging in acts of CWB‐O and CWB‐S. Employees are likely to suffer from reduced self‐esteem and increased cynicism when they have engaged in CWB‐S following a PC breach. When employees become more cynical, they are more likely to perceive future PC breaches. Based on the reciprocal nature of our findings, this study highlights the need to update existing theories, as well as indicates the need for swift interventions in the aftermath of PC breach and enactment of CWB. [ABSTRACT FROM AUTHOR]

Employability perceptions have been suggested to protect well-being in times of job insecurity. Perceived employability ( PE) refers to an individual's perception of his/her possibilities of obtaining employment. Some scholars showed that PE is also associated with the length of unemployment. However, it is not clear how employability perceptions can facilitate the reemployment process. Our research aim was to investigate the relationships among PE, job search strategies, psychological distress ( PD), and reemployment. The two-wave study (a questionnaire administered during the initial contact with employment agencies and objective data on reemployment after 12 months) involved 136 unemployed people. Results of the structural equation model analysis (partial least-squares path analysis [ SEM- PLS]) showed that PE led to focused job search strategy ( FJSS) and the focused strategy increased the likelihood of reemployment. The hypothesized negative correlation between PE and PD was not confirmed. Higher levels of distress attributed to job loss were positively associated with a haphazard job search strategy and negatively with a FJSS. The study makes an original contribution to both the research and the practice, highlighting the role of PE as a protective resource for the unemployed. Practitioner points Perceived employability (PE) can be considered as a personal protective resource during unemployment because can spur the unemployed to adopt a focused job search strategy (FJSS), even if it cannot reduce the job-loss triggered psychological distress (PD)., Evidence that a FJSS facilitates reemployment suggests that behavioural training programmes need to be extended beyond the confines of job search intensity., Both PE and PD should be considered to understand how unemployed individuals choose job search strategies., Labour policies should support reemployment programmes that help the unemployed reframe their employability beliefs. [ABSTRACT FROM AUTHOR]

Drawing upon cognitive appraisal theory and affective events theory, we develop and test a model of discrete emotions, coping, and performance that contains both within- and between-person components. We argue that when employees feel angry, guilty, joyous, or proud at work, those with higher levels of ability-based emotional intelligence will turn to emotion-focused coping as a means to deal with the immediate aftermath of the emotion. This form of coping requires the least amount of cognitive resources and facilitates performance by helping individuals to meet their task demands. Random coefficient modelling findings from daily diary data collected in a law enforcement setting support our proposed ideas concerning the interactive effects of emotions and emotional intelligence on coping, as well as the effects of coping on task performance. Practitioner points The findings from this study conducted in a law enforcement setting suggest that coping strategies such as venting, denial, and disengagement might be adaptive for short-term performance., Organizations could manage employee emotions via awareness of appropriate coping responses and selecting higher ABEI individuals for jobs that involve emotions on a routine basis. [ABSTRACT FROM AUTHOR]

Previous diversity research has neglected the role of psychological mechanisms that underlie the relationship between diversity climate and employee performance. Drawing on social and racial identity theories, we hypothesized that psychological safety mediates the relationship between diversity climate and employee performance. Furthermore, we proposed that race moderates both stages of the mediation, whereby the relationships between diversity climate and psychological safety and between psychological safety and performance are stronger for minorities than for Whites. Results, based on a survey of employees and their colleagues, revealed that the relationship between diversity climate and employee performance was mediated by psychological safety. We also found that the diversity climate-psychological safety and psychological safety-extra-role performance relationships were moderated by race, such that these relationships were stronger for minorities than for Whites. Further, the indirect effects of diversity climate on extra-role behaviours via psychological safety were also moderated by race, such that these relationships were stronger for minorities than for Whites. For efficient management of diversity in organizations, research and practical implications are also discussed. Practitioner Points In the midst of increasing workforce diversity, the study highlights the importance of a psychologically safe work environment where employees feel confident in expressing their true selves without fear of being judged as inferior or incompetent., By necessitating the creation of psychologically safe work environments, the study establishes psychological safety as a principal motivator of employee performance behaviours in a racially diverse work setting., The study cautions organizational practitioners that when dealing with racial diversity, one size does not fit all. Rather, positive organizational contexts (such as diversity climate and psychological safety) hold a greater significance for minorities and are more effective in shaping their performance behaviours. [ABSTRACT FROM AUTHOR]

The present study investigated whether employees are merely interested in hearing good news about themselves, as predicted by self-enhancement theory, or are more interested in feedback that confirms their self-concept, as predicted by self-verification theory. We examined in a field study whether self-view certainty serves as a moderator and strengthens the effect of congruence between individuals' self-views and the performance feedback they receive about these self-views on feedback reactions. Polynomial regression results revealed that people mainly reacted favourably to positive feedback. Prior self-views did not play a key role in explaining feedback reactions. As feedback scores were the main determinant of feedback reactions, it seems that feedback reactions are dominated by self-enhancement strivings and that self verification strivings are less prominent. Little support was found for the moderating role of self-view certainty. [ABSTRACT FROM AUTHOR]

The Team Role Self Perception Inventory (TRSPI) has attracted several studies critical of its psychometric properties. This research uses a large data set and employs confirmatory factor analysis on within-scale scores to examine the dimensionality and reliability of the TRSPI's scales. Data show that five of the nine scales are unidimensional and that two other scales show generally good fit to a unidimensional solution. The 'completer-finisher' and 'implementer' scales show a better fit to a bidimensional structure and would benefit from improved item wording for a small number of items. The 'shaper' scale would also benefit from some attention to item wording. Reliability estimates suggest that the reliability of the TRSPI's scales is better than previous estimates imply. [ABSTRACT FROM AUTHOR]

Although much research has focused on assessment centres, rather less has been done on development centres (DCs), and in particular on the effects they have on participants. A study is reported of the impact of DC attendance on self-assessment made by 111 customer service staff. Participants rated themselves on the DC dimensions before and after attending, and these ratings were correlated with observers' assessments made at the DC. Results indicated congruence on only two out of 10 dimensions between observer- and self-assessments pre-DC, rising to six out of the 10 dimensions post-DC. Self-esteem also increased following attendance at the DC. Females showed more self-assessment accuracy than did males. Classifying the participants (pre-DC) into underraters, accurate raters and overraters showed that underraters became more accurate in their self-assessments post-DC whereas overraters did not; the latter group continued to have self-ratings significantly higher than observer ratings, and were unchanged in level of self-esteem. It is concluded that the DC studied has demonstrated its value as a process for increasing self-awareness for some but not all participants. The findings are discussed in terms of their implications for both research and the application of DCs in practice. [ABSTRACT FROM AUTHOR]

Examines the construct equivalency of Meredith Belbin's Team Role Self-Perception Inventory and the Observers' Assessment measures for personality assessment. Construct validity of the measures relative to the five-factor method (FFM) of personality assessment; Factor structure versus correlational standard; Relationship between team roles and the FFM.

Analyzes the qualitative and evaluative nature of change in graduates' self construction during the six months following an organizational entry. Personal Construct Psychology (PCP) framework; Repertory grids; PCP applied to the transition from university to employment; Research design and methods.