Search

As organizational diversity becomes increasingly common, human resource departments must learn to effectively manage heterogeneity through the development of inclusionary practices. Although HR diversity and inclusion (D&I) practices seem like an adequate solution to workplace diversity, employee past experience and anticipatory justice regarding the fairness of HR initiatives may offer an explanation as to why such practices are not always successful at leading to positive perceptions and outcomes across employees. To begin to address this question, we use theory on uncertainty management to describe the role of cognitive biases on recollections of past experiences, and the role of anticipatory justice on fairness perceptions. Moreover, we argue for several moderators of the past experience—justice expectations and of the justice expectation—justice perceptions relationships. The contributions of this proposed framework are discussed as are directions for future research and practical implications.

Many organizational representatives review social media (SM) information (e.g., Facebook, Twitter) when recruiting and assessing job applicants. Despite this, very little empirical data exist concerning the SM information available to organizations or whether assessments of such information are a valid predictor of work outcomes. This multistudy investigation examines several critical issues in this emerging area. In Study 1, we conducted a content analysis of job seekers' Facebook sites (n = 266) and found that these sites often provide demographic variables that U.S. employment laws typically prohibit organizations from using when making personnel decisions (e.g., age, ethnicity, and religion), as well as other personal information that is not work-related (e.g., sexual orientation, marital status). In Study 2 (n = 140), we examined whether job seekers' SM information is related to recruiter evaluations. Results revealed that various types of SM information correlated with recruiter judgments of hireability, including demographic variables (e.g., gender, marital status), variables organizations routinely assess (e.g., education, training, and skills), and variables that may be a concern to organizations (e.g., profanity, sexual behavior). In Study 3 (n = 81), we examined whether structuring SM assessments (e.g., via rater training) affects criterion-related validity. Results showed that structuring SM assessments did not appear to improve the prediction of future job performance or withdrawal intentions. Overall, the present findings suggest that organizations should be cautious about assessing SM information during the staffing process. (PsycInfo Database Record (c) 2020 APA, all rights reserved).

In this article, we examine the effects of paternalism on experienced incivility across two studies. Study 1 examines the paternalism—experienced incivility relationship in a sample of health care employees, and Study 2 examines a moderated–mediated relationship, with incivility climate as the moderator of the paternalism—experienced incivility relationship, and counterproductive work behavior as the outcome. Results from these studies suggest that paternalism has a significant positive direct effect on incivility, and an indirect effect on counterproductive work behavior through experienced incivility. Moreover, our results suggest that the relationship between paternalism and experienced incivility is moderated by incivility climate, such that the effect of paternalism on experienced incivility is stronger at higher levels of incivility climate tolerance and lower levels of incivility climate policy.

Research examining the influence of perceptions of organizational politics (POPs) is currently at a nexus—capable of recognizing its previous contributions but also with an eye toward the future. Scholars credit much of the maturation over the past 30 years to Ferris, Russ, and Fandt’s seminal model. Despite the ever-increasing number of publications attributed to this topic, and model, opportunities to bridge and expand the current research base remain plentiful. We begin this review by differentiating POPs from political behavior and constructs considered overlapping conceptually. We then describe the evolution of two models responsible for guiding POPs research and conclude our review by summarizing meta-analytic studies investigating antecedents and outcomes of POPs. Doing so allows us to identify gaps currently impeding development and to recommend relevant approaches to extend research. Following this review, we introduce event systems theory as a guiding framework for integrating and expanding the knowledge base. This structure allows scholars to recast POPs as a discrete phenomenon capable of being evaluated in terms of its novelty, disruption, and criticality. Theoretically, this approach allows for greater precision in identifying causes and consequences of POPs, and it provides insight into how such perceptions emerge and evolve. Last, we discuss future research opportunities intended to improve understanding of this pervasive phenomenon, and we encourage much-needed future research examining the dynamics of POPs in contemporary work settings.

PurposeThis research examines how perceived supervisor political support (SPS) moderates the relationship between perceived supervisor narcissistic rage (SNR) and relevant employee work outcomes.Design/methodology/approachAcross three studies (Study 1: 604 student-recruited working adults; Study 2: 156 practicing lawyers: Study 3: 161 municipality employees), employees provided ratings for SPS, SNR and ratings of their job satisfaction, organizational citizenship behavior (OCB), depressed work mood and work neglect.FindingsResults supported the authors’ argument that SPS moderates the relationship between SNR and work outcomes. Specifically, SNR was associated with unfavorable outcomes only when SPS was low. When SPS was high, SNR had little effect on job satisfaction, OCBs, depressed mood and neglect.Research limitations/implicationsResults affirm that supervisor characteristics considered toxic do not always provoke adverse reactions when considering other leader features simultaneously.Practical implicationsSupervisors capable of offering political support can positively influence subordinate attitudes, behaviors and well-being even when other aspects of their personality potentially initiate antagonism.Originality/valueThis study is the first to examine SNR features and informal support activities concurrently.

PurposeThe purpose of this paper is to test the interactive effects of grit (e.g. supervisor and employee) and politics perceptions on relevant work outcomes. Specifically, the authors hypothesized that supervisor and employee grit would each demonstrate neutralizing effects when examined jointly.Design/methodology/approachThree studies (N’s=526, 229, 522) were conducted to test the moderating effect across outcomes, including job satisfaction, turnover intentions, citizenship behavior and work effort. The authors controlled for affectivity and nonlinear main effect terms in Studies 2 and 3 following prior discussion.FindingsFindings across studies demonstrated a unique pattern differentiating between grit sources (i.e. employee vs supervisor) and outcome characteristic (i.e. attitudinal vs behavioral). In sum, both employee and supervisor grit demonstrated neutralizing effects when operating in politically fraught work settings.Research limitations/implicationsDespite the single source nature of data collections, the authors took steps to minimize potential biasing factors (e.g. time separation, including affectivity). Future research will benefit from multiple sources of data as well as a more expansive view of the grit construct.Practical implicationsWork contexts have grown increasingly more political in recent years primarily as a result of social and motivational factors. Hence, the authors recommend that leaders investigate factors that minimize its potentially malignant effects. Although grit is often challenging to cultivate through interventions, selection and quality of work life programs may be useful in preparing workers to manage this pervasive source of stress.Originality/valueDespite its practical appeal, grit’s impact in work settings has been under-studied, leading to apparent gaps in science and leadership development. Creative studies, building off the research, will allow grit to maximize its contributions to both scholarship and employee well-being.