Search

In this study, we propose that manager job insecurity will moderate the nature of the relationship between perceived overqualification and employee career‐related outcomes (career satisfaction, promotability ratings, and voluntary turnover). We tested our hypotheses using a sample of 124 employees and 54 managers working in a large holding company in Ankara, Turkey, collected across five time periods. The results suggested that average perceived overqualification was more strongly, and negatively, related to career satisfaction of employees when managers reported higher job insecurity. Furthermore, employee perceived overqualification was positively related to voluntary turnover when manager job insecurity was high. No direct or moderated effects were found for promotability ratings. Implications for overqualification and job insecurity literatures were discussed. [ABSTRACT FROM AUTHOR]

We set out to understand how role-making works and what roles employees and leaders play in this process. Employees often make changes to their work roles, such as by negotiating their job responsibilities and seeking challenging tasks. In this study, we suggest that role-making behaviours influence and are influenced by the dyadic relationship between leaders and employees, otherwise known as leader–member exchange (LMX). We collected three waves of survey data from a sample of Chinese employees who were recent college graduates (n = 203). The results from cross-lagged panel analyses showed that (1) LMX and job-change negotiation were reciprocally related to each other and (2) initial LMX was associated with increased challenge-seeking behaviours, although these behaviours did not lead to greater LMX later on. In addition, we found evidence that when employees experienced a high level of emotional ambivalence (a conflicting, mixed and complex emotional state), the direct and reciprocal relationships between LMX and role-making behaviours were weakened. Our findings advance the understanding of the development of leader–employee relationships in the workplace and have implications for strengthening employee perceptions of high-quality relationships with their leaders by making changes to their workplace roles. [ABSTRACT FROM AUTHOR]

Purpose: The purpose of this study is to validate, in an Italian sample, a multidimensional training motivation measure (T-VIES-it) based on expectancy (VIE) theory, and to examine the nomological network surrounding the construct. Design/methodology/approach: Using a cross-sectional design study, 258 public sector employees in Northeast Italy (participating in a range of employer-sponsored training programs) filled out the T-VIES-it and questionnaires on goal orientation, job support for learning, and intention to transfer learning gained through training to the workplace. To validate the T-VIES-it and test its nomological network confirmatory factor analysis and structural equations models were used. Findings: Results showed acceptable confirmatory factor analysis fit indices and psychometric properties of the T-VIES-it. Acceptable fit indexes were also found for the structural equations models tested. The modified model showed significant relations between learning goal orientation and the three dimensions of training motivation; and between the expectancy subscale and job support and intention to transfer. Originality/value: The paper highlights that the T-VIES-it is a validated multidimensional assessment of training motivation, and the first its kind in Italian. The scale should provide value in training evaluations and in research related to training motivation. (Contains 1 note, 2 tables, and 3 figures.)

This study of the impact of doctoral adviser mentoring on student outcomes was undertaken in response to earlier research that found (a) students with greater incoming potential received more adviser mentoring, and (b) adviser mentoring did not significantly contribute to important student outcomes, including research productivity [Green, S. G., and Bauer, T. N. (1995). "Personnel Psychology" 48(3): 537-561]. In this longitudinal study spanning 5 1/2 years, the effect of mentorship on the research productivity, career commitment, and self-efficacy of Ph.D. students in the "hard" sciences was assessed, while controlling for indicators of ability and attitudes at program entry. Positive benefits of mentoring were found for subsequent productivity and self-efficacy. Mentoring was not significantly associated with commitment to a research career.

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. (Contains 4 tables and 3 figures.)