Emerald | Journal of Managerial Psychology | Table of Contents http://www.emeraldinsight.com/0268-3946.htm Table of contents from the most recently published issue of Journal of Managerial Psychology Journal en-gb Fri, 14 Mar 2014 00:00:00 +0000 2013 Emerald Group Publishing Limited editorial@emeraldinsight.com support@emeraldinsight.com 60 Emerald | Journal of Managerial Psychology | Table of Contents http://www.emeraldinsight.com/common_assets/img/covers_journal/jmpcover.gif http://www.emeraldinsight.com/0268-3946.htm 120 157 Early career attitudes and satisfaction during recession http://www.emeraldinsight.com/journals.htm?issn=0268-3946&volume=29&issue=3&articleid=17108627&show=abstract http://www.emeraldinsight.com/10.1108/JMP-02-2013-0061 <strong>Abstract</strong><br /><br /><B>Purpose</B> – The purpose of this paper is to examine the role of protean and boundaryless career attitudes in early career employees during a time of economic recession in Ireland, specifically regarding their relationship to work characteristics, job satisfaction and career satisfaction. <B>Design/methodology/approach</B> – Using a quantitative design, data were obtained from a variety of Irish organizations. Employees in the trial career stage (aged between 18 and 29) responded to questions pertaining to their career attitudes, perceived work context and satisfaction. <B>Findings</B> – Skill variety was related to higher job satisfaction for those with a strong organizational mobility preference, and skill specialization was related to lower job satisfaction for those with a weak organizational mobility preference. Autonomy and skill specialization were positively related to career satisfaction for those who held a strong self-directed career attitude. <B>Research limitations/implications</B> – For researchers, this study contributes to our understanding of the boundary conditions of the work design-satisfaction relationship, and provides further insights into how these findings extend to career satisfaction. <B>Practical implications</B> – For managers, they demonstrate the importance of considering career attitudes when considering the relationship between job design and satisfaction during recessionary times. <B>Originality/value</B> – The research extends past findings on careers attitudes during times of recession, and provides insights into psychological and contextual variables that contribute to satisfaction during such economic periods. Article literatinetwork@emeraldinsight.com (Deirdre O'Shea, Sinead Monaghan, Timothy D. Ritchie) Fri, 14 Mar 2014 00:00:00 +0000 Flexibility i-deals: how much is ideal? http://www.emeraldinsight.com/journals.htm?issn=0268-3946&volume=29&issue=3&articleid=17108628&show=abstract http://www.emeraldinsight.com/10.1108/JMP-07-2012-0225 <strong>Abstract</strong><br /><br /><B>Purpose</B> – This paper aimed to explore the relationship between flexibility i-deals and employee attitudes. The authors developed theory and tested a non-linear model between i-deals and perceived organizational support (POS), and career satisfaction. <B>Design/methodology/approach</B> – Hierarchical linear modeling using multisource data collected in a field study from 207 employees and 39 managers supported the hypotheses. <B>Findings</B> – Consistent with the proposed non-linear model, low and high levels of flexibility i-deals were associated with high POS and career satisfaction. At moderate levels of i-deals, employee attitudes were lower. <B>Research limitations/implications</B> – Though non-linear relationships are unlikely to result from multi source common method data, the cross-sectional study design limits the authors from claiming causality between the variables of interest. This study is an important step towards elucidating the complex nature of relationship between flexibility i-deals and employee outcomes. <B>Practical implications</B> – Organizations must heed the needs of employees who seek accommodations in their work schedule. However, organizations should be cognizant of the associated implications at different levels of flexibility granted. <B>Social implications</B> – I-deals partly satisfied employees' need for affiliation by strengthening their emotional bonds with the organization (i.e. POS). I-deals also enhanced employees' career satisfaction which is an important component of self-actualization. By meeting employees' higher order needs i-deals have the potential to create a workplace that provides overall wellbeing rather than just a living. <B>Originality/value</B> – This is the first study to investigate non-linear relationships between flexibility i-deals and employee attitudes. Article literatinetwork@emeraldinsight.com (Prajya R. Vidyarthi, Anjali Chaudhry, Smriti Anand, Robert C. Liden) Fri, 14 Mar 2014 00:00:00 +0000 The impact of impression management over time http://www.emeraldinsight.com/journals.htm?issn=0268-3946&volume=29&issue=3&articleid=17108629&show=abstract http://www.emeraldinsight.com/10.1108/JMP-10-2012-0290 <strong>Abstract</strong><br /><br /><B>Purpose</B> – The purpose of these studies was to investigate how the repeated use of impression management (IM) tactics is related to supervisor perceptions in newly formed supervisor-subordinate dyads. <B>Design/methodology/approach</B> – Two studies were conducted – a lab study in which participants evaluated a confederate who performed an accounting task while using different types of IM across five trials, and a field study examining the IM tactics of new employees and their supervisors' ratings of likability and performance at two points in time. <B>Findings</B> – In the lab study, the repeated use of ingratiation had an increasingly positive effect on performance ratings, whereas repeated apologies had an increasingly negative effect on evaluations of performance. The influence of IM tactics on ratings of subordinate likability did not change with repeated use. In the field study, subordinates' use of apologies and justifications was more strongly associated with supervisor evaluations of likability and performance in earlier stages of their relationship. <B>Practical implications</B> – Employees need to be mindful that IM tactics may vary in their effectiveness depending on the timing and frequency of their use. Furthermore, supervisors should consider the initial influence that IM has on their ability to objectively evaluate new subordinates. <B>Originality/value</B> – This research is unique in that it examined how the repeated use of both assertive (i.e. ingratiation and self-promotion) and defensive (i.e. apologies and justifications) IM tactics are related to both evaluations of likability and performance ratings at multiple points in time. Article literatinetwork@emeraldinsight.com (Mark C. Bolino, Anthony C. Klotz, Denise Daniels) Fri, 14 Mar 2014 00:00:00 +0000 “Diversity,” immigration, and the new American multi-racial hierarchy http://www.emeraldinsight.com/journals.htm?issn=0268-3946&volume=29&issue=3&articleid=17108630&show=abstract http://www.emeraldinsight.com/10.1108/JMP-08-2012-0242 <strong>Abstract</strong><br /><br /><B>Purpose</B> – This paper aims to analyze the new multi-racial hierarchy in the USA. The authors propose that despite increasing diversity, a multi-racial hierarchy of privilege and disadvantage continues to exist. Due to the history of anti-Black discrimination and stereotyping in the USA, employers prefer native and immigrant non-Blacks to native and immigrant Blacks, and use non-Blacks to claim organizational diversity success. <B>Design/methodology/approach</B> – The authors propose that a multi-racial hierarchy, ordered as Whites, Non-White Non-Blacks, and Collective Blacks now exists, and use history, relevant theory, existing research, and government data to support their ideas. <B>Findings</B> – Evidence suggests that despite increased diversity, Whites remain most privileged, Blacks least privileged, and Asians and Hispanics tend to comprise the middle of the hierarchy. Even in organizations that are “diverse,” a multi-racial hierarchy results in different compensation, promotion, and layoff rates and differential treatment across groups. <B>Research limitations/implications</B> – Diversity within and across different racial and ethnic groups should be investigated. Employers' apparent diversity success may obscure the continued dominance of Whites, disadvantage of Blacks, and a color-based multi-racial hierarchy. <B>Practical implications</B> – Analyses of human resources data could help organizations identify and avoid discrimination and inequality even in “diverse” organizations. <B>Originality/value</B> – This paper focuses on the meaning of a new multi-racial hierarchy in ways that have not been previously considered. Article literatinetwork@emeraldinsight.com (Myrtle P. Bell, Dennis Marquardt, Daphne P. Berry) Fri, 14 Mar 2014 00:00:00 +0000 Anticipated regret in time-based work-family conflict http://www.emeraldinsight.com/journals.htm?issn=0268-3946&volume=29&issue=3&articleid=17108631&show=abstract http://www.emeraldinsight.com/10.1108/JMP-05-2012-0157 <strong>Abstract</strong><br /><br /><B>Purpose</B> – The primary purpose of this research was to investigate the role of anticipated regret in time-based work-family conflict decisions. <B>Design/methodology/approach</B> – A total of 90 working parents responded to a decision making problem describing a time-based conflict between a work event and a family event. Participants' preference for which event to attend constituted the dependent variable. Independent variables were participants' work and family centralities. Anticipated regret for choosing the work option and anticipated regret for choosing the family option were measured as hypothesized mediators. <B>Findings</B> – Structural equation modeling revealed that anticipated regret for choosing the family option mediated the relationship between work centrality and preference for the family option. Similarly, it was found that anticipated regret for choosing the work option mediated the relationship between family centrality and preference for the family option. <B>Originality/value</B> – This article contributes to work-family and decision making literatures by studying the intersection of the two fields. Although most work-family research studies ongoing conflict, this study focuses on one decision event. The findings suggest that anticipated regret plays a significant role in how individuals resolve time-based work-family conflict. Article literatinetwork@emeraldinsight.com (Jessica Bagger, Jochen Reb, Andrew Li) Fri, 14 Mar 2014 00:00:00 +0000 The identity-based explanation of affective commitment http://www.emeraldinsight.com/journals.htm?issn=0268-3946&volume=29&issue=3&articleid=17108632&show=abstract http://www.emeraldinsight.com/10.1108/JMP-02-2012-0036 <strong>Abstract</strong><br /><br /><B>Purpose</B> – Drawing on social identity and self-categorization theories and building on Meyer and Herscovitch's (2001) work on affective commitment, this study aimed to examine the relationship between organizational identification and affective commitment, and the relationships between these two variables and employees' attitude and behavior. <B>Design/methodology/approach</B> – Data were collected on-site from 158 automobile dealership employees in central China. Regression analysis and hierarchical linear modeling were used to analyze the survey data. <B>Findings</B> – Organizational identification was positively related to affective commitment. Affective commitment was negatively related to turnover intention and positively related to job performance. Affective commitment mediated the relationship between organizational identification and turnover intention, but did not mediate the relationship between organizational identification and job performance. <B>Research limitations/implications</B> – This study contributes to the literature by integrating organizational identification and affective commitment, the two distinct types of employees' organizational attachment. However, results should be cautioned with the limitations of the study. <B>Practical implications</B> – Managers can use employees' organizational identification to foster affective commitment since it leads to a variety of positive work attitudes and behavior. <B>Social implications</B> – Society as a whole may benefit by having more loyal and committed workforce in organisations. <B>Originality/value</B> – This study develops a model that aligns employee commitment and identification. Doing so answers the call for more efforts to integrate the two forms of organizational attachment in order to make more progress in this line of research. Article literatinetwork@emeraldinsight.com (Long W. Lam, Yan Liu) Fri, 14 Mar 2014 00:00:00 +0000 Candidates' integration of individual psychological assessment feedback http://www.emeraldinsight.com/journals.htm?issn=0268-3946&volume=29&issue=3&articleid=17108633&show=abstract http://www.emeraldinsight.com/10.1108/JMP-01-2012-0016 <strong>Abstract</strong><br /><br /><B>Purpose</B> – The purpose of this paper is to empirically verify a theoretical model of candidates' feedback integration in the context of individual psychological assessment (IPA). <B>Design/methodology/approach</B> – Structural equation modeling analyses were conducted in a two-wave longitudinal study. A total of 97 candidates completed questionnaires immediately after their feedback session as well as three months later. <B>Findings</B> – Results indicate that candidates' motivational intention to act on IPA feedback is a pivotal variable linking feedback perceptions and post-feedback behaviors. Source credibility, assessment face validity, as well as perception that the feedback helped increase candidate's awareness were related to motivational intention. Conversely, feedback acceptance was not related to candidates' motivation to act on feedback and post-feedback behaviors. <B>Research limitations/implications</B> – Because the authors relied on self-report questionnaires, future studies would benefit from including externally assessed behavioral outcomes. Future research efforts should continue distinguishing candidates' acceptance and awareness based on their distinctive contributions in the feedback integration process. <B>Practical implications</B> – The results indicate that motivation created during the feedback session is a stronger predictor of day-to-day behavioral changes than it is of involvement in specific developmental activities. <B>Originality/value</B> – This research fills a gap in IPA literature by highlighting some IPA benefits and the processes involved in increasing feedback value for the participant. Article literatinetwork@emeraldinsight.com (Jean-Sébastien Boudrias, Jean-Luc Bernaud, Patrick Plunier) Fri, 14 Mar 2014 00:00:00 +0000