Daily autonomy and job performance: Does person-organization fit act as a key resource?

A Multi-stage Dynamic Incentive Model for Construction Project Managers From the Perspective of Work-Family Conflict

OBJECTIVE

This study aims to design incentives for organizations to improve the work engagement of construction project managers (CPMs) when they experience work-family conflict.

METHODS

Based on principal-agent theory, a multistage dynamic incentive model for CPMs' work engagement under the perspective of work-family conflict is constructed by integrating contract and reputation effect incentive mechanisms. Then MATLAB software was used to simulate the theoretical model for the arithmetic example. Finally, 182 valid questionnaires were tested for the conclusions of the model.

RESULTS

In the two stages of the incentive model, work resources significantly positively influence CPMs' work engagement, and work-family conflict harms CPMs' work engagement. Including a reputation mechanism has two effects on the first stage of the incentive model. First, reputation has an incentive effect on CPMs' work engagement. Second, it reduces the negative impact of work-family conflict on work engagement. The combination of contract- and reputation-based incentives will improve CPMs' work engagement.

CONCLUSIONS

The results suggest that incentives targeted at increasing the work engagement of CPMs may be necessary.

Does organizational justice facet matters in knowledge hiding?

To address the gap of extant literature and to assess employees' in-role and innovative performance, a model was developed and tested through organizational justice facets- procedural, distributive, and interactional justice with knowledge hiding facets, well-being facets and professional commitment. The purpose of the present research is to inspect the role of justice facets in shaping knowledge hiding behavior through optimistic role of well-being toward employee performance with the remedial role of professional commitment under the shadow of Psychological Ownership Knowledge Theory (POKT) and Social Exchange Theory (SET). For that persistence, present research acknowledged the practices and connotations of knowledge hiding because limited research is prevailed on the contrasting influence of knowledge hiding practice. Data were collected through random sampling via dual-wave survey questionnaire from 613 employees working in Kuala Terengganu, Malaysia. Structural Equation Modeling was carried out through AMOS (24.0) and SPSS (25.0). Findings reveal that the association with in-role and innovative performance with justice is positively associated through well-being, and the relationship between knowledge hiding and job performance was also positively associated. This study argued that knowledge sharing reshapes knowledge hiding behavior that plays a negative role in organizational performance. This study suggested the notable contribution in the direction of organizational context of developing realm settings by revealing the predecessor character of knowledge hiding and endorses the organizational justice to persuade top management for in-role and innovative performance enhancement.

Are Small Effects the Indispensable Foundation for a Cumulative Psychological Science? A Reply to Götz et al. (2022)

In the January 2022 issue of Perspectives, Götz et al. argued that small effects are "the indispensable foundation for a cumulative psychological science." They supported their argument by claiming that (a) psychology, like genetics, consists of complex phenomena explained by additive small effects; (b) psychological-research culture rewards large effects, which means small effects are being ignored; and (c) small effects become meaningful at scale and over time. We rebut these claims with three objections: First, the analogy between genetics and psychology is misleading; second, p values are the main currency for publication in psychology, meaning that any biases in the literature are (currently) caused by pressure to publish statistically significant results and not large effects; and third, claims regarding small effects as important and consequential must be supported by empirical evidence or, at least, a falsifiable line of reasoning. If accepted uncritically, we believe the arguments of Götz et al. could be used as a blanket justification for the importance of any and all "small" effects, thereby undermining best practices in effect-size interpretation. We end with guidance on evaluating effect sizes in relative, not absolute, terms.

Unraveling the effect of differential leadership on employee performance: Evidence from China

This paper examines how differential leadership influences employee performance via perceived organizational support and individual-organizational fit. The psychological contract theory was used to investigate how differential leadership influences the performance of employees. The information was obtained by means of surveys distributed to various types of Chinese firms. A total of 358 complete responses for statistical analysis were received and examined. A structural equation model was used, which we believed would be the most appropriate model for testing the proposed study model. The evidence suggests that differentiated leadership promotes employee performance. The association between leadership differences and employee performance is positively mediated by perceived organizational support. Individual-organizational fit lowers the positive effect of differential leadership on employee performance and reduces the positive effect of organizational support perception on employee performance. The results of this research contribute to a better understanding of Chinese culture's differentiated interpersonal cordial leadership construct.

How Does Person-Environment Fit Relate to Career Calling? The Role of Psychological Contracts and Organizational Career Management

Purpose

The formation of one's career calling involves endowing work with meaning and realizing oneself in work, and it has become a focus of organizational behavior research in the past decade. Although there are many studies on the outcome variables of career calling, research on the antecedents of career calling formation is relatively scarce, and its mechanisms are unclear. Based on fit theory and social exchange theory, we analyzed the data of 373 employees and explored the relationship between person-environment fit (focusing on person-organization fit and person-job fit), psychological contract, career calling and organizational career management.

Methods

We adopted a multi-timepoint data collection method to analyze data from 373 employees from an internet technology company. A mediated moderation model and hypotheses were tested using Mplus 8.3 software.

Results

The results showed that person-organization fit and person-job fit were positively related to career calling, and the psychological contract played a partial mediating role. The moderating effect of organizational career management on person-organization fit, person-job fit and the psychological contract was also confirmed. Moreover, the mediating effect of the psychological contract was stronger when organizational career management was higher.

Conclusion

We examined the important influence of individual-level and organizational-level factors on the formation of career calling. The findings highlight the important role and mechanism of person-environment fit in the formation of career calling through psychological factors, which has managerial implications for how to develop employees' career calling.

The Relationship between Work, Health and Job Performance for a Sustainable Working Life: A Case Study on Older Manual Employees in an Italian Steel Factory

BACKGROUND

Supporting and retaining older workers has become a strategic management goal for companies, considering the ageing of the workforce and the prolongation of working lives. The relationship between health and work is especially crucial for older workers with manual tasks, considering the impact of long-standing health impairments in older age. Although different studies investigated the relationship between work ability and job performance, few studies have analysed the impact of workers' capability to balance between health and work demands, including managerial and organisational support (work-health balance). Considering health as a dynamic balance between work and health demands influenced by both individual and environmental factors, we assess the mediator role of work-health balance in the relation between work ability and job performance, both self-reported and assessed by the supervisor.

METHODS

The study utilises data from a case study of 156 manual workers, who were 50 years old or older and employed in a steel company in Italy. Data were collected inside the company as an organiational initiative to support age diversity.

RESULTS

The findings show that work-health balance partially mediates the relationship between work ability and self-rated job performance, while it does not mediate the relationship with job performance as rated by the supervisor. Supervisor-rated job performance is positively associated with work ability, while it decreases with the increasing perceived incompatibility between work and health.

CONCLUSION

A perceived balance between health and work is a strategic factor in increasing manual older workers' job performance. For older workers, not only the perceived capability to work is important but also the organisational health climate and supervisor's support. More studies are needed to verify if managers overlook the importance of health climate and support, as strategic elements that can foster performance for older employees.

Daily work pressure and task performance: The moderating role of recovery and sleep

Whereas previous research has focused on the link between (mental and physical) workload and task performance, less is known about the intervening mechanisms influencing this relationship. In the present study, we test the moderating roles of daily recovery and total sleep time in the relationship between work pressure and daily task performance. Using performance and recovery theories, we hypothesized that (a) work pressure relates positively to daily task performance, and that both (b) daily recovery in the form of psychological detachment and relaxation, and (c) total sleep time independently enhance this relationship. Our hypotheses were tested in a 30-day diary study with 110 officer cadets on a cross-Atlantic voyage on a Naval sail ship. The results of multilevel modeling lend support to all three hypotheses. Taken together, our findings suggest that recovery and sleep duration between shifts play a key role in the relationship between daily work pressure and task performance. We discuss the implications of these findings for the stressor-detachment model.