2011 - Reprints: Organizational Behavior and Human Resources
Crossover of job demands and emotional exhaustion within teams: A longitudinal multilevel study, Anxiety, Stress, & Coping, 24, 561-577, 2011.
M. Westman, A. B. Bakker, I. Roziner and S. Sonnentag
(Reprint No. 180)
This study investigated the crossover of job demands and emotional exhaustion among team members and the moderating effect of cohesiveness and social support on this process. Participants were 310 employees of an employment agency in the Netherlands, working in one of 100 teams. Multilevel analysis using a longitudinal design did not reveal a main effect of crossover. However, consistent with the study’s hypotheses, the results showed a moderating effect of team cohesiveness and social support. We detected crossover of job demands and emotional exhaustion across time from the group to individual team members only in teams characterized by high levels of cohesiveness and social support. Teams characterized by low levels of cohesiveness and social support showed no crossover of job demands and exhaustion. The findings demonstrate that team-level moderators play an important role in crossover processes. Moreover, social support and cohesiveness may not always be positive.
What will I be? The role of temporal perspective in predictions of affect, traits, and self-narratives, Journal of Experimental Social Psychology, 47 610–615, 2011.
D. Heller, E. Stephan, Y. Kifer and C. Sedikides
(Reprint No. 182)
This article examined the effect of temporal perspective on the multifaceted future self (i.e., affect, traits, and self-narratives). Participants imagined themselves in the near versus distant future, and subsequently predicted their affect (Experiment 1), traits (Experiment 2), and naturalistic self-concepts (Experiment 3). Drawing from the Construal Level Theory and self-enhancement literatures, we hypothesized and found across three experiments that predictions of one's self in the distant future are more positive than predictions of one's self in the near future. Furthermore, building upon literature on the existence of normative and culturally sanctioned implicit theories of positive growth throughout the life span, we hypothesized and found that increased temporal distance yielded less variable predictions of affect, traits, and self-narratives (all three experiments) and that higher-level attributions mediated the effect of temporal perspective on the positivity of self-narratives (Experiment 3) and that time distance leads to more positive and less variable future selves.
The relationship between pay contingency and types of perceived support: Effects on performance and commitment, EuroMed Journal of Business 6(3), 342-358, 2011.
A. Pazy
(Reprint No. 192)
Purpose – This study aimed to test how the effects of types of support on employees’ performance and commitment were moderated by structure of pay, namely by the degree to which pay was contingent on level of performance. The constructs of Perceived Organizational Support (POS) and Perceived Supervisor Support (PSS) were decomposed into two types, according to whether the support was directed at doing the task or at the welfare of the person. The study proceeded to examine how each type influenced performance and commitment under different pay structures.
Methodology – The survey was conducted in Israel. A self-report questionnaire was administered to a sample of managers and professionals. The questionnaire consisted of new scales for person-focused and task-focused support along with measures of performance, commitment and structure of pay. The main interaction predictions were tested with regression analyses.
Findings – Pay contingency interacted with task-focused POS and with person-focused PSS in affecting performance. The interactions related to commitment were not significant. The results justify the differentiation of support to the two types. They indicate that different kinds of support that are perceived to be provided either by the organization or by the supervisor boost performance under different pay structures. The effect of support on commitment is not affected by the structure of pay.
Research limitations/implications – Similar surveys should be conducted in additional cultural contexts and with samples representing diverse populations, so that the conclusions from this research can be further generalized. In order to establish causality, a longitudinal design should be used in future research. It is also advised that performance should be measured through outside agents, for example through supervisor evaluation.
Practical implications – In contexts where employees’ pay is contingent upon their level of performance, employers should emphasize task-related organizational support and supervisors should exert person-related support in order to boost performance. A reverse pattern is effective when pay is relatively invariable, namely when it is not contingent on performance.
Originality/value – The study is a first attempt to differentiate organizational support, which so far has been studied as one global construct. It introduces further differentiation by proposing that features of the pay structure influence which support type is effective in influencing performance at work.
Negotiation as a form of persuasion: Arguments in first offers, Journal of Personality and Social Psychology, 101(2), 245-255, 2011.
Y. Maaravi, Y. Ganzach and A. Pazy
(Reprint No. 193)
In this article we examined aspects of negotiation within a persuasion framework. Specifically, we investigated how the provision of arguments that justified the first offer in a negotiation affected the behavior of the parties, namely, how it influenced counteroffers and settlement prices. In a series of 4 experiments and 2 pilot studies, we demonstrated that when the generation of counterarguments was easy, negotiators who did not add arguments to their first offers achieved superior results compared with negotiators who used arguments to justify their first offer. We hypothesized and provided evidence that adding arguments to a first offer was likely to cause the responding party to search for counterarguments, and this, in turn, led him or her to present counteroffers that were further away from the first offer.
Pay as much as you can afford: Counterpart’s ability to pay and first offers in negotiation, Judgment and Decision Making Journal, 6(4), 275-282, 2011.
Y. Maaravi, A. Pazy and Y. Ganzach
(Reprint No. 194)
Three experiments investigated the relations between buyers’ wealth or ability to pay (ATP) and sellers’ first offers. Study 1 demonstrated a positive correlation between sellers’ first offers and their perceptions of the buyer’s ATP as well as its real economic power (indicated by the company’s market value). In Study 2, sellers in a field experiment made higher offers to potential buyers of higher ATP. Study 3 examined the relations between buyer’s ATP, the perception of its ability to obtain alternatives to a specific deal, and sellers’ first offers. We found a positive correlation between sellers’ perception of buyers’ ATP, real ATP (as indicated by market value), and sellers’ perception of buyers’ availability of alternatives. As in Study 1, here too, the unit of analysis was the behavior of the individual participant. However, when sellers were primed to concentrate on buyers’ alternatives, their first offers were negatively related to perceived buyer’s alternatives.
The impact of stress on the individual, the dyad, and the team (editorial), Stress & Health, 27, 177-180, 2011.
M. Westman
(Reprint No. 195)
Many studies have shown that high job demands have a negative impact on employee well-being (e.g. Quick & Tetrick, 2003), particularly on burnout. Less attention, however, has been paid to possible consequences of the work environment for those with whom employees frequently interact—their intimate partners. Recently, the number of studies in which dyadic relationships are an explicit focus has increased mainly due to the development of crossover research. The central aim of this editorial is to offer a short overview of theory and research on crossover. I will present the theoretical background on crossover research, summarize and discuss studies on the crossover of stress and strain from employees to their partners at home, and address studies on the crossover of work-related well-being from supervisors to subordinates and from employees to their co-workers.
A dynamic analysis of the effects of intelligence and socioeconomic background on wages, Intelligence, 39, 120-129, 2011.
Y. Ganzach
(Reprint No. 196)
We compare the effects of socioeconomic background (SEB) and intelligence on wage trajectories in a dynamic growth modeling framework in a sample that had completed just 12 years of education. I show that the main difference between the two is that SEB affected wages solely by its effect on entry pay whereas intelligence affected wages primarily by its effect on mobility. I argue that a major issue that has been at the center of the debate about the roles of intelligence and SEB in social success — the difficulty in accurately measuring SEB — is to a large extent resolved by these results.
The dentist as a manager: Building effective relationships and networks for personal and professional advancement, Orthodontics, 12, 78-81, 2011.
H. Dotan
(Reprint No. 202)
Many skilled and highly specialized professionals such as dentists, surgeons, scientists, and musicians invest a great deal of time and resources obtaining the required technical skills and certification, assuming that these will help them reach their professional goals. Unfortunately, only a limited amount of top talent also invests in gaining practical, managerial, and relational skills to accompany their technical expertise. Consequently, many accomplished professionals do not attain their full career potential. Many struggle to build their own businesses and lack basic knowledge with regard to hiring and product pricing. They also have difficulty determining where and if to open a private clinic; how to gain market share; how to reach a patient; and how to build long-term, effective relationships with clients, distributers, and dental staff.
