A Snapshot of SIOP 2016 (Pt. 3) – Fairness
Last month, I-O Psychologists convened in sunny California to share the latest cutting-edge research and plot to take over the world. In both regards, the 31st annual conference of the Society for Industrial Organizational Psychology (SIOP) was a huge success.
But don’t worry if you didn’t make it, IOatWork is bringing SIOP to you! We’ve partnered with numerous SIOP presenters, and they’ve provided us with the nitty-gritty on some of the very best presentations, which we now offer to you in a multi-part series.
So buckle up!
For the first time ever, SIOP is coming straight into your home or workplace—kind of like a peer-reviewed Kool-Aid Man.
We hope you enjoy!
How Can Companies Protect Their Reputations by Discouraging Employees’ Bad Behavior?
Researchers often study counterproductive work behavior, which means employees’ bad behavior at work that is deviant or harmful to the company. But companies can also be harmed by employees’ bad behavior off-the-job, called off-duty deviance (ODD). This can include anything from socially unacceptable noncriminal behavior, like bullying on social media, to downright criminal behavior, like felonies or drug use. The negative impact of ODD can be severe, not only on employment outcomes, but also on the company’s reputation. What are companies doing to protect their valuable reputations?
Why is Workplace Ostracism so Dangerous?
Workplace ostracism is a type of mistreatment that occurs when someone is made to feel excluded from the group of employees whom he or she works with. Past research seems to be conflicting on what we can expect when this happens. Sometimes, research shows that ostracized employees will become less interested in helping their organization and will cut back on organizational citizenship behavior (OCB) in response. This means that they will reduce activities that are not part of their formal job descriptions. On the other hand, some research shows that ostracized employees will increase pro-social behavior, meaning they will try harder to do things that will allow them to become accepted by the group. So which is it? Will ostracized employees do more or less to help others at work?
The Pros and Cons of Being a Jerk at Work
At some point, we’ve all met a jerk at work. These people may have reckless abandon for the feelings of others. They may be loud, rude, obnoxious, tactless, crass, or forceful. On the other hand, we sometimes see or hear examples of jerks achieving renowned success in the business world. Successful jerks are oftentimes known for their originality and creativity, and for their entrepreneurial achievement. New research (Hunter & Cushenbery, 2015) explores whether being a jerk has certain advantages, or if the so-called benefits of being a jerk are really just a lot of hot air.
How Mindfulness Can Cool Employees with a Hot Temper
Mindfulness is a psychological state that occurs when a person is completely in-the-moment and experiences a heightened sense of focus and awareness. When people find themselves in this state, they are less likely to take things personally or react automatically without thinking. Organizations are becoming interested in mindfulness because it has been shown to help boost self-control (e.g. people might be less reactionary towards that trying co-worker) and because it leads to increased performance. In light of this, the authors of this study (Long & Christian, 2015) explored whether mindfulness helps employees thwart the desire to “get back” at others when they felt wronged. This is important because employee retaliation can be costly to an organization and detrimental to smooth functioning.
Workplace Incivility: Why Nice Employees Finish First!
Organizations have seen a drastic increase in the amount of workplace incivility that employees experience on a weekly basis. Way back in in 1998, research revealed that 25% of employees experienced rudeness in the workplace at least once a week. A decade later, nearly 50% of employees reported experiencing incivility in the workplace at least once per week. Incivility is formally defined as “insensitive behavior that displays a lack of regard for others” (Anderson & Pearson, 1999), and is very costly for organizations as it is related to decreased performance and creativity, as well as increased employee turnover.
The Hidden Danger of Narcissistic Leaders
Narcissistic leaders can bring down an organization even when they are trying to build it up. Work by Galvin, Lange, and Ashforth (2015) uses extant organizational research findings to propose a new theory that may explain why this is so. They say that something called narcissistic organizational identification is to blame, and they demonstrate several ways that it happens and discuss how we can make sure this phenomenon doesn’t end up ruining businesses.
Unethical Employees May Have Been Socially-Ostracized at Work
Unethical employees can plague a workplace, costing companies money as well as their reputations. But organizations don’t always have fool-proof ways to combat unethical behavior. New research by Kouchaki and Wareham (2015) has identified one type of workplace activity that may lead employees to increase unethical behavior. Using state-of-the-art equipment, they were able to measure physiological changes in certain employees that may have caused them to act unethically. So what is the culprit? What makes certain employees act unethically?
The Dark Side of Procedural Justice: When Being Fair Isn’t Enough
A common belief in the workplace is that if managers make decisions in a fair way (procedural justice), then employees will be happier and organizational outcomes will be positive. Both the research literature and common sense indicate that managers should be fair, but a recent study by Khan, Quratulain, and Bell (2014) suggests that being fair may not be enough. It appears that fairness doesn’t always lead to good behavior by employees.
Intelligence Testing: Is It Always the Smartest Thing to Do?
Smart employees tend to be better at doing their jobs. This is considered one of the most important findings in the history of I-O research. Meta-analysis, which is a method of compiling results from many different researchers and studies, has shown that intelligence (or general mental ability) is associated with better job performance for basically any job. But there are other important components that make organizations successful besides narrowly-defined task performance (parts of a job that are in the job description). New research (Gonzalez-Mulé, Mount, & Oh, 2014) investigates whether intelligence can also predict other measures of workplace success.