A Snapshot of SIOP 2016 (Pt. 2) – Business Success

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!

A Snapshot of SIOP 2016 Part 2: Business Success from I/O at Work

A Snapshot of SIOP 2016 (Pt. 1) – Employee Success

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!

When Do Proactive Employees Receive Higher Job Performance Ratings?


Publication: Journal of Management, in press
Article: Personal initiative and job performance evaluations: Role of political skill in opportunity recognition and capitalization
Reviewed by: Kayla Weaver

“If opportunity doesn’t knock, build a door” – Milton Berle

Proactive employees take initiative, expand and craft their jobs, and voice ideas to others in the workplace. In general, employees who take initiative are looked upon positively; however, taking initiative does not always result in better performance or better performance ratings. According to a new study (Wihler, Blickle, Parker Ellen III, Hochwarter, & Ferris, in press), taking initiative is a process that involves both individual and organizational factors, and can result in either high or low ratings of job performance.

Across three separate studies, researchers tested the relationship between initiative taking and job performance, as well as the individual and organizational factors that affect the strength of this relationship. Each of the three studies utilized a survey design, and sampled pairs of employees and their supervisors.

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When Does Job Security Affect Job Performance?


Publication: Journal of Applied Psychology (2015)
Article: Job Insecurity and Job Performance: The Moderating Role of Organizational Justice and the Mediating Role of Work Engagement
Reviewed by: Andrew Morris

Job security has rapidly decreased as a result of the global economic downturn and financial crisis. In a recent survey, employees ranked job security as the greatest contributing factor to job satisfaction. However, because job insecurity is unavoidable in the current situation, organizations need to understand the conditions under which employees can remain engaged at work and how negative responses to job insecurity can be reduced.

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Goal Orientation: Helping Team Performance or My Own Performance?


Publication: Journal of Applied Psychology, (Advanced Online Publication, 2015)
Article: Outperforming Whom? A Multilevel Study of Performance-Prove Goal Orientation, Performance, and the Moderating Role of Shared Team Identification
Reviewed by: Ben Sher

Not all people are motivated by the same things, and goal orientation is one way that psychologists classify what makes people tick. You might think of goal orientation as the basic underlying goal that explains what you do and why you do it. New research (Dietz, van Knippenberg, Hirst, Restubog, 2015) shows how a certain type of goal orientation can only sometimes help performance, depending on the situation.

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How to Survive Toxic Work Relationships by Thriving


Publication: Journal of Applied Psychology
Article: Destructive de-engergizing relationships: How thriving buffers their effect on performance
Reviewed by: Kayla Weaver

How can we possibly survive toxic work relationships? After all, the workplace is replete with human interaction and relationships: employees actively communicate with coworkers and supervisors in both one-on-one and team settings to complete tasks and projects. However, not all workplace relationships are positive; some are downright de-energizing. A relationship is characterized as de-energizing when it is both negative and draining, and this type of relationship can have serious implications for employees.

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Organizational Newcomers: Conflict Can Lead to Worse Performance


Publication: Journal of Applied Psychology, (Advanced Online Publication, 2015)
Article: Breach of Belongingness: Newcomer Relationship Conflict, Information, and Task-Related Outcomes During Organizational Socialization
Reviewed by: Ben Sher

Organizational newcomers are those employees who are “just off the boat” and are still trying to figure out how work is done at their new organization. Sure, HR-led orientations may be useful for some things, but there are certainly job-related specifics that require more detailed information from people already doing the job. A newcomer’s ability to acquire this information may be the difference between good and bad job performance. New research (Nifadkar & Bauer, 2015) helps us understand what can go wrong in this process.

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Do Telecommuters Have Better Job Performance?

With the dawn of the technological age upon use, telecommuters are employees who are able to work in remote locations, such as home, outside of the traditional work setting. Rather than commute into work every day, technology enables people to work virtually and perform tasks while physically apart from their colleagues and supervisors.

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Manager Personality Can Lead to Organization-Wide Performance


Publication: Journal of Applied Psychology
Article: Taking It to Another Level: Do Personality-Based Human Capital Resources Matter to Firm Performance?
Reviewed by: Ben Sher

Is personality related to job performance? This classic I-O psychology question is still debated today, and thanks to the latest research, clearer answers are emerging. A new study (Oh, Kim, & Iddekinge, 2015) shows that the manager personality is related to important organization-wide outcomes. This finding has clear implications for selection of organizational leaders.

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Ethical Leadership Inspires Trust and Employee Success


Publication: Journal of Applied Psychology
Article: Ethical Leadership: Meta-Analytic Evidence of Criterion-Related and Incremental Validity
Reviewed by: Ben Sher

Ethical leadership certainly sounds like a good idea, but I-O psychologists will require scientific evidence before being convinced. Is ethical leadership something different from other effective leadership styles or behaviors, and does ethical leadership lead to anything positive in the workplace? New research (Ng & Feldman, 2015) has answered this question. Results show that ethical leadership is a real, distinct idea, and it can indeed lead to positive workplace outcomes that extend beyond the effects of other leadership styles.

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