Do you trust your high level leaders? The answer to that question might influence how hard you work, or whether you eventually decide to quit your job. But how do you decide whether to trust someone who you have probably never even met? The answer has important implications for top leaders who want to make sure that their employees trust them.
Ensuring your organization has the right people in the right roles is important, and this outcome is largely affected by the recruitment process. Recruiters spend a long time sifting through job applicants before they decide whom they want to hire. Unfortunately, applicants don’t always accept their offers. What factors make a job applicant more likely to accept (or reject) a job offer? To find out, new research (Harold, Holtz, Griepentrog, Brewer, & Marsh, 2016) studied roughly 3,000 job applicants who had all been given offers to join the US Military.
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.
Leader decision making is an important topic that affects all organizational leaders. Leaders are often faced with unique challenges that test their abilities to manage diverse teams and situations. They are forced to make hard choices involving satisfying the needs of the organization and those of the employees, which can sometimes cause conflict.
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.
When employees perceive organizational justice, or that their company is being fair to them, positive outcomes are likely to occur. Yet little research has examined how employees form opinions about whether or not their company is just. In some situations, it’s quite straightforward. Let’s say that an employee was denied a raise, but the manager also clearly explained the plentiful reasons for why it could not happen. The employee therefore has the requisite background information needed to determine if the manager and organization were being fair.
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.
Stress is an inevitable part of working life within any organization. Every employee encounters different types of stressful situations, which ultimately shape our attitudes towards, and perceptions of, the organization we work for. The authors of “It’s Not Fair….Or Is It? The Role Of Justice And Leadership In Explaining Work Stressor-Job Performance Relationships” proposed that people encounter two types of stress in the workplace, which includes challenge stressors and hindrance stressors.
Topic: Organizational Justice, Sexual Harassment
Publication: Journal of Business and Psychology (DEC 2009)
Article: Workplace romance: A justice perspective
Authors: N. Cole
Reviewed By: Benjamin Granger
Workplace Romances(WRs) are a fact of life. Some statistics suggest that as many as 40% of employees report having had a WR at some point in their careers. Though organizations are often concerned about the potential performance and legal ramifications of in-house WRs, general attitudes toward WRs appear to be changing; employees are much less secretive about WRs than they have been in the past.
Topic: Organizational Justice, Selection
Publication: International Journal of Selection and Assessment (DEC 2009)
Article: Effects of explanations on applicant reactions: A meta-analytic review
Authors: D.M. Truxillo, T.E. Bodner, M. Bertolino, T.N. Bauer, and C.A. Yonce
Reviewed By: Benjamin Granger
Oftentimes, job applicants run a gauntlet of various selection tests, assessments, and interviews and it is important to understand how they affect applicants’ reactions toward the organization. Providing job applicants with explanations for the various selection procedures is a cost-effective and easily implemented intervention. Additionally, according to Truxillo and colleagues’ meta-analysis, explanations can positively impact applicants’ reactions toward the employment process and organization as a whole.
Topic: Compensation, Job Performance
Publication: Personnel Psychology (AUTUMN 2009)
Article: Contingencies in the effects of pay range on organizational effectiveness
Authors: S. Kepes, J. Delery, and N. Gupta
Reviewed By: Benjamin Granger
While pay variability among employees may signal to the workforce that the organization values and rewards good performance; it may also signal inequity and unfairness. From an economic perspective, it makes sense to pay for performance, but from a justice perspective, pay differentials may signal unfairness, which can lead to competition, decreased commitment, and dissatisfaction.
So which is it: Does pay variability among employees enhance or damage performance? A recent study by Kepes, Delery and Gupta (2009) suggests that the reason for the pay variability helps clear these muddy waters.
Topic: Organizational Justice Publication: The Journal of Applied Psychology (2008)
Article: Event justice perceptions and employees’ reactions: Perceptions of social entity
justice as a moderator.
Author: J. Choi
Reviewed by: Katie O’Brien
In a land of milk and honey, the copier would never break, we’d never have to work weekends, and work would always be fair.
Well, since we aren’t eating ambrosia, we as employees sometimes have to deal with mightily unfair events at work and sometimes we even have to deliver this unfairness. New research in the Journal of Applied Psychology by Jaepil Choi has looked into possible moderators that could soften the blow. He found that, indeed, if your employees feel that they work at a “fair” organization, one or two fairness-related slip-ups won’t make that much of a difference.