辨识和寻找高绩效员工始终是组织管理的核心问题。通过对个体工作绩效的连续4次测量,文章分析了个体工作绩效的发展趋势、个人传记特征（性别、司龄、教育程度、入职渠道、岗位与专业匹配度等）反映在工作绩效上的差异性以及这种差异性与时间的交互作用。研究结果在中国组织情境下发现了一些有趣而有意义的结论,拓宽了诸多组织管理现象的解释力度,并就组织提升选人用人的有效性给出了相关建议。

研究运用App调查问卷进行高职毕业生跟踪调查的可行性。以应届高职毕业生为研究对象,采取问卷调查的方式,通过单因素方差分析、独立样本t检验等统计学方法,分析App调查、纸质问卷调查和计算机互联网调查三种调查媒介的优缺点。研究表明,与纸质问卷调查和计算机互联网调查相比较,App调查方式具有回收率高、答题耗时短、认可度高的优点,可作为搭建毕业生跟踪调查交互式平台的载体。

心理学期刊中的实证研究论文，很多时候都在检验变量之间的因果关系，但学界对因果研究存在一些不同的看法。本文试图回答下面问题：（1）实验中不能操纵的变量是否可以作为原因？（2）非实验研究能不能检验因果关系？（3）因果分析（尤其是中介分析）是否一定要使用追踪数据？追踪设计的主要目的是什么？通过因果要素和因果推理逻辑的辨析，对前面两个问题都给出了肯定的回答，并讨论了判明变量先后顺序、统计控制无关变量的方法；为了回答问题3，厘清了追踪设计在因果分析中的作用：区分变量的先后顺序、有效获得历时性的影响结果，但即时性的因果影响采用追踪设计可能是不合适的。

Missing data are not uncommon in longitudinal studies. Different techniques for handling missing data affect accuracy of the results and validity of statistical inference. Firstly, we will elaborate on missingness mechanism and how to judge them. Then we make a summary of missing data techniques that mainly used in longitudinal study, and how to choose an appropriate missing data technique as well as software for analysis. Secondly, based on a literature review of psychology research in China, among 92 studies, we found that 59 contain a certain degree of missing data. Among these, 39 studies reported using deletion method. The validity of missing data techniques needs further study, and the reporting of missing data in published research also needs to be better established.

Experience sampling is an effective method of collecting longitudinal data. As the advantages of this approach have gradually been recognized by social science researchers, its application in organizational behaviors has also increased. Nevertheless, Chinese scholars are still on the emergent stage in applying this method and thus, empirical studies in China adopting such method are so far limited. A content analysis on 26 empirical papers using the experience sampling method published in Journal of Applied Psychology over the last five years (2010~2014) offers a comprehensive understanding of the major characteristics of the method, including appropriate variables and research questions, sample size, incentive methods, data collections, and implementation process. The review provides an overview of the current application of experience sampling in organizational behavior research and directs future developments and applications of such method in the fields of organizational behavior and human resource management.

在组织行为学研究中,研究者对个体的日常经验和短期过程越来越感兴趣,经验取样法为研究这些过程提供了必要的工具。尽管近年来经验取样法的研究成果在逐渐增加,但是研究者尤其是国内研究者对该方法在组织行为学研究中所适用的主题并未有整体的认识。通过分析发表在4种组织行为学国际顶级期刊《应用心理学期刊》(Journal of Applied Psychology)、《组织行为学杂志》(Journal of Organizational Behavior)、《人事心理学》(Personnel Psychology)和《组织行为和人的决策过程》(Organizational Behavior and Human Decision Processes)中最新发表的67篇实证文章,以及国内期刊中相关的7篇成果,发现该方法主要应用在捕捉个体短时或瞬时的状态和感受,本文将目前运用该方法的前沿研究主题分为四大类,分别为工作感受、工作体验、工作行为和工作影响。

Abstract Missing values, common in epidemiologic studies, are a major issue in obtaining valid estimates. Simulation studies have suggested that multiple imputation is an attractive method for imputing missing values, but it is relatively complex and requires specialized software. For each of 28 studies in the Asia Pacific Cohort Studies Collaboration, a comparison of eight imputation procedures (unconditional and conditional mean, multiple hot deck, expectation maximization, and four different approaches to multiple imputation) and the naive, complete participant analysis are presented in this paper. Criteria used for comparison were the mean and standard deviation of total cholesterol and the estimated coronary mortality hazard ratio for a one-unit increase in cholesterol. Further sensitivity analyses allowed for systematic over- or underestimation of cholesterol. For 22 studies for which less than 10% of the values for cholesterol were missing, and for the pooled Asia Pacific Cohort Studies Collaboration, all methods gave similar results. For studies with roughly 10-60% missing values, clear differences existed between the methods, in which case past research suggests that multiple imputation is the method of choice. For two studies with over 60% missing values, no imputation method seemed to be satisfactory. Copyright 2004 Johns Hopkins Bloomberg School of Public Health

Regulating emotions is one of the most depleting activities that customer service employees are asked to do, but not all employees get burned out by the end of an emotionally laborious day. In the current study, affect spin-the trait variability of an individual's affective states-was hypothesized to increase strain and fatigue associated with emotion regulation, yet weaken the relation between recent strain and immediate fatigue. The authors examined these hypotheses in an experience sampling study of restaurant servers. Sixty-three servers completed surveys on 4 occasions during each of approximately 10 shifts (2,051 total surveys). Multilevel analyses supported the underlying model linking emotion regulation to fatigue at work as well as the hypothesized role of affect spin. Although affect spin reflects greater reactivity to affective events, it also provides some degree of a buffer from the fatiguing effects of these events.

A workplace's design can have various positive or negative effects on the employees and since the 1970s the advantages and disadvantages of open-plan offices have been discussed.The aim of this study was to investigate perceived health, work environment and self-estimated productivity one month before and at three, six and twelve months after relocation from individual offices to an open-plan office environment.Employees from three departments within the same company group and who worked with relatively similar tasks and who were planned to be relocated from private offices to open-plan offices were invited to participate. Questionnaires comprising items from The Salutogenic Health Indicator Scale, The Work Experience Measurement Scale, the questionnaire by Brennan et al. about perceived performance and one question from the Work Ability Index were sent to participants one month before relocation (baseline) to open-plan offices and then at three, six and twelve months after relocation. At baseline, 82 questionnaires were sent out. The response rate was 85%. At the follow-ups 77-79 questionnaires were sent out and the response-rate was 70%-81%.At follow-ups, perceived health, job satisfaction and performance had generally deteriorated.The results of the study indicate that employees' perception of health, work environment and performance decreased during a 12 month period following relocation from individual offices to open-plan offices.

A terrorist attack targeting a workplace represents an organizational crisis that requires the leaders to manage emerging threats. The changing roles and expectations of the leaders are reflected in the employees' perceptions of them over time. The purpose of this study was to determine whether the 2011 Oslo bombing attack affected the targeted employees' perceptions of the leadership behaviors of their immediate superiors or the organizational managers' interest in the health and well-being of their workers. Ministerial employees (n 180) completed questionnaires on fair, empowering, and supportive leadership, in addition to human resource primacy, on two occasions several years prior to the terrorist attack. Assessments were then repeated one, two, and three years after the attack. Changes in the course of perceived leadership from predisaster to postdisaster were examined using bootstrapped t -tests and latent growth curve models. Furthermore, the general course of perceived leadership was compared with a nonexposed control sample of matched employees. Results showed that employees with high levels of posttraumatic stress perceived their immediate leader to be less supportive. However, overall perceptions of leadership were remarkably stable, which suggests that the effects of critical incidents on perceptions of leadership may be negligible.

Abstract The study of multilevel phenomena in organizations involves a complex interplay between methods and statistics on one hand and theory development on the other. In this introduction, the authors provide a short summary of the five articles in this feature topic and use them as a platform to discuss the broad need for work in the two areas of (a) multilevel construct validation and measurement and (b) statistical advances in variance decomposition. Within these two broad frameworks, the authors specifically discuss, first, the need to continue moving beyond notions of isomorphism in developing and testing aggregate-level constructs. Second, they discuss the potential value of using discontinuous growth models to understand transitions in longitudinal studies. Finally, they discuss some of the issues surrounding the ability to decompose variance in multilevel modeling of dichotomous and other nonnormal outcome data.

The concept of change over time is fundamental to many phenomena investigated in organizational research. This didactically oriented article proposes an integrative approach incorporating longitudinal mean and covariance structures analysis and multiple indicator latent growth modeling to aid organizational researchers in directly addressing fundamental questions concerning the conceptualization and analysis of change over time. The approach is illustrated using a numerical example involving several organizationally relevant variables. Advantages, limitations, and extensions of the approach are discussed.

This is a review of published longitudinal empirical research on the impact of restructuring on employee well-being. We investigated whether restructuring accompanied by staff reductions impacts differently on worker well-being than restructuring without staff reductions, and the differences between short- and long-term effects of restructuring. Furthermore, we investigated the mechanisms that explain these effects. We conducted a literature search on longitudinal, peer-reviewed, English-written studies from the period 2000 2012. Thirty-nine papers fulfilled the inclusion criteria. We found that restructuring events, with and without staff reductions, mainly have a negative impact on the well-being of employees. The majority of studies showed negative changes over time, in the short and the long term. Some groups of workers reacted less negatively: for example, workers with a high organizational status before a merger and workers who underwent a change in workgroup. Variables that intervened in the relationship between restructuring and well-being were physical demands, job control, communication, provision of information, training, procedural justice, job insecurity and change acceptance. Further high-quality longitudinal research is needed to get more insight into the impact of restructuring over time and into the part played by intervening variables.

is a Graduate Student in Psychology at the University of Illinois at Urbana-Champaign. His research focuses on adult attachment, motivation, and personality development.

This study aimed to grasp the types of organizational culture in semiconductor industry, and to determine whether there are differences in job satisfaction and organizational commitment among the types. Many studies indicate that organizational performance, etc are affected by job satisfaction and organizational commitment. The present study intended to grasp the types of organizational culture recognized by semiconductor industry employees and to present a future vision. To this end, this study employed group culture, hierarchical culture, development culture, and rational culture, which were presented by Kimberly & Quinn (1984) as organizational culture types, as independent variables, and employed job satisfaction and organizational commitment as dependent vari*ables. The result was that semiconductor industry recognized organizational culture in order of rational culture, group culture, development culture and hierarchical culture, and showed a high level of affective commitment, but a low level of normative commitment. Job satisfaction was affected by group culture and rational culture, affective commitment was affected by group culture and rational culture, and normative commitment was affected by group culture.

61Within individuals, daily workload negatively predicted daily life satisfaction.61This relationship was mediated by daily work–family conflict.61First stage, cross-level interaction effect of supervisor work–family support was significant.61However, moderated mediation was not supported.

61Increasing challenges reduced job boredom and increased work engagement.61Work engagement positively predicted increasing structural and social job resources.61Job boredom negatively predicted increasing structural resources.61Increasing challenges spurred other job crafting behaviors.61Increasing job resources predicted increasing challenges.

This research advances understanding of empirical time modeling techniques in self-regulated learning research. We intuitively explain several such methods by situating their use in the extant literat

ABSTRACT Recent efforts have been made to identify and compare employees with profiles reflecting different combinations of affective (AC), normative (NC), and continuance (CC) organizational commitment. To date, the optimal profiles in terms of employee behavior and well-being have been found to be those in which AC, NC, and CC are all strong, or those where AC, or AC and NC, dominate. The poorest outcomes are found for profiles where AC, NC, and CC are all weak, or CC dominates. The primary goal of the current study was to use latent profile analysis and latent transition analysis to identify profile groups and examine changes in profile membership over an 8-month period in an organization undergoing a strategic change. We also tested hypotheses concerning the relation between perceived trustworthiness of management and employees鈥 commitment profile within and across time. We found that commitment profiles have substantial temporal stability and that trustworthiness positively predicts memberships in more desirable commitment profiles. There was also some, albeit weak, evidence that changes in perceived trustworthiness were accompanied by corresponding shifts in the commitment profile.

In the past decade, there has been call for Asian researchers to be more confident and not limit themselves to follow only the footsteps of Western studies. In this paper, we follow up the discussion...

The organizational justice literature has consistently documented substantial correlations between organizational justice and employee depression. Existing theoretical literature suggests this relationship occurs because perceptions of organizational (in)justice lead to subsequent psychological health problems. Building on recent research on the affective nature of justice perceptions, in the present research we broaden this perspective by arguing there are also theoretical arguments for a reverse effect whereby psychological health problems influence perceptions of organizational justice. To contrast both theoretical perspectives, we test longitudinal lagged effects between organizational justice perceptions (i.e., distributive justice, interactional justice, interpersonal justice, informational justice, and procedural justice) and employee depressive symptoms using structural equation modeling. Analyses of 3 samples from different military contexts (N69 = 625, N60 = 134, N61 = 550) revealed evidence of depressive symptoms leading to subsequent organizational justice perceptions. In contrast, the opposite effects of organizational justice perceptions on depressive symptoms were not significant for any of the justice dimensions. The findings have broad implications for theoretical perspectives on psychological health and organizational justice perceptions.

@article{8554821, author = {Lang, Jonas and Bliese, Paul D. and de Voogt, Alex}, issn = {0031-5826}, journal = {Personnel Psychology}, publisher = {Wiley-Blackwell}, title = {Modeling consensus emergence in groups using longitudinal multilevel methods}, url = {http://dx.doi.org/10.1111/peps.12260}, year = {2017}, }

Previous proactivity research has predominantly assumed that proactive personality generates positive environmental changes in the workplace. Grounded in recent research on personality from a broad interactionist theoretical approach, the present article investigates whether work characteristics, including job demands, job control, social support from supervisors and coworkers, and organizational constraints, change proactive personality over time and, more important, reciprocal relationships between proactive personality and work characteristics. Latent change score analyses based on longitudinal data collected in 3 waves across 3 years show that job demands and job control have positive lagged effects on increases in proactive personality. In addition, proactive personality exerts beneficial lagged effects on increases in job demands, job control, and supervisory support, and on decreases in organizational constraints. Dynamic reciprocal relationships are observed between proactive personality with job demands and job control. The revealed corresponsive change relationships between proactive personality and work characteristics contribute to the proactive personality literature by illuminating more nuanced interplays between the agentic person and work characteristics, and also have important practical implications for organizations and employees.

Abstract Taking a resource-based self-regulation perspective, this study examined afternoon emotional exhaustion as a mediator linking the within-person relations between morning work-family conflict and later employee displaced aggression in the work and family domains. In addition, it examined resource-related contextual factors as moderators of these relations. The theoretical model was tested using daily diary data from 125 employees. Data were collected at 4 time points during each workday for 3 consecutive weeks. Multilevel modeling analysis showed that morning family-to-work conflict was positively related to afternoon emotional exhaustion, which in turn predicted displaced aggression toward supervisors and coworkers in the afternoon and displaced aggression toward family members in the evening. In addition, morning workplace interpersonal conflict exacerbated the impact of morning work-to-family conflict on afternoon emotional exhaustion, whereas perceived managerial family support alleviated the impact of morning family-to-work conflict on afternoon emotional exhaustion. These findings indicate the importance of adopting a self-regulation perspective to understand work-family conflict at work and its consequences (i.e., displaced aggression) in both work and family domains. (c) 2015 APA, all rights reserved.

Abstract This review considers a common question in data analysis: What is the most useful way to analyze longitudinal repeated measures data? We discuss some contemporary forms of structural equation models (SEMs) based on the inclusion of latent variables. The specific goals of this review are to clarify basic SEM definitions, consider relations to classical models, focus on testable features of the new models, and provide recent references to more complete presentations. A broader goal is to illustrate why so many researchers are enthusiastic about the SEM approach to data analysis. We first outline some classic problems in longitudinal data analysis, consider definitions of differences and changes, and raise issues about measurement errors. We then present several classic SEMs based on the inclusion of invariant common factors and explain why these are so important. This leads to newer SEMs based on latent change scores, and we explain why these are useful.

Purpose The purpose of this longitudinal study was to investigate the cross-lagged relations between core self-evaluations, vigor at work, and work–family enrichment over 302years.

Guided by socio-emotional selectivity theory, the article proposes 2 competing hypotheses regarding whether older workers react more or less positively to job autonomy than younger workers do. In a meta-analysis of 415 empirical samples, we observed that job autonomy was positively and significantly related to a wide variety of positive work outcomes (in both cross-sectional and longitudinal designs). The results provide partial support for each hypothesis. For example, the relationships of job autonomy to job self-efficacy and job performance were stronger for older workers, but the relationships of job autonomy to job satisfaction and affective commitment were weaker for older workers.

Consideration of temporal issues adds precision and insight to our theories, yet most organizational and applied psychological research is based on cross-sectional designs. Calls for longitudinal research have become common in leading journals, but the existing literature provides little prescriptive guidance to overcome the many challenges of this type of research. This article provides a concise summary of challenges to address when theorizing, designing, conducting, and publishing longitudinal research. We structure the article around 12 judgment calls that typically confront researchers when conducting longitudinal studies. We respond to these judgment calls using theory and findings from the relevant literatures, as well as our own experience in designing and conducting longitudinal research across many scholarly domains. Included in these judgment calls is an emphasis on presenting and framing one's study for publication. We challenge readers to develop theory that addresses the when, why, and duration of change, and to test the theory with the appropriate longitudinal methods. This "quick start guide" is intended to serve as a useful reference for authors and reviewers at any level of methodological expertise.

ABSTRACT The purpose of this article is to present cutting-edge research on issues relating to the theory, design, and analysis of change. Rather than a highly technical review, our goal is to provide management scholars with a relatively nontechnical single source useful for helping them develop and evaluate longitudinal research. Toward that end, we provide readers with “checklists” of issues to consider when theorizing and designing a longitudinal study. We also discuss the trade-offs among analytic strategies (repeated measures general linear model, random coefficient modeling, and latent growth modeling), circumstances in which such methods are most appropriate, and ways to analyze data when one is using each approach.

ABSTRACT Many disciplines of scholarship have developed theories that involve dynamic mediated (and multilevel) relationships among constructs. However, most research does not hypothesize or test these dynamic relationships in a manner consistent with theory. In this article, the authors address this disconnect by first noting the theoretical and methodological limitations of ignoring dynamic mediated (and multilevel) relationships. Specifically, the authors show that theory testing suffers and statistical conclusions are often erroneous when dynamic mediation is ignored. The authors then present several ways of conceptualizing dynamic mediated relationships and then turn to summarizing two statistical models for analyzing such data. They conclude with a brief example from a team performance context.

(2014). Cause and effect: Optimizing the designs of longitudinal studies in occupational health psychology. Work & Stress: Vol. 28, Longitudinal Research in Occupational Health Psychology, pp. 1-8. doi: 10.1080/02678373.2014.878494

ABSTRACT Theory and practice suggest workplace incivility is progressive and dynamic. To date, however, workplace incivility has been assessed as a between-person phenomenon by asking employees to summarize their exposure to incivility over some specific period (e.g., 1 year or 5 years). Consequently, little is known about the time-varying and progressive aspects of workplace incivility as suggested by both the referent literature and experience. Within the context of employee burnout and withdrawal, we developed a novel, dynamic mediated model of workplace incivility change and tested specific predictions about its time-sequential effects. Latent change score modeling of weekly survey data from 131 employees indicates that incivility change uniquely affects subsequent changes in burnout, which, in turn, lead to subsequent changes in turnover cognitions. We also explore whether this dynamic mediated effect varies across time and individuals.

In this three-wave study (N= 288), we examined whether job crafting intentions and work engagement led to actual job crafting behaviours and, in turn, to higher levels of prospective work engagement and job performance. We used the Job Demands-Resources model as a theoretical framework and defined job crafting as the self-initiated changes that employees make in their job demands and resources. One month after reporting their job crafting intentions, respondents rated their actual job crafting behaviours. Again one month later, they rated their levels of work engagement, in-role performance, and organizational citizenship behaviour towards individuals (OCBI). Results of structural equation modelling showed that job crafting intentions and work engagement significantly related to actual job crafting, which, in turn, related to higher levels of work engagement, while controlling for job characteristics. Results further showed that engaged employees performed better on their in-role tasks but did not perform more OCBIs. The findings suggest that employees can increase their own work engagement and job performance through job crafting.

This longitudinal study examined the consequences of job crafting on two important employee outcomes: psychological capital (PsyCap) as a work-related personal resource and work engagement as an indicator of employee well-being. The study also tested the reverse causation effects of PsyCap and work engagement on job crafting. It used a three-wave, three-month panel design to survey 940 employees from three European countries working in a broad range of economic sectors and occupations. The results of the cross-lagged longitudinal structural equation modelling demonstrated that job crafting predicted PsyCap and work engagement over time. No reverse causation effects were found. Overall, this study shows that when individuals proactively build a resourceful and challenging work environment for themselves, it can lead to diverse positive outcomes that are crucial to employee health and well-being. Employees should therefore be encouraged and be given the opportunity to craft their own jobs.

ABSTRACT The purpose of this longitudinal study of 255 members of the low-skilled workforce was to enhance insight into the nature of the relations between specific supervisor behavior (social support, positive feedback, task-related communication) and employee well-being. Data were analyzed using latent change models focusing on interindividual change and change-change associations over time. Our results indicated that interindividual differences in the intraindividual change in perceived supervisor behavior were related to changes in indicators of well-being across a 6-month period. These results provide further evidence for longitudinal associations between leader behavior and employee outcomes as well as the necessity of designing specific interventions for low-level managers.

Abstract Core self-evaluations (CSE) have been proposed as a static personality trait that influences individuals' work experiences. However, CSE can also be influenced by work experiences. Based on the corresponsive principle of personality development, this study incorporated both dispositional and contextual perspectives to examine longitudinal reciprocal relationships between CSE and job satisfaction. Longitudinal data from 5,827 participants in the British Household Panel Survey from 1997 to 2006 were analyzed. A series of structural equation models revealed that job satisfaction and the growth of job satisfaction in previous years positively predicted CSE in a later year. In turn, CSE contributed to higher job satisfaction and growth of job satisfaction in following years. This result shows that both dispositional and contextual forces interweave to shape individuals' self-views and experiences over time.

Abstract Due to its practical importance, the relationship between customer satisfaction and frontline employee (FLE) job satisfaction has received significant attention in the literature. Numerous studies to date confirm that the constructs are related and rely on this empirical finding to infer support for the "inside-out" effect of FLE job satisfaction on customer satisfaction. In doing so, prior studies ignore the possibility that-as suggested by the Service Profit Chain's satisfaction mirror-a portion of the observed empirical effect may be due to the "outside-in" impact of customer satisfaction on FLE job satisfaction. Consequently, both the magnitude and direction of the causal relationship between the constructs remain unclear. To address this oversight, this study builds on multisource data, including longitudinal satisfaction data provided by 49,242 customers and 1,470 FLEs from across 209 retail stores, to examine the association between FLE job satisfaction and customer satisfaction in a context where service relationships are the norm. Consistent with predictions rooted in social exchange theory, the results reveal that (a) customer satisfaction and FLE job satisfaction are reciprocally related; (b) the outside-in effect of customer satisfaction on FLE job satisfaction is predominant (i.e., larger in magnitude than the inside-out effect); and (c) customer engagement determines the extent of this outside-in predominance. Contrary to common wisdom, the study's findings suggest that, in relational contexts, incentivizing FLEs to satisfy customers may prove to be more effective for enhancing FLE and customer outcomes than direct investments in FLE job satisfaction. (PsycINFO Database Record (c) 2016 APA, all rights reserved).