The money or the morals? When moral language is more effective for selling social issues.

We examine the effectiveness of economic and moral language used by employees when selling social issues to management. In contrast to prior work finding that employees believe it is best to use economic language to influence management to address social issues, we draw on the issue selling, persuasion, and behavioral ethics literatures to demonstrate that moral language is actually most influential-especially when the language is framed to align with the organization's values and/or mission. The results from a combination of 3 field survey studies and 1 experimental vignette study provide support for this hypothesis.

Leaders matter morally: The role of ethical leadership in shaping employee moral cognition and misconduct.

There has long been interest in how leaders influence the unethical behavior of those who they lead. However, research in this area has tended to focus on leaders' direct influence over subordinate behavior, such as through role modeling or eliciting positive social exchange. We extend this research by examining how ethical leaders affect how employees construe morally problematic decisions, ultimately influencing their behavior.

More is less: Learning but not relaxing buffers deviance under job stressors.

Workplace deviance harms the well-being of an organization and its members. Unfortunately, theory and prior research suggest that deviance is associated with job stressors, which are endemic to work organizations and often cannot be easily eliminated. To address this conundrum, we explore actions individuals can take at work that serve as buffering conditions for the positive relationship between job stressors and deviant behavior.

When are do-gooders treated badly? Legitimate power, role expectations, and reactions to moral objection in organizations.

Organization members who engage in "moral objection" by taking a principled stand against ethically questionable activities help to prevent such activities from persisting. Unfortunately, research suggests that they also may be perceived as less warm (i.e.

Trickle-down effects of supervisor perceptions of interactional justice: a moderated mediation approach.

Supervisors' perceptions of how fairly they are treated by their own supervisors can influence their subordinates' perceptions, attitudes, and behavior. We present a moderated mediation model that demonstrates how work group structure can enhance or constrain these effects. Results show supervisors' perceptions of the fairness of the interactional treatment they receive relate to their subordinates' perceptions of interactional justice climate, and this relationship is stronger in work groups with more organic structures.

Cooperating when "you" and "I" are treated fairly: the moderating role of leader prototypicality.

We developed a model predicting that leaders are most effective in stimulating follower cooperation when they consistently treat all group members in a fair manner and are prototypical (i.e., representative of the group's values and norms).

The role of authority power in explaining procedural fairness effects.

Building on fairness heuristic theory, fairness theory, and trust development models, we argue that unfairly enacted procedures decrease followers' trust in the authority particularly when authorities have high power over their followers. Moreover, we expected trust to mediate procedural fairness effects on followers' attitudes (authorities' legitimacy and charisma attributed to authorities) and organizational citizenship behavior. Procedural fairness effects on these variables, as mediated by trust, should therefore also be stronger when authority power is high.

When do procedural fairness and outcome fairness interact to influence employees' work attitudes and behaviors? The moderating effect of uncertainty.

Prior research has shown that procedural fairness interacts with outcome fairness to influence employees' work attitudes (e.g., organizational commitment) and behaviors (e.

Do inclusive leaders help to reduce turnover in diverse groups? The moderating role of leader-member exchange in the diversity to turnover relationship.

This research examines leader-member exchange (LMX) at the group level as a moderator of the relationships between demographic (i.e., race, age, gender) and tenure diversity and group turnover.

Good soldiers and good actors: prosocial and impression management motives as interactive predictors of affiliative citizenship behaviors.

Researchers have discovered inconsistent relationships between prosocial motives and citizenship behaviors. We draw on impression management theory to propose that impression management motives strengthen the association between prosocial motives and affiliative citizenship by encouraging employees to express citizenship in ways that both "do good" and "look good." We report 2 studies that examine the interactions of prosocial and impression management motives as predictors of affiliative citizenship using multisource data from 2 different field samples.

When does self-sacrificial leadership motivate prosocial behavior? It depends on followers' prevention focus.

In the present set of studies, the authors examine the idea that self-sacrificial leadership motivates follower prosocial behavior, particularly among followers with a prevention focus. Drawing on the self-sacrificial leadership literature and regulatory focus theory, the authors provide results from 4 studies (1 laboratory and 3 field studies) that support the research hypothesis. Specifically, the relationship between self-sacrificial leadership and prosocial behavior (i.

When do fair procedures not matter? A test of the identity violation effect.

Considerable research has demonstrated that fair procedures help improve reactions to decisions, a phenomenon known as the fair process effect. However, in the present research, the authors identify when and why objectively fair procedures (i.e.

Me or we? The role of personality and justice as other-centered antecedents to innovative citizenship behaviors within organizations.

The present research takes an "other-centered" approach to examining personal and contextual antecedents of taking charge behavior in organizations. Largely consistent with the authors' hypotheses, regression analyses involving data collected from 2 diverse samples containing both coworkers and supervisors demonstrated that the other-centered trait, duty, was positively related to taking charge, whereas the self-centered trait, achievement striving, was negatively related to taking charge. In addition, the authors found that procedural justice at the organizational level was positively related to taking charge when evaluated by a coworker, while both procedural and distributive justice were positively related to taking charge when considered by a supervisor.

Manager personality, manager service quality orientation, and service climate: test of a model.

This article conceptually and empirically explores the relationships among manager personality, manager service quality orientation, and climate for customer service. Data were collected from 1,486 employees and 145 managers in grocery store departments (N = 145) to test the authors' theoretical model. Largely consistent with hypotheses, results revealed that core self-evaluations were positively related to managers' service quality orientation, even after dimensions of the Big Five model of personality were controlled, and that service quality orientation fully mediated the relationship between personality and global service climate.

Understanding attitudes toward affirmative action programs in employment: summary and meta-analysis of 35 years of research.

Affirmative action programs (AAPs) are controversial employment policies in the United States and elsewhere. A large body of evidence about attitudinal reactions to AAPs in employment has accumulated over 35 years: at least 126 independent samples involving 29,000 people. However, findings are not firmly established or integrated.

Index Metacarpal Fractures in Karate.

Improperly executed karate thrusts result in an unusually high incidence of this uncommon injury.