The PCMT model of organizational support: Scale development and theoretical application.

The PCMT model of organizational support conceptualizes organizational support as consisting of four forms that differ in terms of their perceived target and ascribed motive. Across six studies (n = 1,853), we create and validate a psychometrically reliable scale that captures these four forms of organizational support, as well as offer a theoretical advancement to the organizational support literature. In particular, the first five studies involve content validation; assessment of factor analytic structure; tests of test-retest reliability and measurement invariance; and establishment of discriminant, convergent, and predictive validity.

Daily engagement and productivity: The importance of the speed of engagement.

People often drag their feet getting started at work each morning, with a rather unclear sense of the implications on their daily productivity. Drawing on boundary transitions theory as a conceptual lens, we introduce and investigate the concept of the speed of engagement-the quickness with which an employee becomes focused and energized upon beginning work. We explore the productivity implications of this phenomenon, as well as the psychological processes people use to capitalize on a quick transition to work.

What does it cost you to get there? The effects of emotional journeys on daily outcomes.

Scholarly understanding of emotions and emotion regulation rests on two incompatible truths-that positive emotions are positively beneficial and should be pursued, and that changing emotions may come at a cost. With both perspectives in mind, to really conclude that pursuing higher positive affect (PA) is a worthy journey, we must take into account the cost of that journey itself. We build from the affect shift literature and draw on self-regulation theories to argue that, although end-states characterized by more positive (and fewer negative) emotions will be beneficial, the emotional changes required to "get there" will have consequences for employee regulatory resources and subsequent behavior.

To and fro: The costs and benefits of power fluctuation throughout the day.

Power is a ubiquitous element of organizational relationships. Historically in the organizational and social sciences, power has most commonly been evaluated statically. Although this approach has been beneficial thus far, it may be inconsistent with the realities that most individuals face in organizations.

Meaningfulness misfit: Consequences of daily meaningful work needs-supplies incongruence for daily engagement.

There is a general consensus that meaningful work is a positive attribute-at a general level, it attracts people to jobs and motivates positive outcomes. Yet, at the same time that organizations are focusing their attention on providing employees with greater meaning, day-to-day engagement of employees has been trending downward. In this study, we challenge several prevailing assumptions in the literature to suggest that, even though meaningful work is generally a sought after and desirable characteristic in a job, employees' daily experiences with their work present a more complex picture.

Content validation guidelines: Evaluation criteria for definitional correspondence and definitional distinctiveness.

Several reviews have been critical of the degree to which scales in industrial/organizational psychology and organizational behavior adequately reflect the content of their construct. One potential reason for that circumstance is a tendency for scholars to focus less on content validation than on other validation methods (e.g.

Blend in or stand out? Interpersonal outcomes of managing concealable stigmas at work.

In the workplace, employees must choose what personal information they share with others. Employees with concealable stigmas (e.g.

Hierarchical representations of the five-factor model of personality in predicting job performance: integrating three organizing frameworks with two theoretical perspectives.

Integrating 2 theoretical perspectives on predictor-criterion relationships, the present study developed and tested a hierarchical framework in which each five-factor model (FFM) personality trait comprises 2 DeYoung, Quilty, and Peterson (2007) facets, which in turn comprise 6 Costa and McCrae (1992) NEO facets. Both theoretical perspectives-the bandwidth-fidelity dilemma and construct correspondence-suggest that lower order traits would better predict facets of job performance (task performance and contextual performance). They differ, however, as to the relative merits of broad and narrow traits in predicting a broad criterion (overall job performance).

Can "good" stressors spark "bad" behaviors? The mediating role of emotions in links of challenge and hindrance stressors with citizenship and counterproductive behaviors.

The authors combined affective events theory (H. M. Weiss & Cropanzano, 1996) and the transactional stress model (R.

Looking ahead in times of uncertainty: the role of anticipatory justice in an organizational change context.

Our study drew on past theorizing on anticipatory justice (D. L. Shapiro & B.