Who's Behind the Wheel? Work and Health Backgrounds of New Transit Bus Operators.

Objective: Investigate new bus operators' ( N = 293) occupational and health backgrounds to inform how transit authorities can support their future health and job success.

Methods: New bus operators completed surveys and direct measurements that addressed demographics, work history, and 10 health risk factors.

Results: Participants averaged 42.

Primary Prevention of Weight Gain Among New Bus Operators: Results of the "Success & Health Impacts For Transit operators during Onboarding" (SHIFT Onboard) Pilot Study.

Objective: This study aimed to test the feasibility and efficacy of an enhanced onboarding intervention to prevent weight gain and support the early job success of new bus operators.

Methods: Control participants ( n = 9) completed usual practice new employee training and onboarding. Intervention participants ( n = 14) completed five supplemental trainings and four online challenges during their first year.

The Impact of COVID-19 on Transit Workers: Perceptions of Employer Responses and Associations with Health Factors.

COVID-19 has had a substantial impact on transit workers' lives, especially among public-facing vehicle operators. The current project examined relationships between workers' knowledge and perceptions of their employer's COVID-19 safety responses, job attitudes, and health. We surveyed transit workers (N = 174) between July and August 2020 and followed up 3 months later.

Distressed and distracted by COVID-19 during high-stakes virtual interviews: The role of job interview anxiety on performance and reactions.

Employers have increasingly turned to virtual interviews to facilitate online, socially distanced selection processes in the face of the COVID-19 pandemic. However, there is little understanding about the experience of job candidates in these virtual interview contexts. We draw from Event System Theory (Morgeson et al.

Bus Operators' Body Weight Changes During Their First 2 Years of Work: A Retrospective Survey.

Objective: To empirically assess retrospective reports of weight changes during bus operators' first years on the job, and to investigate experienced and desired training topics for new operators.

Methods: Bus operators (n = 261) completed an online survey on topics of early weight changes and training experiences.

Results: Operators reported gaining an average of 7.

Leader humility and team creativity: The role of team information sharing, psychological safety, and power distance.

In this study, we identify leader humility, characterized by being open to admitting one's limitations, shortcomings, and mistakes, and showing appreciation and giving credit to followers, as a critical leader characteristic relevant for team creativity. Integrating the literatures on creativity and leadership, we explore the relationship between leader humility and team creativity, treating team psychological safety and team information sharing as mediators. Further, we hypothesize and examine team power distance as a moderator of the relationship.

Newcomer adjustment: Examining the role of managers' perception of newcomer proactive behavior during organizational socialization.

Separate streams of organizational socialization research have recognized the importance of (a) newcomer proactivity and (b) manager support in facilitating newcomer adjustment. However, extant research has largely focused on the newcomers' experience, leaving the perspectives of managers during socialization relatively unexplored-a theoretical gap that has implications both for newcomer adjustment and manager-newcomer interactions that may serve as a basis for future relationship development. Drawing from the "interlocked" employee behavior argument of Weick (1979), we propose that managers' perception of newcomers' proactive behaviors are associated with concordant manager behaviors, which, in turn, support newcomer adjustment.

Taking stock of two relational aspects of organizational life: Tracing the history and shaping the future of socialization and mentoring research.

As part of the centennial celebration for the , this article reviews the literature on organizational socialization and mentoring. Our review includes a comparison of organizational socialization and mentoring as processes for employee adjustment and development, the historical context that fueled the emergence of these two areas of study, and a chronological mapping of key foundations, trends, themes that emerged across time, and major milestones. Along the way, a special emphasis is placed on research published in the and high impact work is highlighted.

Breach of belongingness: Newcomer relationship conflict, information, and task-related outcomes during organizational socialization.

Previous studies of newcomer socialization have underlined the importance of newcomers' information seeking for their adjustment to the organization, and the conflict literature has consistently reported negative effects of relationship conflict with coworkers. However, to date, no study has examined the consequences of relationship conflict on newcomers' information seeking. In this study, we examined newcomers' reactions when they have relationship conflict with their coworkers, and hence cannot obtain necessary information from them.

There are lots of big fish in this pond: The role of peer overqualification on task significance, perceived fit, and performance for overqualified employees.

Research has uncovered mixed results regarding the influence of overqualification on employee performance outcomes, suggesting the existence of boundary conditions for such an influence. Using relative deprivation theory (Crosby, 1976) as the primary theoretical basis, in the current research, we examine the moderating role of peer overqualification and provide insights to the questions regarding whether, when, and how overqualification relates to employee performance. We tested the theoretical model with data gathered across three phases over 6 months from 351 individuals and their supervisors in 72 groups.

Differentiated leader-member exchanges: the buffering role of justice climate.

The leader-member exchange (LMX) literature has established that leaders differentiate among their followers. Yet little is known about the effects of LMX differentiation (within-group variation in LMX quality). In this study, we contend that the effects of LMX differentiation on the employee outcomes of work attitudes, coworker relations, and employee withdrawal behaviors will be contingent upon the level of procedural and distributive justice climate.

Perceived overqualification and its outcomes: the moderating role of empowerment.

Research shows that perceived overqualification is related to lower job attitudes and greater withdrawal behaviors but to higher supervisor ratings of performance. Drawing upon relative deprivation theory, the authors proposed and tested empowerment as a moderator of the relationship between perceived overqualification and job satisfaction, intentions to remain, voluntary turnover, and objective sales performance to examine if negative outcomes could be lessened while stimulating even higher performance. Hierarchical linear modeling results from a sample of 244 sales associates working in 25 stores of a Turkish retail chain show that empowerment ameliorated the negative effects of perceived overqualification on job satisfaction, intentions to remain, and voluntary turnover.

Newcomer adjustment during organizational socialization: a meta-analytic review of antecedents, outcomes, and methods.

The authors tested a model of antecedents and outcomes of newcomer adjustment using 70 unique samples of newcomers with meta-analytic and path modeling techniques. Specifically, they proposed and tested a model in which adjustment (role clarity, self-efficacy, and social acceptance) mediated the effects of organizational socialization tactics and information seeking on socialization outcomes (job satisfaction, organizational commitment, job performance, intentions to remain, and turnover). The results generally supported this model.

A longitudinal study of the moderating role of extraversion: leader-member exchange, performance, and turnover during new executive development.

Identifying factors that help or hinder new executives in "getting up to speed" quickly and remaining with an organization is vital to maximizing the effectiveness of executive development. The current study extends past research by examining extraversion as a moderator of relationships between leader-member exchange (LMX) and performance, turnover intentions, and actual turnover for an executive sample. The sample consisted of 116 new executives who were surveyed prior to starting their employment and at 3 months postentry.

A field study of frame-of-reference effects on personality test validity.

As part of a test validation study at a major U.S.-based airline, the authors tested the effects of providing an "at work" frame-of-reference on the validity of the NEO Five-Factor Inventory among a sample of customer service supervisors (N = 206).

Drug testing, drug treatment, and marijuana use: a fairness perspective.

The authors conducted a random statewide telephone survey of 1,484 individuals to study the relationship between marijuana use (in terms of participants' history of marijuana use) and reactions to drug testing and to study 2 hypothetical drug-treatment policies. Job safety sensitivity was related to perceived fairness of drug testing for the participant's job, and more recent marijuana use was associated with more negative reactions. Safety sensitivity was related to perceived fairness of drug treatment.

Selection fairness information and applicant reactions: a longitudinal field study.

Although laboratory studies have found that selection information can affect applicant perceptions, this has not been tested in the field. The authors followed 2 cohorts of police applicants (N = 274) in a longitudinal study to examine the relationship between information, applicant perceptions, and behavior (e.g.