Angelo J. Kinicki

Psychological and physical well-being during unemployment: a meta-analytic study.

The authors used theoretical models to organize the diverse unemployment literature, and meta-analytic techniques were used to examine the impact of unemployment on worker well-being across 104 empirical studies with 437 effect sizes. Unemployed individuals had lower psychological and physical well-being than did their employed counterparts. Unemployment duration and sample type (school leaver vs. mature unemployed) moderated the relationship between mental health and unemployment, but the current unemployment rate and the amount of unemployment benefits did not. Within unemployed samples, work-role centrality, coping resources (personal, social, financial, and time structure), cognitive appraisals, and coping strategies displayed stronger relationships with mental health than did human capital or demographic variables. The authors identify gaps in the literature and propose directions for future unemployment research.

Toward a Greater Understanding of How Dissatisfaction Drives Employee Turnover

This study generalized a leading portrayal of how job dissatisfaction progresses into turnover (Horn & Griffeth, 1991) and more rigorously tested this model using structural equations modeling and ...

Assessing the construct validity of the job descriptive index: a review and meta-analysis.

The construct validity of the Job Descriptive Index (JDI) was investigated by using a meta-analysis to summarize previous empirical studies that examined antecedents, correlates, and consequences of job satisfaction. In total, 79 unique correlates with a combined total of 1,863 correlations were associated with the JDI subdimensions. The construct validity of the JDI was supported by (a) acceptable estimates of internal consistency and test-retest reliability, (b) results that conform to a nomological network of job satisfaction relationships, and (c) demonstrated convergent and discriminant validity. Contrasting results with previous meta-analytic findings offered further support for the JDIs construct validity. Limitations of the JDI and suggestions for future research are discussed.

Organizational culture and organizational effectiveness: a meta-analytic investigation of the competing values framework's theoretical suppositions.

We apply Quinn and Rohrbaughs (1983) competing values framework (CVF) as an organizing taxonomy to meta-analytically test hypotheses about the relationship between 3 culture types and 3 major indices of organizational effectiveness (employee attitudes, operational performance [i.e., innovation and product and service quality], and financial performance). The paper also tests theoretical suppositions undergirding the CVF by investigating the frameworks nomological validity and proposed internal structure (i.e., interrelationships among culture types). Results based on data from 84 empirical studies with 94 independent samples indicate that clan, adhocracy, and market cultures are differentially and positively associated with the effectiveness criteria, though not always as hypothesized. The findings provide mixed support for the CVFs nomological validity and fail to support aspects of the CVFs proposed internal structure. We propose an alternative theoretical approach to the CVF and delineate directions for future research.

Developing and testing a model of survivor responses to layoffs

Abstract A model of survivor responses to layoffs is developed and tested. Perceptions of global process control, perceived fairness of the layoff, and job security are tested as predictors of job satisfaction, organizational commitment, and behavioral intentions to withdraw. The empirical assessment of a complete latent variable model with covariance structure analyses supported both the measurement and the structural models. Global process control is shown to be a direct antecedent of perceived fairness of the layoff and job satisfaction. Perceived fairness of the layoff and job security also have direct effects on job satisfaction. Job satisfaction acts as a mediating variable between these variables and organizational commitment. Organizational commitment, in turn, has a direct negative effect on behavioral intentions to withdraw. These findings suggest that witnessing a layoff has significant effects on psychological and behavioral responses of layoff survivors. Direction for future research is discussed.

Substantive and operational issues of response bias across levels of analysis: An example of climate-satisfaction relationships

Two studies tested whether method variance is present at multiple levels of analysis and whether methodological procedures can minimize its impact. In Study 1, 8,052 employees from 71 hotels completed measures of climate, work environment characteristics, and satisfaction. A comparison of correlations at the individual level, cross-level, cross-level split, aggregate level, and aggregate-split level of analysis revealed that response bias was present across multiple levels. Results suggest that samples should be split in half when cross-level and aggregate correlations are computed to ameliorate response bias problems that arise from individual-level method variance. In Study 2, results indicated that the temporal spacing of measures of climate and satisfaction influenced response bias. Implications and recommendations for future research are discussed.

Explication of the construct of coping with involuntary job loss

Abstract A first study was conducted with the purpose of developing a new measure to assess coping with involuntary job loss. Five situation-specific coping scales were derived: Proactive Search, Nonwork Organization, Positive Self-Assessment, Distancing from Job Loss, and Job Devaluation. A second study using 159 displaced workers revealed the overall pattern of correlates between these coping measures and appraisal processes and coping resources were in the predicted direction. Less support was obtained for relationships between coping and stress symptoms. Evidence supported that coping is a process that changes over time. The complexities of construct validation relative to process models of coping are discussed and future research suggestions are provided.

Organizational climate configurations: relationships to collective attitudes, customer satisfaction, and financial performance.

Research on organizational climate has tended to focus on independent dimensions of climate rather than studying the total social context as configurations of multiple climate dimensions. The authors examined relationships between configurations of unit-level climate dimensions and organizational outcomes. Three profile characteristics represented climate configurations: (1) elevation, or the mean score across climate dimensions; (2) variability, or the extent to which scores across dimensions vary; and (3) shape, or the pattern of the dimensions. Across 2 studies (1,120 employees in 120 bank branches and 4,317 employees in 86 food distribution stores), results indicated that elevation was related to collective employee attitudes and service perceptions, while shape was related to customer satisfaction and financial performance. With respect to profile variability, results were mixed. The discussion focuses on future directions for taking a configural approach to organizational climate.

Humble Chief Executive Officers’ Connections to Top Management Team Integration and Middle Managers’ Responses

In this article, we examine the concept of humility among chief executive officers (CEOs) and the process through which it is connected to integration in the top management team (TMT) and middle managers’ responses. We develop and validate a comprehensive measure of humility using multiple samples and then test a multilevel model of how CEOs’ humility links to the processes of top and middle managers. Our methodology involves survey data gathered twice from 328 TMT members and 645 middle managers in 63 private companies in China. We find CEO humility to be positively associated with empowering leadership behaviors, which in turn correlates with TMT integration. TMT integration then positively relates to middle managers’ perception of having an empowering organizational climate, which is then associated with their work engagement, affective commitment, and job performance. Findings confirm our hypotheses based on social information processing theory: humble CEOs connect to top and middle managers through collective perceptions of empowerment at both levels. Qualitative data from interviews with 51 CEOs provide additional insight into the meaning of humility among CEOs and differences between those with high and low humility.

A Panel Study of Coping with Involuntary Job Loss

We examined the role of the quality of reemployment in the process of coping with job loss using a panel design and a four‐month interval for 100 displaced workers. The dynamic process of coping wi...