Jaron Harvey

Too engaged? A conservation of resources view of the relationship between work engagement and work interference with family.

In a number of studies, researchers interested in positive organizational behavior have sought to better understand the favorable aspects of work engagement-a pervasive state of emotional attachment and motivation toward work. In this study, however, we investigate a potentially negative outcome of engagement. Drawing upon conservation of resources theory, we hypothesize that engagement will be associated with higher work interference with family due to the resources engaged employees may expend when they engage in extrarole work behavior such as organizational citizenship behaviors (OCBs). We further propose that conscientiousness, as a personal resource, serves to buffer the relationship between OCB and work interference with family. Examining multisource data, collected at multiple points in time, from 3 diverse samples (total N = 844), we find that state engagement is associated with higher levels of work interference with family and that this relationship is mediated by the performance of OCBs. The findings also indicate that engaged employees who are highly conscientious experience lower levels of work interference with family than engaged employees who are less conscientious. The implications of our study and directions for future research are also discussed.

Well, I'm Tired of Tryin'! Organizational Citizenship Behavior and Citizenship Fatigue

This study seeks to identify workplace conditions that influence the degree to which employees feel worn out, tired, or on edge attributed to engaging in organizational citizenship behavior (OCB) and also how this phenomenon, which we refer to as citizenship fatigue, is associated with future occurrences of OCB. Using data collected from 273 employees and their peers at multiple points in time, we found that the relationship between OCB and citizenship fatigue depends on levels of perceived organizational support, quality of team-member exchange relationships, and pressure to engage in OCB. Specifically, the relationship between OCB and citizenship fatigue is significantly stronger and positive when perceived organizational support is low, and it is significantly stronger and negative when the quality of team-member exchange is high and pressure to engage in OCB is low. Our results also indicate that citizenship fatigue is negatively related to subsequent acts of OCB. Finally, supplemental analyses reveal that the relationship between OCB and citizenship fatigue may vary as a function of the specific facet of OCB. We conclude with a discussion of the key theoretical and practical implications of our findings.

Do sales and service compete? The impact of multiple psychological climates on frontline employee performance

This research examines how employees’ climate perceptions – or psychological climate – influence their performance of climate-related outcomes. We focus on two specific climates arguably most relevant to boundary-spanning organizations: service and sales climates. Building from the resource-allocation framework, the authors examine the way employees reconcile these multiple psychological climates. Polynomial regression and response surface modeling are used to test for the influence of these distinct climates on employee outcomes using a sample of 252 marketing employees and their 68 immediate supervisors. Specifically, the authors examine relationships between service and sales climates and the employee performance outcomes of customer satisfaction, helping behavior, effort, and sales performance. Results provide insight into the benefits and pitfalls of sales and service climates co-existing. Specifically we find that while sales effort is highest in climates that heavily favor sales, sales performance may exist in both sales-favored and service-favored climates (yet not in the presence of both). From a customer satisfaction perspective we find no significant impact of increasing sales climate in the presence of high service perceptions. These findings – both significant and non-significant – provide implications for future research in the realm of service-sales ambidexterity and interface as well as insight and direction for frontline managers.

What Doesn’t Kill You Makes You Stronger: How Teams Rebound From Early-Stage Relationship Conflict:

Past research overwhelmingly suggests that relationship conflict (RC) has negative effects on team processes and performance. However, little research has investigated the effects of RC through a temporal lens with an eye toward overcoming the short-term deleterious consequences of RC. Integrating threat rigidity and threat regulation theories, we first argue that RC disrupts team processes over time because members feel threatened and, second, that cognitive reappraisal, as an emotion regulation strategy, is a threat regulation mechanism by which teams can overcome RC. Specifically, we examine the influence of early-stage RC on team process trajectories, the moderating effect of team-level cognitive reappraisal on these trajectories, and the team performance implications of team processes. Testing our predictions in both field and laboratory studies with conditional linear growth modeling, we show that while teams with high early-stage RC are lower initially on critical team processes (coordination and interpersonal processes), they incrementally “rebound” from these lower levels of team processes if team members have a tendency to cognitively reappraise past affective events. Further, we find that changes in perceived threat stemming from early-stage RC drives these effects. Finally, we find that as a result of managing early-stage RC through cognitive reappraisal, team performance does not suffer. Overall, these results suggest that teams can overcome the negative effects of early-stage RC by addressing underlying appraisals of threat, and that they may benefit in the long run from the struggle of doing so. Implications of these findings and directions for future research are discussed.

Organizational Citizenship Behavior in the 21st Century: How Might Going the Extra Mile Look Different at the Start of the New Millennium?

Abstract For decades organizational citizenship behavior (OCB) has been of interest to scholars and practitioners alike, generating a significant amount of research exploring the concept of what citizenship behavior is, and its antecedents, correlates, and consequences. While these behaviors have been and will continue to be valuable, there are changes in the workplace that have the potential to alter what types of OCBs will remain important for organizations in the future, as well as what types of opportunities for OCB exist for employees. In this chapter we consider the influence of 10 workplace trends related to human resource management that have the potential to influence both what types of citizenship behaviors employees engage in and how often they may engage in them. We build on these 10 trends that others have identified as having the potential to shape the workplace of the future, which include labor shortages, globalization, immigration, knowledge-based workers, increase use of technology, gig work, diversity, changing work values, the skills gap, and employer brands. Based on these 10 trends, we develop propositions about how each trend may impact OCB. We consider not only how these trends will influence the types of citizenship and opportunities for citizenship that employees can engage in, but also how they may shape the experiences of others related to OCB, including organizations and managers.

How did you figure that out? Employee learning during socialization

In this paper, we suggest a contemporary view of learning during the process of organizational socialization. The relationship between learning and socialization is implicit in much of the existing socialization literature. In an attempt to make this research more explicit, we suggest a theoretical approach to the actual learning processes that underlie workers’ socialization experiences. In order to accomplish this, we review previous work on socialization, information seeking and feedback seeking during socialization, and learning. In doing so we describe the learning process that underlies socialization, highlighting the beginning of the process, the role of information during the process, and integrating three different types of learning (planned, deutero, and meta) into the process of organizational socialization. In addition, we also discuss the implications of these three types of learning during the process of socialization and directions in future research on the socialization process.