Mark C. Bolino

The Impact of Psychological Contract Fulfillment on the Performance of In-Role and Organizational Citizenship Behaviors:

This research examines the relationships between psychological contract fulfillment and three types of employee behavior: in-role performance, organizational citizenship behavior directed at the organization, and organizational citizenship behavior directed at individuals within the organization. Using a sample of 134 supervisor-subordinate dyads, this study suggests that the extent of psychological contract fulfillment is positively related to the performance of all three types of employee behavior. In addition, the results indicate that psychological contract fulfillment is more strongly related to citizenship behavior directed at the organization than to citizenship behavior directed at one’s colleagues. Finally, this research investigates if employees’ attributions regarding the reasons that psychological contract breach occurred also impact their work performance. However, the data provide only limited support for the idea that employees are most likely to reduce their work effort when they perceive that the organization has intentionally failed to live up to its commitments.

The Personal Costs of Citizenship Behavior: The Relationship Between Individual Initiative and Role Overload, Job Stress, and Work-Family Conflict

By and large, prior research has focused on the positive aspects of organizational citizenship behavior (OCB). D. W. Organ and K. Ryan (1995), though, suggest that individuals who engage in high levels of OCB may become overloaded. This research explores the relationship between a specific type of OCB--namely, individual initiative--and role overload, job stress, and work-family conflict. Results from a sample of 98 couples indicate that higher levels of individual initiative (as assessed by the spouse or significant other) are associated with higher levels of employee role overload, job stress, and work-family conflict. The findings also suggest that the relationship between individual initiative and work-family conflict is moderated by gender, such that the relationship is stronger among women than among men. Some implications of this work and directions for future research are discussed as well.

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.

A Multi-Level Review of Impression Management Motives and Behaviors

This article selectively reviews studies of impression management (IM) published since 1988 and identifies strengths, limitations, and future research directions in three key areas: research investigating the use of IM at the individual level of analysis (e.g., performance appraisal); research that applies IM theory, concepts, and thinking to better understand organizational phenomena (e.g., feedback seeking); and research investigating organizational-level IM (e.g., how firms create legitimacy). Following their review, the authors offer some overarching recommendations for future examinations of IM in organizations, giving particular attention to the need for clear definitions and categories of IM behaviors and the value of multi-level investigations.

Achieving desired images while avoiding undesired images : Exploring the role of self-monitoring in impression management

A study was conducted to test the hypothesis that high self-monitors more effectively manage impressions than low self-monitors do. Students in work groups indicated the extent to which they used 5 impression-management tactics over the course of a semester-long project. At the projects conclusion, students provided their perceptions of the other members of their group. The relationship between impression management and image favorability was then examined across 339 student-student dyads. The results generally suggest that high self-monitors can use impression-management tactics more effectively than can low self-monitors. In particular, high self-monitors appear to be more adept than low self-monitors at using ingratiation, self-promotion, and exemplification to achieve favorable images among their colleagues.

Measuring Impression Management in Organizations: A Scale Development Based on the Jones and Pittman Taxonomy

Five studies were conducted to develop a measure of employee impression management behaviors based on the taxonomy proposed by Jones and Pittman. In Study 1, 44 items were given to student judges to verify the content validity of the items. In Study 2, the scale was administered to a sample of professionals and exploratory factor analysis was conducted. Based on the results, revisions to the scale were made. In Study 3, the revised scale was administered to a group of managers and exploratory factor analysis was again performed. In Study 4, the final version of the scale was administered to another sample of professionals and confirmatory factor analysis was performed. Finally, in Study 5, the convergent and discriminant validity of the scale was assessed using a sample of management students. The results support the taxonomy presented by Jones and Pittman. Suggestions for future research using the new measure are discussed.

Choices, Challenges, and Career Consequences of Global Work Experiences: A Review and Future Agenda

Over the past 20 years, there has been increased interest in global forms of employment. Researchers have identified and investigated a number of global work experiences, including corporate and self-initiated expatriates as well as more novel forms of corporate global employees (flexpatriates, short-term assignees, and international business travelers). In this article, the authors review the empirical research that has investigated individual choices, challenges, and career consequences associated with the various types of global work. They summarize and synthesize this growing body of literature and then develop a taxonomy of global work experiences. Based on their review of this literature and their taxonomy, the authors outline an agenda for future research on global work experiences.

More Than One Way to Make an Impression: Exploring Profiles of Impression Management

This research explores the use of impression management tactics in combination. Two studies were conducted to identify three profiles of impression management use and to examine how three individual difference variables are related to these patterns. The results suggest that women are less aggressive than men in using impression management, that high self-monitors favor positive impression management strategies, and that high Machs use impression management tactics rather indiscriminately. The findings also suggest that individuals who either avoid using impression management or who use only positive tactics are seen more favorably than those who use relatively high levels of all types of impression management. Some implications and directions for future research are discussed as well.

Underemployment and relative deprivation among re-employed executives

Using a sample of 517 executives who lost their jobs as a result of downsizing, this study examined underemployment among managers in replacement jobs taken after their layoffs. Laid-off executives who were re-employed in jobs which paid less, were at lower levels of organizational hierarchies and which did not fully utilize their skills had consistently lower job attitudes. In addition, the results suggest that relative deprivation is an important mediator in explaining how underemployment leads to poorer psychological well-being in those replacement jobs. The article concludes with directions for future research on underemployment and relative deprivation in the aftermath of layoffs.

The impact of on-site mentoring on expatriate socialization: a structural equation modelling approach

While the literature on expatriate adjustment has focused on the importance of back-home mentors and their instrumentality for future career advancement, this research explores the importance of on-site mentors for the effective socialization of expatriates into their current overseas assignments. Using a sample of 179 expatriates located in nineteen countries, this paper presents a structural equation model illustrating the relationships among mentoring received, expatriate socialization and socialization outcomes. Amount of mentoring received positively impacts on expatriate socialization, which in turn positively influences job attitudes, intention to finish the expatriate assignment and expatriate understanding of global business issues. Using Hofstedes typology of national cultures, this research also suggests that the international context of the overseas assignment affects how much on-site mentoring expatriates receive. Specifically, expatriates are more likely to receive mentoring in small power ...