Journal of Organizational Psychology

Counterproductive Work Behaviors to Cope With Person-Organization Misfit

Brian R. Kinard — 2024-09-18

A random sample of employees was surveyed to explore the effect of person-organization fit on counterproductive work behaviors. There was a significant negative relationship between person-organization fit and counterproductive work behaviors. A lack of person-organization fit may be construed by employees as a depletion of psychological resource. As the conservation of resources theory (Hofboll, 1989) argues, it appears that employees may have replenished the loss of this psychological resource (person-organization fit) by engaging in counterproductive work behaviors. Consequently, organizations should assess the person-organization fit of all employees and prevent the negative consequences of counterproductive work behaviors. The findings have several implications for practitioners.

Development of Dark Triad Scales for Machiavellianism, Psychopathy and Narcissism From the Hogan Development Survey

Brendan Coleman — 2024-09-18

Dark Triad personalities (DT: psychopathy, narcissism and Machiavellianism) adversely affect organisational functioning. There were three research questions: (1) Can DT personality measures be derived from the Hogan Development Survey (HDS)? (2) Will age, tenure, and gender moderate the relationships between the DT personality measures and job performance? (3) What are the relationships between scores on the DT personality measures? Four hypotheses were framed from the research questions and tested on a sample of 918 managers. Three new DT scales were derived from the HDS, using a mapping exercise based on Ferrell and Gaddis’s (2016) research findings. All scales showed acceptable Alpha reliabilities. The mapping exercise provided evidence of construct validity. An analysis of high scorers on pairings of the three DT scales showed divergent validity. Partial correlation results showed significant negative correlations between psychopathy, narcissism, Machiavellianism and job performance, demonstrating criterion validity. Organisations could use the new DT scale scores for screening applicants, for identifying future management potential and providing developmental feedback to employees.

Before. During. After: The Impact of COVID-19 on the Psychometrics of Young Professionals

William Swart — 2024-09-18

This research presents the real psychometric impacts of the pandemic on young professionals. Human resource policies must be appropriately formulated to maintain healthy and productive employees, balancing corporate and individual needs. The changes in personality type, emotional intelligence, and locus of control were measured from before to during COVID and then again from during until after COVID. While the psychometric changes of males were minor during these periods, women experienced numerous changes during COVID-19 but subsided after the pandemic. Men and women exhibit less conscientious behavior, first manifested during the pandemic but persisted after the pandemic. This research sheds insights into the current reluctance of professionals to abandon remote working instituted during the pandemic and management’s insistence that workers return to the office.

“What Is the ROI on That?”: Examining the Lack of Transition Support for Collegiate Athletes

Chris Corr — 2024-09-18

While athletic role engulfment is positively correlated to athletic success, collegiate athletes also experience harmful effects from this role. As the socialization process to develop a salient athletic identity initially takes years, collegiate athletes typically face various challenges transitioning out of their athletic role. Although working within the contested and problematic context of intercollegiate athletics, athletic development staff are, ostensibly, employed to assist in the holistic development of collegiate athletes and occupy an integral role in mitigating athletes’ transitions and athletic role engulfment. Accordingly, the present study sought to examine the experiences and programmatic elements currently utilized by athletic development staff. Through in-depth interviews with 10 senior athletic development staff members at nine Atlantic Coast Conference member institutions, findings illustrate the difficulties in attempting to combat athletic role engulfment due to contradictory logic between intra-institutional members. We conceptualize that such competing institutional logic serves as the primary detriment of collegiate athletes’ preparedness for post-athletic transition.

The 5-M Downsizing Communication Model for Survivor-Employee Engagement

Beryl A. Ehondor — 2024-09-18

The global economic crisis has led to downsizing, creating survivor-employees and affecting employee-engagement. This study aimed to assess the relationship between banks’ internal communication strategies and their survivor-employee engagement. The research involved in-depth interviews and descriptive design, focusing on 15 commercial banks in Nigeria. The findings revealed that downsizing is prevalent in the industry, with no protection from Nigerian labour laws. The downsizing-communication from top management to survivor-employees is minimal, leading to survivor syndrome and declining employee-engagement. The study created and proposed the 5M-model for downsizing communication and employee engagement. The 5M-model framework connotes Mobilisation, Management, Motivate, Monitor and Measure. However, the 5M-model for downsizing-communication and employee-engagement amplifies the media richness theory, integrates employee-engagement theory and caters for downsizing communication phenomena, a new solution-dimension for optimal employee-organisation relationship. The 5M model communication gradient transits from green to yellow indicating efficacy of communication, the capacity to convey meaning between sender and receiver, record reactions and get immediate feedback. This novel model is a template to improve survivor-employee engagement and employee-organization relationships.

Talent Management in Healthcare: The New Strategic Objective

Silvia Marçal Gomes — 2024-11-06

In today’s rapidly evolving healthcare landscape, effective talent management has become a critical priority for any organization seeking exceptional and safe care, whilst driving a positive outcome and impact in people’s lives. This article delves into the intricacies of talent management in healthcare, from an operational standpoint, aiming to capture how the frontline workforce perceives talent management. It is hypothesized that by implementing comprehensive talent management strategies, healthcare institutions would be able to address the current challenges posed by the worldwide workforce shortages. The increasing demand for healthcare services has prompted organizations and governments to proactively approach talent management to attract and retain the right individuals with the right skills to remain competitive and even functional. Employee engagement initiatives, along with a robust culture of continuous learning and phycological safety, where individuals can be at optimal performance and positively impact patient experience and outcome, significantly reduce turnover rates and ensure workforce stability (Dyrbye et al., 2017).

Person-Environment Fit on Organizational Citizenship Behaviour and Employee Engagement Among Administrative Staff of Public Universities in Accra, Ghana

Esther Maame Efua Aryee — 2024-11-06

This study aimed to assess the impact of person-environment fit on work-related outcomes among administrative staff of public universities in Accra. A sample of 300 administrative staff was selected from public universities in the Greater Accra Region to partake in the study using the purposive and snowball sampling method. The study discovered a positive significant relationship between employees fit and work-related outcomes as well as an interaction between two dimensions of engagement (intellectual and affective) and organizational citizenship behavior. The study's findings also reveal that various factor such as tenure and age positively impacted the employee’s performance of organizational citizenship behavior and engagement levels.

The Role of Organizational Culture in Employee Retention in Kosovar Businesses

Mimoza Sylejmani — 2024-11-06

This research aimed to examine the impact of organizational culture on employee retention, providing insights to enhance long-term engagement and satisfaction. A mixed-methods approach was used, beginning with a comprehensive literature review of organizational culture and employee retention. Surveys were conducted with a representative sample of employees across different sectors in Kosovo. The data were analyzed using regression and correlation techniques to identify quantitative relationships between organizational culture and retention.

The findings reveal that organizational culture plays a significant role in employee retention. Specifically, cultures focused on employee well-being, career development, and transparency are positively associated with higher retention rates. Employees are more likely to stay with organizations that align with their values, offer support, and create a transparent working environment. Conversely, toxic cultures marked by negativity and poor leadership are linked to higher turnover.

The study underscores the importance of fostering a positive, inclusive culture that prioritizes employee growth. Kosovar businesses should invest in employee development, training, and continuous feedback to build a productive environment that supports retention.