鑽石舞台

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1. 為了保留而投資：公司在疫情前對人力資本的投資減少了由COVID-19財政壓力導致的勞動力削減

本研究測量了在COVID-19期間，新冠爆發前的企業人力資本投資如何影響其將裁員和解僱(以下簡稱裁員)作為應對財務壓力的手段。本研究認為，必須在更廣泛的企業財務和資源協調的環境中考察勞動力的削減。首先，本研究認為企業暴露在新冠財務壓力中的相對水平(pandemic financial pressures, PFPs)將決定它們在此期間對削減成本的需求。其次，本研究認為企業之前對員工人力資本的投資會降低裁員作為應對PFPs的成本削減措施的吸引力。因為人力資本投資(human capital investment, HCI)增加了員工的知識、技能、能力和動機，從而促使企業尋求其他措施來減少成本。本研究還認為，當HCI與更多的物質資本投資相匹配時，HCI減緩PFPs導致的裁員效應會更大，因為在這種情況下，員工的人力資本會創造更多的價值，且此時員工的離職會轉化為更大的損失。本研究利用1,364家美國銀行的數據為假設提供了支持，其中包括聯邦存款保險公司(FDIC)的季度報告、新聞報道以及截至2020年第四季度的工人調整和再培訓通知(WARN)法案的數據。本文還討論了COVID-19對組織和員工的影響以及對資源協調和人力資本的影響。

We examine how firms』 prepandemic investments in human capital influence their use of workforce reductions and layoffs (hereafter, workforce reductions) as a response to financial pressures during the coronavirus disease (COVID-19) pandemic. We contend that workforce reductions must be examined in the context of firms』 broader financial and resource orchestration environments. First, we suggest that firms』 relative exposure to pandemic financial pressures (PFPs) will determine their need to cut costs during the pandemic. Second, we argue that a firm’s prior investments in employees』 human capital will reduce the attractiveness of workforce reductions as a cost-cutting response to PFPs, as human capital investment (HCI) increases the value of employees』 knowledge, skills, and abilities and motivation, thus inducing firms to seek alternative measures to reduce costs. We then argue that the attenuating influence of HCI on the effect of PFPs on workforce reductions will be stronger when HCI is matched with greater investments in physical capital, as employees』 human capital will create more value—and will translate to a bigger loss following employee departures—in such circumstances. We demonstrate support for our hypotheses in a sample of 1,364 U.S. banks using data from quarterly Federal Deposit Insurance Corporation (FDIC) reports, news articles, and Worker Adjustment and Retraining Notifications (WARN) Act filings through the fourth quarter of 2020. We discuss implications for our understanding of the impact of the COVID-19 pandemic on organizations and employees and for research on resource orchestration and human capital.

論文原文：Bentley, F. S., Kehoe, R. R., & Chung, H. (2021). Investing for keeps: Firms』 prepandemic investments in human capital decreased workforce reductions associated with COVID-19 financial pressures. Journal of Applied Psychology, 106(12), 1785–1804. https://doi.org/10.1037/apl0001002

2. 艱難時期的慈悲：COVID-19期間的團隊慈悲行為、個人痛苦、主管依賴和員工建言

基於資源保存理論，本研究探討了員工對COVID-19事件強度的評估是否會威脅到他們現有的資源和他們隨後對主管的依賴，以及其在組織生死存亡的環境中的建言行為。本研究假設員工將COVID-19評估為強事件與其體驗到的痛苦正相關，並會增加他們對主管的依賴感，最終減少他們建設性建言的傾向。此外，本研究提出，團隊的慈悲行為(team compassion behavior)可以通過削弱COVID-19事件強度對個人痛苦的影響，來減輕COVID-19事件強度對員工建言的負面間接影響。本研究設計了一個六次取樣、多源的時間滯後田野研究，對一個位於東南亞國家的連鎖酒店進行取樣，以捕捉其員工和主管在新冠爆發前(T1)和居家隔離後(T2–T6)的感知。研究結果證實了COVID-19對員工-主管關係的影響，以及團隊慈悲行為的調節作用，即其能夠緩解COVID-19事件強度對員工建言行為的負面影響。

We draw from conservation of resources theory to examine how employees』 assessments of coronavirus disease (COVID-19) event strength may threaten their existing resources and their subsequent dependence on their supervisors, as well as voice behaviors that are critical to the organization’s survival in a disruptive environment. We propose that assessments of COVID-19 as a strong event are positively related to employees』 suffering, in turn increasing their sense of dependence on their supervisors and ultimately reducing their tendencies to display promotive and prohibitive voice. Furthermore, we propose that team compassion behavior can mitigate these negative indirect effects of COVID-19 event strength on employee voice by attenuating the positive effect of COVID-19 event strength on individual suffering. We designed a six-wave, multisource, time-lagged field study in a hotel chain based in a Southeast Asian country to capture employees』 and supervisors』 perceptions and behaviors before the onset of the pandemic (T1) and then following the country’s COVID-19 mandatory stay-at-home order (T2–T6). Our results highlight the impact of the COVID-19 pandemic on employee–supervisor relationships, and the critical role of team compassion behavior as a contextual moderator to reduce the indirect negative effect of COVID-19 event strength on employee voice.

論文原文：Wee, E. X. M., & Fehr, R. (2021). Compassion during difficult times: Team compassion behavior, suffering, supervisory dependence, and employee voice during COVID-19. Journal of Applied Psychology, 106(12), 1805–1820. https://doi.org/10.1037/apl0001001

3. 風險業務：COVID-19期間臨時工與理想工人期望風向

經理和顧客通常都期望個體是完全投入到工作中的「理想工人(ideal workers)」，即在任何時間都可以工作(Reid, 2015)。COVID-19期間，許多從事低薪的、面向客戶工作的個體，不僅被期望可以繼續工作，還要承擔健康風險。然而，理想工人相關的文獻較少關注風險與理想工人期望值間的關係，有部分文獻關注了全職工人，他們面臨的身體和財務不確定性相對較少。在本文中，本研究基於非全職的臨時工人(TaskRabbit工人)的經驗，測量了他們如何管理客戶對理想工人的期望、風險。數據來自在線工人社交媒體論壇和公司正式通訊工具，共有49個訪談數據。本研究展示了這些工人如何使用不同的策略來管理風險，以回應客戶的期望，包括兩種策略——掩飾和退出，而這在之前的理想工人文獻中沒有討論過這一點。這樣一來，本研究通過展示對風險的關注如何塑造工人對理想工人期望的反應，特別是在傳統組織之外的面向客戶的服務工作中，增進了對這一問題的學術理解。

Managers and customers often expect individuals to be 「ideal workers」 devoted entirely to work, and this devotion is typically displayed through being available to work at any time, on any day (Reid, 2015). During the COVID-19 pandemic, many individuals in lower-paid, customer-facing jobs were expected to not only be available but also to take on physical risk. However, the ideal worker literature has paid relatively little attention to how risk relates to ideal worker expectations, reflecting in part the extant literature’s focus on professionals who face relatively little physical and financial uncertainty. In this article, we draw upon the experiences of nonprofessional 「gig」 workers (TaskRabbit workers) to examine how they manage customers』 ideal worker expectations—including risk—using data from interviews (n = 49), postings from online worker forums social media, and offical company communications. We show how these workers engage in different tactics to manage risk in response to customers』 expectations, including two tactics—covering and withdrawing—that have not been discussed in prior ideal worker literature. In doing so, we expand scholarly understanding by showing how concerns about risk shape workers』 responses to ideal worker expectations, particularly in customer-facing service work outside of traditional organizations.

論文原文：Cameron, L. D., Thomason, B., & Conzon, V. M. (2021). Risky business: Gig workers and the navigation of ideal worker expectations during the COVID-19 pandemic. Journal of Applied Psychology, 106(12), 1821–1833. https://doi.org/10.1037/apl0000993

4. 不看、不聽、不說：圍繞性騷擾的網絡沉默理論框架

#MeToo讓數百萬人(大部分是女性)有了一個說出工作中性騷擾問題的途徑。重燃這場運動的案例顯示，性騷擾在現在和過去的長達數十年中都被籠罩在沉默之中。面對性騷擾時，管理者、目擊者和被騷擾者往往都保持沉默，有意或無意地保護了騷擾者，使得性騷擾持續存在。在本綜述中，本研究引入了圍繞性騷擾的網絡沉默的概念，並假設社會網絡構成和信仰會促進網絡沉默。具體來說，網絡構成(騷擾者和男性中心化)和信仰(對性騷擾的誤解和對男性氣質的評價)共同造成了圍繞性騷擾的網絡沉默。此外，這樣的信仰使得騷擾者和男性位於網絡的中心位置，又進一步導致了有問題的信仰，形成了一個相互加強的動態循環。本研究假設，由於缺乏對騷擾者的懲罰和對受害者的支持，網絡沉默使得性騷擾持續存在，而這又進一步加強了沉默。這樣的過程產生了一種性騷擾的文化氛圍。本研究發現組織可以通過對大眾對於社會網絡的理解進行干預以對抗性騷擾相關的網絡沉默。

#MeToo has inspired the voices of millions of people (mostly women) to speak up about sexual harassment at work. The high-profile cases that reignited this movement have revealed that sexual harassment is and has been shrouded in silence, sometimes for decades. In the face of sexual harassment, managers, witnesses and targets often remain silent, wittingly or unwittingly protecting perpetrators and allowing harassment to persist. In this integrated conceptual review, we introduce the concept of network silence around sexual harassment, and theorize that social network compositions and belief systems can promote network silence. Specifically, network composition (harasser and male centrality) and belief systems (harassment myths and valorizing masculinity) combine to instill network silence around sexual harassment. Moreover, such belief systems elevate harassers and men to central positions within networks, who in turn may promote problematic belief systems, creating a mutually reinforcing dynamic. We theorize that network silence contributes to the persistence of sexual harassment due to the lack of consequences for perpetrators and support for victims, which further reinforces silence. Collectively, this process generates a culture of sexual harassment. We identify ways that organizations can employ an understanding of social networks to intervene in the social forces that give rise to silence surrounding sexual harassment.

論文原文：Hershcovis, M. S., Vranjes, I., Berdahl, J. L., & Cortina, L. M. (2021). See no evil, hear no evil, speak no evil: Theorizing network silence around sexual harassment. Journal of Applied Psychology, 106(12), 1834–1847. https://doi.org/10.1037/apl0000861

5. 因家庭而改變：關於工作家庭增益和變革型領導力的情境依戀理論視角

變革型領導力是個體、團隊和組織成功的基礎，許多管理者都努力表現出符合變革型領導的行為。遺憾的是，本研究對於什麼影響了變革型領導力的每日波動知之甚少。基於依戀理論，本研究發現可以在家庭中找到答案：管理者需要日常的家庭支持以確保他們在工作中持續性地表現出變革型領導的行為。本研究因此建立了一個模型，工作家庭增益(family–work enrichment, FWE)可以作為個體內的晉升焦點，使主管人員每天都能從事變革型行為。本研究還探索了這一效應的邊界條件，主管依戀風格。兩個經驗取樣研究的結果支持了本研究的模型。具體來說，日常的FEW通過每日晉升焦點與變革型領導力正相關，對於依戀迴避程度較高的人來說，其積極影響較弱，而對於依戀焦慮程度較高的人來說，其積極影響較強。本文延展了本研究對於積極家庭體驗和領導行為間關係的理解，表明家庭是主管日常的積極資源，但這些積極結果並不適用於所有主管。

While transformational leadership is foundational to individual, team, and organizational success, many managers struggle to consistently exhibit the behaviors captured in transformational leadership. Unfortunately, relatively little is known about what factors explain this day-to-day variation on transformational leadership. Drawing upon and extending attachment theory, we assert that one answer is found at home: managers need daily family support to ensure that they consistently display transformational leader behaviors at work. We thus develop a model suggesting that family–work enrichment (FWE) acts as a within-person prime of promotion focus, which in turn enables supervisors to engage in transformational behaviors on a daily basis. In so doing, we explore a pair of theoretically derived boundary conditions of this effect—supervisor attachment styles. The results from two experience-sampling studies support our model. Specifically, daily FWE was positively associated with transformational leadership through daily promotion focus, with the positive effects being weaker for those higher on attachment avoidance and stronger for those higher on attachment anxiety. This article thus expands our understanding of the link between positive family experiences and leader behaviors, suggesting that while the family is a daily source of positive inspiration for supervisors, these positive results are not universal across all supervisors.

論文原文：McClean, S. T., Yim, J., Courtright, S. H., & Dunford, B. B. (2021). Transformed by the family: An episodic, attachment theory perspective on family–work enrichment and transformational leadership. Journal of Applied Psychology, 106(12), 1848–1866. https://doi.org/10.1037/apl0000869

6. 打擾一下，你有時間嗎？探索日常工作干擾對員工幸福感的積消極影響

工作干擾在今天的工作場所很常見，即由於其他人的意外干擾，打斷了正在進行的工作，使其暫時停止。以往研究主要集中在工作干擾對任務的影響，並在很大程度上將干擾視為損害員工福祉的事件，特別是工作滿意度。本研究認為，除了任務方面，工作干擾也會對社會方面產生影響，與干擾者的互動或許會有益於被干擾員工額幸福感。基於自我調節理論，本研究假設雖然工作干擾會通過任務轉換、解決干擾問題和恢復原有任務損耗自我調節資源，但與干擾者的互動卻可以滿足個體歸屬感的需求。本研究假設自我調節資源的損耗和歸屬感可以中介工作干擾對工作滿意度的消極和積極影響，而歸屬感又能進一步緩衝自我調節資源損耗對工作滿意度的消極影響。本研究對111名參與者進行了為期三周的經驗取樣研究，結果在個體內層面支持了假設，即使將壓力作為替代性中介也是如此。總的來說，通過將關注點擴展到工作干擾的社會作用層面，並對工作干擾正向和負向影響工作滿意度的機制進行了解釋，本研究對這一工作場所常見現象提供了一個平衡的觀點。在這個過程中，本研究通過解釋為何以及何時工作干擾能夠促進工作滿意度，挑戰了已有的工作干擾會損害工作滿意度的共識，從而擴展了最近關於工作干擾的積極影響的研究。

Work intrusions—unexpected interruptions by other people that interrupt ongoing work, bringing it to a temporary halt—are common in today’s workplaces. Prior research has focused on the task-based aspect of work intrusions and largely cast intrusions as events that harm employee well-being in general and job satisfaction in particular. We suggest that apart from their task-based aspect, work intrusions also involve a social aspect—interaction with the interrupter—that can have beneficial effects for interrupted employees』 well-being. Using self-regulation theory, we hypothesize that while work intrusions』 self-regulatory demands of switching tasks, addressing the intrusion, and resuming the original task can deplete self-regulatory resources, interaction with the interrupter can simultaneously fulfill one’s need for belongingness. Self-regulatory resource depletion and belongingness are hypothesized to mediate the negative and positive effects of work intrusions onto job satisfaction, respectively, with belongingness further buffering the negative effect of self-regulatory resource depletion on job satisfaction. Results of our 3-week experience sampling study with 111 participants supported these hypotheses at the within-individual level, even as we included stress as an alternate mediator. Overall, by extending our focus onto the social component of work intrusions, and modeling the mechanisms that transmit the dark- and the bright-side effects of work intrusions onto job satisfaction simultaneously, we provide a balanced view of this workplace phenomenon. In the process, we challenge the consensus that work intrusions harm job satisfaction by explaining why and when intrusions may also boost job satisfaction, thus extending the recent research on work intrusions』 positive effects.

論文原文：Puranik, H., Koopman, J., & Vough, H. C. (2021). Excuse me, do you have a minute? An exploration of the dark- and bright-side effects of daily work interruptions for employee well-being. Journal of Applied Psychology, 106(12), 1867–1884. https://doi.org/10.1037/apl0000875

7. 被讚賞灼傷：領導力認可如何影響女性領導人的任職長短

當女性擔任領導(如CEO)一職時往往會面臨着障礙，即利益相關者通過普遍存在的刻板期望評估其領導的有效性。本研究中，本研究測量了CEO繼任公告中的領導力認可對女性CEO任職期長短的影響。本研究認為，對即將上任的CEO的領導力認可強調了其過去的成就與能力，與利益相關者的刻板印象相悖，從而增加了利益相關者從刻板印象的角度看待女性領導者的可能性。因此，儘管出於好意，女性CEO繼任公告中的領導力讚賞會造成刻板印象威脅，這可能會對女性領導人產生長期的負面影響。本研究利用1995年至2012年期間標準普爾1500指數和財富500指數公司中91位女性CEO繼任者的檔案數據，對這一關係進行了調查並得到了支持。事後分析，包括對31位女性高管的深入訪談，進一步加強了本研究的發現，且這一影響並不發生在男性CEO的繼任中。本研究還發現繼任情境的兩個方面有助於改善這一負向關係：女性CEO的內部地位和該公司的女性高管人數。本研究的研究表明性別中立的做法或許會對女性領導人產生無意的負面影響。最後，本研究討論了研究結果的理論和實踐意義。

Women entering leadership positions such as the Chief Executive Officer (CEO) role face barriers in the form of pervasive stereotypic expectations by which stakeholders implicitly evaluate their effectiveness. In this study, we examine the effects that a widely used organizational practice—leadership endorsements in the CEO succession announcement—has on female CEOs』 longevity in the CEO role. In particular, we theorize that the leadership endorsements of incoming female CEOs that highlight their past achievements and competence violate stakeholders』 prescriptive stereotypes, thereby increasing the likelihood of stakeholders viewing the female leaders through a stereotypical lens. Therefore, though well intentioned, leadership endorsements in female CEOs』 succession announcements foment a stereotype threat situation that is likely to have long-term negative consequences for female leaders. We investigate and find support for this relationship using archival data for a sample of 91 female CEO successions among S&P 1500 and Fortune 500 firms between 1995 and 2012. Several post hoc analyses, including in-depth interviews with 31 female executives, further strengthen our findings and show that this effect does not occur among male CEO succession events. We also find that two key facets of the succession context work to ameliorate this negative relationship: the insider status of the female CEO and the number of female executives at the focal firm. Our findings suggest that ostensibly gender-neutral practices can have unintended negative consequences for female leaders. We conclude with a discussion of the theoretical and practical implications of our findings.

論文原文：Dwivedi, P., Misangyi, V. F., & Joshi, A. (2021). 「Burnt by the spotlight」: How leadership endorsements impact the longevity of female leaders. Journal of Applied Psychology, 106(12), 1885–1906. https://doi.org/10.1037/apl0000871

8. 工作生涯中的彈性工作制對幸福感和工作的影響隨年齡變化

在全球勞動力老齡化的情況下，各組織必須更好地了解工作設計如何與老齡化相互作用以影響員工的幸福感。基於社會情緒選擇理論，本研究測量了彈性工作制(flexible schedules)對病假使用、主觀健康感知、工作家庭衝突、情感承諾和工作投入的影響是如何隨年齡變化的。研究使用的數據來自2013-2017年在德國三次收集的聯邦數據集，共有3,623個觀測數據。結果表明，彈性工作制對一些結果的影響會隨年齡變化。例如，彈性工作制僅在老年員工中與較低的病假使用和較高的主觀健康感知有關，僅在中年員工中與工作家庭衝突減少有關。彈性工作制與工作投入和情感承諾都呈現跨越年齡的正相關。這些結果表明，在勞動力老齡化的情境下，了解政策效果對不同年齡段的作用非常重要。

In the midst of an aging global workforce, organizations must develop a better understanding of how work design interacts with aging to influence worker well-being. Grounded in socioemotional selectivity theory, the present study assesses how the effects of flexible schedules on sick day use, subjective health perceptions, work-to-family conflict, affective commitment, and work engagement change with age. The study uses 3,623 observations from the Linked Personnel Panel, a federally collected and maintained data set consisting of three waves from 2013–2017 in Germany. Results show that flexible schedules have age-specific effects for some outcomes and age-neutral effects for others. Flexible schedules were related to lower sick day use and higher subjective health perceptions only among older workers and reduced work-to-family conflict only among middle-aged workers. Relationships with work engagement and affective commitment were more consistently positive across age. The results point to the importance of understanding age-specific policy effects in the face of workforce aging.

論文原文：Piszczek, M. M., & Pimputkar, A. S. (2021). Flexible schedules across working lives: Age-specific effects on well-being and work. Journal of Applied Psychology, 106(12), 1907–1920. https://doi.org/10.1037/apl0000844

9. 工作中正念的代價：正念在表層扮演、自我控制損耗和績效結果中的調節作用

總體來看，組織行為學和心理學的研究都認為正念對員工的幸福感和績效有積極影響，主要是通過自我控制。儘管也有研究者指出正念可能也有其「黑暗面」，但目前尚無研究者探索工作中正念的潛在成本。以往研究發現，正念會導致較低水平的表層扮演，在此基礎上，本研究研究這樣一種可能性，即當正念較高的員工進行表層扮演時，可能會造成較高的自我控制損耗，進而導致不理想的績效結果。通過六個田野調查，本研究收集了不同時間點的員工、主管數據以檢驗理論模型。在研究1的兩個樣本中，本研究發現正念調節了表層扮演和自我控制損耗間的關係，即這一關係在正念水平更高的員工中更強。在研究2的四個樣本中，本研究重複了研究1的結果，並發現表層扮演通過自我控制損耗影響員工績效的五個維度，且這一中介作用的第一階段受到正念的調節，正念水平越高，中介作用越強。本文還討論了本研究對未來探索正念、自我控制、情緒勞動和績效表現的影響。

By and large, research in organizational behavior and psychology has emphasized that mindfulness should have positive implications for employee well-being and performance, largely through benefits to self-control. Although some have noted that mindfulness could also have a 「dark side,」 researchers have yet to examine the potential costs of being mindful at work. Building on prior studies that have found that mindfulness leads to lower levels of surface acting, we investigate the possibility that when mindful employees engage in surface acting, it may contribute to greater self-control depletion, which in turn, results in undesirable performance outcomes. Using six field studies, we collected data at multiple points in time from both employees and their supervisors to test our theoretical model. In two Study 1 samples, we found that mindfulness moderated the relationship between surface acting and self-control depletion, such that this relationship was stronger for more mindful individuals. In four Study 2 samples, we replicated our Study 1 results and found that the mediated relationship between surface acting and five dimensions of employee performance via self-control depletion is moderated by mindfulness at the first stage, such that this mediated relationship is stronger for more mindful individuals. We discuss the implications of this work for future investigations of mindfulness, self-control, emotional labor, and performance outcomes.

論文原文：Lyddy, C. J., Good, D. J., Bolino, M. C., Thompson, P. S., & Stephens, J. P. (2021). The costs of mindfulness at work: The moderating role of mindfulness in surface acting, self-control depletion, and performance outcomes. Journal of Applied Psychology, 106(12), 1921–1938. https://doi.org/10.1037/apl0000863

10. 企業合併期的離職率：工作場所社會關係如何留住員工

合併造成的動盪可能會促使員工自發離職，導致合併後的組織失去寶貴的知識型資源和能力，而這恰恰是實現合併目標最需要的。儘管之前的研究表明員工與同事的聯繫會降低其離職的可能性，但本研究對於個人社交網絡如何在合併後的整合期做到這一點知之甚少。在一項關於社交網絡變化的研究中，本研究調查了兩家大型合併消費品公司的員工之間兩年內超過1500萬封的電子郵件。基於網絡激活理論，本研究提出並發現了具有高正式權力(等級)和高非正式地位(點入度中心性, indegree centrality)的員工對於合併帶來的不確定性和威脅的反應是發展新的社會關係。本研究還調查了個體感受到的與合併有關的工作不安全感的增加是否會加強這些關係，發現在高正式權力的員工中確實如此。本研究還發現，員工增加他們跨組織的社會關係是減少這些員工在合併後離職的關鍵。本研究的研究表明，網絡激活理論可以被擴展到解釋網絡變化，而不僅僅是網絡認知。

The upheaval created by a merger can precipitate voluntary employee turnover, causing merging organizations to lose valuable knowledge-based resources and competencies precisely when they are needed most to achieve the merger’s integration goals. While prior research has shown that employees』 connections to coworkers reduce their likelihood of leaving, we know little about how personal social networks should change to increase the likelihood of staying through the disruptive post-merger integration period. In a pre–post study of social network change, we investigate over 15 million email communications between employees within two large merging consumer goods firms over 2 years. We use insights from network activation theory to posit and find that employees with high formal power (rank) and high informal status (indegree centrality) react to the merger’s general uncertainty and threat by developing new social connections in a manner indicative of a network widening response: reaching out and connecting with those in the counterpart legacy organization. We also investigate whether increased personally felt threat in the form of merger-related job insecurity strengthens these relationships, finding it does in the case of high formal power. We also find that employees increasing their cross-legacy social connections is key in reducing those employees』 turnover after a merger. Our study suggests that network activation theory can be extended to explain network changes and not simply network cognition.

論文原文：Woehler, M., Floyd, T. M., Shah, N., Marineau, J. E., Sung, W., Grosser, T. J., Fagan, J., & Labianca, G. (J.). (2021). Turnover during a corporate merger: How workplace network change influences staying. Journal of Applied Psychology, 106(12), 1939–1949. https://doi.org/10.1037/apl0000864

11. 職場越軌者的側寫：大五人格和黑暗三聯征

儘管關於工作場所越軌行為的研究在不斷增加，但該領域對誰會實施這一行為仍缺乏完整的理解。在一個分支中，研究者們測量了傳統的人格特質(如大五人格，包括盡責性、宜人性、情緒穩定性、開放性、外傾性)與工作場所越軌行為的關係。在另一個分支中，研究者們測量了工作場所越軌行為與更多惡意人格特徵(如黑暗三聯征，包括馬基雅維利主義、自戀、精神病態)的關係。本研究綜合了這兩種觀點，採用元分析的方法來研究黑暗三聯征在預測工作場所越軌方面的增量重要性和超越大五人格的相對重要性。結果支持本研究的增量重要性假設，黑暗三聯征超過了大五人格，預測了兩種形式的工作場所越軌行為的變異。而相對重要性分析顯示了更加細緻的結果，宜人性、馬基雅維利主義和精神病態是工作場所越軌行為的重要預測源；盡責性、馬基雅維利主義和精神病態是組織越軌行為的重要預測因素。總的來說，本研究的結果解釋了員工人格對工作場所越軌行為的相對影響，更加清晰地描述了工作場所越軌行為，做出了一定貢獻。

Despite the large and growing number of studies on workplace deviance, the field currently lacks a complete understanding of who perpetrates this behavior. In one stream of research, scholars have examined the relationship between more 「traditional」 personality traits (i.e., the Big Five, which consists of conscientiousness, agreeableness, emotional stability, openness to experience, and extraversion) and workplace deviance. In an alternate stream, scholars have examined the relationship between workplace deviance and more malevolent personality traits (i.e., the Dark Triad, which consists of Machiavellianism, narcissism, and psychopathy). We synthesize these two perspectives using a meta-analytic approach to examine the incremental importance and relative importance of the Dark Triad beyond the Big Five for predicting workplace deviance. Our results supported our incremental importance hypothesis, as the Dark Triad predicted variance in both forms of workplace deviance beyond the Big Five. However, the results of the relative importance analyses were more nuanced, as agreeableness, Machiavellianism, and psychopathy were the most important predictors of interpersonal deviance, and conscientiousness, Machiavellianism, and psychopathy were the most important predictors of organizational deviance. Overall, our results make a contribution by explicating the relative effects of employee personality domains to paint a clearer picture of a workplace deviant.

論文原文：Ellen, B. P. III, Alexander, K. C., Mackey, J. D., McAllister, C. P., & Carson, J. E. (2021). Portrait of a workplace deviant: A clearer picture of the Big Five and Dark Triad as predictors of workplace deviance. Journal of Applied Psychology, 106(12), 1950–1961. https://doi.org/10.1037/apl0000880

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