鑽石舞台

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1.組織支持的PCMT模型：組織支持文獻的回顧與整合

本文對組織支持、社會交換和社會支持三方面的文獻進行了回顧和整合。組織支持概念的單一化偏離了其基於社會交換的理論觀點，並且和基於多種支持形式的社會支持存在不一致性。因此，基於社會交換和社會支持的文獻，本文發展了四種形式獨特的組織支持：目的論（Teleological）、個性化（Personalized）、集體化（Personalized）和一元論（Monistic）。基於該拓展框架和文獻整合，本文具體介紹了諸多研究機會，比如組織支持的新測量工具開發、結果預測差異以及剖面的探索。本文還基於社會支持文獻強調了將最優匹配理論應用於組織支持的潛在研究機會，比如組織支持的接受和感知關係檢驗和組織支持過度的影響識別。

We present an integrative conceptual review that reconciles the organizational support, social exchange, and social support literatures. In particular, we argue that the prevailing, singular conceptualization of organizational support is misaligned with contemporary perspectives on social exchange—which has served as the bedrock for organizational support theory since organizational support theory’s inception—and is inconsistent with the social support literature—which has long recognized that support takes several forms. Thus, we draw on both the social exchange and social support literatures to develop four unique forms of organizational support: Teleological, Personalized, Collectivistic, and Monistic Organizational Support. With this enlarged framework for understanding organizational support in hand, we then detail the various research opportunities that the integration of these literatures affords. Specifically, we explain that this framework warrants future research related to the development of new measures, the differential prediction of outcomes, and the discovery of organizational support profiles. We also invoke the social support literature to highlight the potential opportunities in applying optimal matching theory to organizational support, examining relationships between received and perceived organizational support, and identifying the consequences of excessive organizational support.

論文原文：Matusik, J. G., Ferris, D. L., & Johnson, R. E. (2022). The PCMT model of organizational support: An integrative review and reconciliation of the organizational support literature. Journal of Applied Psychology, 107(3), 329–345.

2.組織心理學中的第一印象效應

對態度、行為和認知具有深遠影響的第一印象的研究廣泛分布於各類心理學學科當中。本綜述聚焦於橫跨多個熱門領域（選拔、社會化、領導-下屬關係和團隊）但研究分散的組織心理學當中的第一印象。本綜述試圖澄清研究者如何處理第一印象效應的差異，進而在第一印象效應有哪些、如何出現以及要多久才顯現這些問題上取得共識。由線索、動機、過程和結果四個要素構成的第一印象效應整合框架指出必須從個體和集體兩方面理解組織情境的第一印象效應。基於該框架，本文梳理了已有文獻並識別出幾個重要的研究脈絡，如第一印象效應的展示者中心或感知者中心、第一印象效應是否被假定為偏差或有效。本文的基本要素框架在未來可以被用於對已有研究進行系統分錄和調和，並開展更為強健和更具理論凝聚力的研究。

The study of first impressions, which consistently demonstrate meaningful and surprisingly durable impacts on attitudes, behaviors, and cognitions, is pervasive across psychological disciplines. In this integrative conceptual review, we focus on first impressions within the organizational psychology literature, which have been explored across an impressive variety of topical domains (e.g., selection, socialization, leader-subordinate relationships, job performance, and teams) though largely in fragmented ways. Our review attempts to resolve major differences in how researchers have approached first impression effects to build consensus on what first impression effects are, how they occur, and how long they take to develop. In synthesizing this seemingly disparate body of research, we develop an integrative framework of first impression effects comprising four fundamental elements—cues, motives, processes, and outcomes—that must be considered both individually and collectively to understand first impression effects in organizational settings in their entirety. Using this framework, we take stock of the existing literature and identify important through lines, including the focus on displayer- or perceiver-centric effects and whether first impression effects are presumed to be biased or valid. Our fundamental elements framework can be used to systematically catalog and reconcile prior work, as well as develop stronger, more theoretically cohesive studies in the future. We outline major implications for theory and practice on first impressions in the workplace.

論文原文：Swider, B. W., Harris, T. B., & Gong, Q. (2022). First impression effects in organizational psychology. Journal of Applied Psychology, 107(3), 346–369.

3.新人社交：新員工的人際關係及其調整過程和社會化結果

新員工之間的同生群關係如何影響他們清晰理解自己的工作新角色及其關鍵的社會化結果呢？本文研究了新員工在相同單位內的關係（單位內關係，intra-unit relationships）以及在不同單位之間的關係（單位間關係，inter-unit relationships）。組織為了促進新員工建立寬廣的關係網投資了大量的時間和精力，本文從理論和實踐上解釋了在社會化的早期階段過多的同伴關係如何放慢新員工的角色調整——即角色清晰發展（growth in role clarity）。研究1對一家國際聯營公司的189名新員工入職之初4個月的崗前培訓、與新員工的關係及其3年間的工作績效和離職記錄進行了調研。在對初始角色清晰水平進行控制後，單位內同伴關係和角色清晰發展之間存在倒U形關係，單位間同伴關係和角色清晰發展之間的相關關係不顯著。角色清晰發展與新員工工作滿意度和工作績效正相關，並且與隨後的離職負相關。研究2結果表明，新員工與同伴的意會（sensemaking）是單位間同伴關係和角色清晰發展之間的關鍵機制。

How do relationships among newcomers in the same cohort impact how quickly they develop clear understandings of their new roles and, ultimately, key socialization outcomes? We study newcomers』 relationships with cohort members in the same unit (i.e., intra-unit relationships) and those in different units (i.e., inter-unit relationships). While organizations invest substantial time and resources in promoting broad networking among newcomers, we offer a theoretical and empirical account of how too many connections among fellow newcomers early in the socialization process can slow their adjustment—namely, their growth in role clarity. In Study 1, we surveyed 189 newcomers in an international conglomerate from their orientations through their first 4 months and linked responses to 3 years of their job performance and turnover records. After controlling for the initial level of role clarity, we found an inverted U-shaped relationship between newcomers』 intra-unit peer connections and growth in role clarity, whereas their inter-unit peer connections did not significantly relate to growth in role clarity. Growth in role clarity positively related to subsequent newcomers』 job satisfaction and job performance, which were then negatively related to turnover. Study 2’s results indicated that sensemaking with fellow newcomers operated as a key mechanism linking the nonlinear relationships between intra-unit newcomer–newcomer relationships and growth in role clarity.

論文原文：Zhou, L., Park, J., Kammeyer-Mueller, J. D., Shah, P. P., & Campbell, E. M. (2022). Rookies connected: Interpersonal relationships among newcomers, newcomer adjustment processes, and socialization outcomes. Journal of Applied Psychology, 107(3), 370–388.

4.健康行善：身體健康與越軌行為負相關

現代組織在創造經濟效益的同時也給人們的身體健康帶來了消極外部性，員工的身體健康狀況總體不佳。本文聚焦于越軌行為這一身體不佳所帶來的一個重要但被忽略的代價。早期的犯罪學研究囿於方法限制認為身體健康者更可能做出越軌行為，而本文基於自我控制理論並提出相反的觀點：身體健康者進行越軌行為的可能性更低。基於美國50個大都市統計區跨期9年的數據集，研究1發現大都市區的身體健康指數與區域內同時點或者時滯後的越軌行為都負相關。本文還通過2個個體水平的研究以完成該理論的總體水平檢驗。基於從3925名接受過身體訓練的軍隊新兵所收集的多源數據，研究2發現身體健康測試得分更高的個體做出越軌行為的可能性更低。研究3使用服務業員工的5階段縱向數據重複了身體健康狀況與越軌行為之間的同時點效應和時滯效應，並且發現自我損耗在兩者之間起中介作用。身體健康和越軌行為之間關係的經濟啟示及其與組織和公共政策的相關性被討論。

While modern organizations generate economic value, they also produce negative externalities in terms of human physical fifitness, such that workers globally are becoming physically unfit. In the current research, we focus on a significant but overlooked indirect cost that lack of physical fifitness entails—deviance. In contrast to early (and methodologically limited) research in criminology, which suggests that physically fit people are more likely to behave in a deviant manner, we draw on self-control theory to suggest the opposite: That physically fit people are less likely to engage in deviance. In Study 1, we assembled a dataset on 50 metropolitan areas in the U.S. spanning a 9-year period, and found that physical fitness index of a metropolitan area is negatively related to deviance in that area in a concurrent as well as time-lagged fashion. We complemented this aggregate-level theory test with two studies testing the theory at the individual level. In Study 2, we collected multi-source data from 3,925 military recruits who underwent physical training and found that those who score higher on physical fitness test are less likely to engage in deviance. Study 3 conceptually replicated the effect with both concurrent and time-lagged models using a five-wave longitudinal design in a sample of employees working in service roles, and also found that ego depletion mediates the effect of physical activity on workplace deviance. We speculate on economic implications of the observed relationship between physical fitness and deviance and discuss its relevance for organizations and public policy.

論文原文：Tai, K., Liu, Y., Pitesa, M., Lim, S., Tong, Y. K., & Arvey, R. (2022). Fit to be good: Physical fitness is negatively associated with deviance. Journal of Applied Psychology, 107(3), 389–407.

5.員工如何反應職場中未經請求和主動請求的建議：建議的使用、學習和績效

儘管尋求建議有利可圖，但員工往往不願意向他人尋求建議。給予員工未經請求的建議而非依賴於員工的建議尋求可能是實現建議益處的一種方法。理解員工如何回應未經請求和主動請求的建議對於實現這些好處十分關鍵。本文表明，建議接收者可能會將提供未經請求建議的個體歸因為自我服務動機，而將提供主動請求建議的個體歸因為親社會動機。這兩類動機會影響員工的建議使用、學習和績效表現。基於組織社會網絡的研究1（未經請求建議和主動請求建議的紐帶）、基於經驗取樣的研究2（兩個工作周內員工每日的接收未經請求建議和主動請求建議）和基於實驗研究的研究3（對建議的請求性質以及建議顧問是朋友還是同事進行操縱）支持了本文的假設模型。調節效應分析表明，建議接收者的建議回應不會受到建議接收者與提供者之間的友誼、重疊的建議關係數量或者建議顧問社會網絡地位的影響。通過揭示對建議顧問動機的感知能夠解釋未經請求建議和主動請求建議對建議接收者的影響變化，本文澄清了建議顧問為了讓工作建議有效必須對建議接收者的反應進行引導。

Employees are often reluctant to ask for advice, despite its potential benefits. Giving employees unsolicited advice may be a way to realize the benefits of advice without relying on them to ask for it. However, for these benefits to surface, it is critical to understand how employees react to unsolicited and solicited advice. Here, we suggest that recipients are likely to attribute self-serving motives to those providing unsolicited advice and prosocial motives to those providing solicited advice. These motives shape the extent to which recipients use advice, learn from it, and perform better as a result of receiving it. In an organizational network study of unsolicited and solicited advice ties (Study 1), an experience-sampling study of daily episodes of receiving unsolicited and solicited advice across two workweeks (Study 2), and an experiment where we manipulated advice solicitation and whether the advisor was a friend or a coworker (Study 3), we found general support for our model. Moderation analyses revealed that recipient reactions were not affected by friendship with the advisor, the number of overlapping advice ties between the advisor and recipient, or the position of the advisor in the social network. By showing how perceptions of the advisor’s motive can explain variability in the impact of unsolicited and solicited advice on recipients, this research clarifies the recipient reactions that advisors must navigate if their advice is to have impact at work.

論文原文：Landis, B., Fisher, C. M., & Menges, J. I. (2022). How employees react to unsolicited and solicited advice in the workplace: Implications for using advice, learning, and performance. Journal of Applied Psychology, 107(3), 408-424.

6.正念緩解心理契約違背後的情感和行為反應：一個二階調節中介模型

組織和員工之間的心理契約違背通常會激發員工敵意及其隨後的越軌行為。本文檢驗了員工正念是否能夠減緩員工心理契約違背後的反應。本文構建並檢驗了一個二階的有調節的中介模型，基於對員工情感和行為反應的減緩，員工正念負向調節了心理契約違背通過敵意的中介影響越軌行為的關係路徑。對心理契約違背和正念進行測量和操縱的4項研究（包含872名員工參與者）顯著支持了假設模型。對備選調節變量、中介變量和自變量的進一步分析為假設模型的差異效度和增長效度提供了證據。

Breach of the psychological contract between organization and employee often evokes employee hostility, which in turn can instigate deviant behaviors. We examine whether employee mindfulness attenuates these reactions to psychological contract breach. Specifically, we develop and test a two-stage moderated mediation model in which employee mindfulness moderates the mediational path from psychological contract breach via hostility to deviance by attenuating both emotional and behavioral reactions. Findings across four studies (with 872 employee participants) both measuring and manipulating breach and mindfulness demonstrate substantial support for the proposed model. Further analyses including alternative moderators, mediators, and dependent variables provide evidence for discriminatory and incremental validity. We discuss theoretical and practical implications as well as future research avenues.

論文原文：Shaffakat, S., Otaye-Ebede, L., Reb, J., Chandwani, R., & Vongswasdi, P. (2022). Mindfulness attenuates both emotional and behavioral reactions following psychological contract breach: A two-stage moderated mediation model. Journal of Applied Psychology, 107(3),425–443.

7.不同的起跑線，不同的完成時間：工作搜尋過程中的社會階級作用

儘管社會階級是一個貫穿社會科學的重要構念，但其受到了工業和組織心理學、組織行為和人力資源管理的文獻極少的關注。因此，我們對社會階級在工作和職業情境當中的潛在作用知之甚少。本文對工作搜尋過程中社會階級的作用進行了檢驗。本文整合了自我調節理論以及社會階級的相關視角提出關於社會階級影響工作搜尋的前因、行為和結果假設。來自516名新就業人員的縱向數據分析結果表明，相較高社會階級工作搜尋者，低社會階級工作搜尋者產生更低的工作搜尋自我效能感和社會支持感知，以及更高的經濟困難感知。研究結果還進一步表明，在更低自我效能感的作用下，低社會階級工作搜尋者展示出更低水平的工作搜尋強度。最後，父母收入這一社會階級的衡量指標與工作接受率（反應研究參與者是否以及如何快速接受一份工作的冒險結果）正相關。相反，主觀社會階級和工作接受率負相關。總之，社會階級在工作搜尋過程當中發揮着多方面的作用，未來應當關注社會階級在工作搜尋和其他組織研究領域當中的作用。

Although social class is an important construct throughout the social sciences, it has received only minimal attention in the industrial–organizational psychology, organizational behavior, and human resource management literatures. As a result, little is known regarding the potential role of social class in the work and career context. The present study examines the role of social class during the job search process. We integrate self-regulation and social class perspectives to hypothesize ways social class may influence job search antecedents, behaviors, and outcomes. Analysis of longitudinal data from new job entrants (N = 516) indicated that job seekers from lower social classes possess lower job search self-efficacy, lower perceived social support, and higher perceived financial hardship compared with those from higher social classes. Further, results suggest that through the mechanism of lower self-efficacy, lower social class job seekers display lower job search intensity. Finally, one indicator of social class—parental income—was positively related to job acceptance rate, a hazard outcome that reflected whether and how quickly participants accepted a job. In contrast, subjective social class was negatively related to job acceptance rate. Overall, the present findings suggest that social class plays a multifaceted role in the job search process and, thus, warrants more attention within this and other areas of organizational research.

論文原文：DeOrtentiis, P. S., Van Iddekinge, C. H., & Wanberg, C. R. (2022). Different starting lines, different finish times: The role of social class in the job search process. Journal of Applied Psychology, 107(3), 444–457.

8.不勝其任但是八面玲瓏：領導將員工社會網絡關係作為授權決策的依據

授權對於忙碌的管理者是一種有效的管理工具。早期的授權研究表明，管理者不願意授權給那些能力出色的員工或與他們關係密切的員工。基於信號理論和社會網絡作為稜鏡（social networks as prisms）的觀點，本文對員工社會網絡關係在授權工作單位中的相關性進行了闡釋。信號理論認為，當關於員工勝任力的直接數據存在混淆或模糊時，授權決策者會尋找更為間接的信號去推斷員工的能力和聲譽。根據社會網絡作為稜鏡的觀點，社會網絡關係可以在更為直接的能力數據缺失時作為員工聲譽的信號。基於這些洞見，通過一個實地研究和兩個後續的實驗室研究，本文發現當員工的勝任力處於適中水平，並且在工作單位關係網絡當中更為重要以及和管理者為同一朋黨時，管理者會進行積極的聲譽推斷並更樂意授權給該員工。然而，當直接數據表明員工能力突出或者能力明顯不足時，這些社會網絡關係對於授權決策便無足輕重。實驗研究表明感知聲譽在該影響中發揮中介作用。

Delegation is a critical tool for busy managers. Early delegation research suggests that managers are reluctant to delegate beyond a few highly competent employees or those with whom they have a strong relationship. Extending this line of research, we integrate signaling theory with a view of social networks as 「prisms,」 to demonstrate the relevance of employees』 network ties in the work unit for delegation. Signaling theory argues that when direct data about employee competence are mixed or ambiguous, decision makers will look for more indirect signals with which to make inferences about quality and reputation. One such signal is suggested by the networks as 「prisms」 perspective, which argues that network ties can operate as reputational signals in the absence of more direct quality data. Combining these insights and data from a field study and two follow-up laboratory studies, we find that in situations of moderate employee competence, managers will draw positive reputational inferences and be more willing to delegate to employees when such employees are more central in the friendship network of the work unit as well as when they share common memberships in friendship cliques with the managers. These network ties, however, do not matter for delegation decisions when there are direct data to indicate that employees are highly competent or clearly poor performers. Our lab studies elucidate the mediating role of perceived reputation. Implications for theory and practice are discussed.

論文原文：Venkataramani, V., Bartol, K. M., Zheng, X., Lu, S., & Liu, X. (2022). Not very competent but connected: Leaders』 use of employee social networks as prisms to make delegation decisions. Journal of Applied Psychology, 107(3), 458–480.

9.受限於最初的猜測：無禮如何導致錨定

本文探索了遭遇無禮影響個體陷入錨定這一最為穩健和廣泛的認知偏差。整合自我沉浸框架和選擇通達模型（Selective Accessibility Model），本文提出由無禮誘發的消極喚醒將會縮小個體視野並使錨定更易於發生。此外，本文指出觀點採擇和信息精加工將緩解無禮對消極喚醒及其隨後的錨定的影響。基於四個實驗研究，本文通過多種任務（醫療診斷、判斷任務和談判）檢驗了無禮遭遇對錨定的影響。在一項預研究當中，本文發現在醫學生進行醫療診斷時無禮和錨定之間存在關聯。研究1表明，在醫療人員給病人進行會診時，消極喚醒中介了無禮遭遇對錨定的影響，並且觀點採擇調節了該效應。研究2採用一個更為普遍的錨定任務對研究1的結果進行了重複。研究3通過一個談判情境重複了兩個研究的結果並檢驗了信息精加工的邊界條件作用。四個實驗研究為無禮誘發的消極喚醒導致錨定以及觀點採擇和信息精加工的減緩作用提供了高度一致的證據。

In this article we explore the effect of encounters with rudeness on the tendency to engage in anchoring, one of the most robust and widespread cognitive biases. Integrating the self-immersion framework with the selective accessibility model (SAM), we propose that rudeness-induced negative arousal will narrow individuals』 perspectives in a way that will make anchoring more likely. Additionally, we posit that perspective taking and information elaboration will attenuate the effect of rudeness on both negative arousal and subsequent anchoring. Across four experimental studies, we test the impact of exposure to rudeness on anchoring as manifested in a variety of tasks (medical diagnosis, judgment tasks, and negotiation). In a pilot study, we find that rudeness is associated with anchoring among a group of medical students making a medical diagnosis. In Study 1, we show that negative arousal mediates the effect of rudeness on anchoring among medical residents treating a patient, and that perspective taking moderates these effects. Study 2 replicates the results of Study 1 using a common anchoring task, and Study 3 builds on these results by replicating them in a negotiation setting and testing information elaboration as a boundary condition. Across the four studies, we find consistent evidence that rudeness-induced negative arousal leads to anchoring, and that these effects can be mitigated by perspective taking and information elaboration.

論文原文：Cooper, B., Giordano, C. R., Erez, A., Foulk, T. A., Reed, H., & Berg, K. B. (2022). Trapped by a first hypothesis: How rudeness leads to anchoring. Journal of Applied Psychology, 107(3), 481–502.

10.提高員工創造力：選擇、獎勵和人格的影響

本文基於一項組織提議項目的准實驗實地研究和隨後的實驗室研究檢驗了獎勵選擇對員工創造力的影響。研究結果表明，獎勵選擇對員工產生的創意數量及其創造力水平有顯著的積極效應。准實驗的結果表明，創造力自我效能感中介了獎勵選擇對創造力的影響。本文還探討了獎勵類型（獎勵使創意者直接受益和獎勵使慈善機構受益）對員工創造力的影響以及員工創造力人格與獎勵類型的交互對員工創造力的影響。結果表明，獎勵類型對員工創造力無顯著影響。然而兩項研究都表明，在獎勵使他人受益的實驗組當中，高創造力人格員工產生了更多的創意。准實驗研究表明，創造力自我效能感中介了獎勵和創造力人格之間的交互作用。

We conducted a quasi-experimental field study of an organization-wide suggestion program and a follow-up laboratory experiment to examine the effects of choice of rewards on employee creativity. As hypothesized, the results of both studies showed that choice had positive, significant effects on the number of creative ideas employees generated and the creativity level of those ideas. Results of the quasi-experiment also showed that creative self-efficacy (CSE) mediated the effects of reward choice. Two general categories of rewards were examined in our studies—those that directly benefited the idea generator (Self) and those that directly benefited charities (Other). We explored the effects of these reward categories on employee creativity and whether employee creative personality interacted with the reward categories to affect employee creativity. Results showed that the reward categories did not have a significant impact on employee creativity. However, both studies demonstrated that in the Other reward condition, employees with a creative personality produced ideas higher in creativity than those with a less creative personality. The quasi-experiment also showed that CSE mediated the effects of the Reward × Creative Personality interaction. We discussed the implications of these results for the future research and practice.

論文原文：Zhou, J., Oldham, G. R., Chuang, A., & Hsu, R. S. (2022). Enhancing employee creativity: Effects of choice, rewards and personality. Journal of Applied Psychology, 107(3), 503–513.

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