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To explain why nurses intend to stay or leave their organizations after perceiving a psychological contract breach (PCB), we investigated whether perceived organizational support (POS) among nurses moderates the relationship between PCB and turnover intention (TI). We used a survey methodology targeting currently employed nurses. After controlling for nursing unit, POS accentuated the positive relationship between PCB and TI. The study contributes to literature by demonstrating (1) the impact of PCB on TI and (2) that POS explains why the strength of the positive relationship between PCB and TI varies among individuals. Results highlight the importance of fulfilling obligations and promises made by supervisors and managers to nurses. The findings suggest that when nurses with high POS perceive PCBs, the consequences may be more detrimental.

Whistleblowing on organizational wrongdoing is becoming increasingly prevalent. What aspects of the person, the context, and the transgression relate to whistleblowing intentions and to actual whistleblowing on corporate wrongdoing? Which aspects relate to retaliation against whistleblowers? Can we draw conclusions about the whistleblowing process by assessing whistleblowing intentions? Meta-analytic examination of 193 correlations obtained from 26 samples (N = 18,781) reveals differences in the correlates of whistleblowing intentions and actions. Stronger relationships were found between personal, contextual, and wrongdoing characteristics and whistleblowing intent than with actual whistleblowing. Retaliation might best be predicted using contextual variables. Implications for research and practice are discussed.

Purpose - The benefits of humor for general well-being have long been touted. Past empirical research has suggested that some of these benefits also exist in the work domain. However, there is little shared understanding as to the role of humor in the workplace. The purpose of this paper is to address two main gaps in the humor literature. First, the authors summarize several challenges researchers face in defining and operationalizing humor, and offer an integrative conceptualization which may be used to consolidate and interpret seemingly disparate research streams. Second, meta-analysis is used to explore the possibility that positive humor is associated with: employee health (e.g. burnout, health) and work-related outcomes (e.g. performance, job satisfaction, withdrawal); with perceived supervisor leader effectiveness (e.g. perceived leader performance, follower approval); and may mitigate the deleterious effects of workplace stress on employee burnout.Design methodology approach - The authors examine the results of prior research using meta-analysis (k=49, n=8,532) in order to explore humor's potential role in organizational and employee effectiveness.Findings - Results suggest employee humor is associated with enhanced work performance, satisfaction, workgroup cohesion, health, and coping effectiveness, as well as decreased burnout, stress, and work withdrawal. Supervisor use of humor is associated with enhanced subordinate work performance, satisfaction, perception of supervisor performance, satisfaction with supervisor, and workgroup cohesion, as well as reduced work withdrawal.Research limitations implications - Profitable avenues for future research include: clarifying the humor construct and determining how current humor scales tap this construct; exploring the role of negative forms of humor, as they likely have different workplace effects; the role of humor by coworkers; a number of potential moderators of the humor relationships, including type of humor, job level and industry type; and personality correlates of humor use and appreciation.Practical implications - The authors recommend caution be exercised when attempting to cultivate humor in the workplace, as this may raise legal concerns (e.g. derogatory or sexist humor), but efforts aimed at encouraging self-directed coping humor may have the potential to innocuously buffer negative effects of workplace stress.Originality value - Although psychologists have long recognized the value of humor for general well-being, organizational scholars have devoted comparatively little research to exploring benefits of workplace humor. Results underscore benefits of humor for work outcomes, encourage future research, and offer managerial insights on the value of creating a workplace context supportive of positive forms of humor.

PurposeAlthough affective accounts of organizational justice theory have been offered, suggesting a role played by trait affectivity dimensions – trait positive affectivity (TPA) and trait negative affectivity (TNA) - in shaping applicant reactions to selection procedures, research in this area relies on cognitive information processing accounts of justice perceptions. Thus, the role played by TPA and TNA in shaping applicant reactions is an underexplored area. This study explicates and tests the role of TPA and TNA in shaping reactions.Design/methodology/approachThe authors carried out a three-wave field study of police job applicants, measuring TPA and TNA before testing and applicant justice perceptions and recommendation intentions pre-feedback and post-feedback.FindingsTPA, but not TNA, was positively associated with justice perceptions and recommendation intentions. Mediation analyses suggested that the TPA-recommendation intentions relationship was mediated through justice perceptions.Practical implicationsRecruiting high TPA applicants can benefit future applicant pools due to enhanced recommendation intentions. High TPA applicants react more favorably to positive features; thus, procedures should conform to procedural justice rules so that favorable aspects exist for high TPA applicants to respond favorably towards.Originality/valueThe authors’ work is the first to integrate affective accounts of the justice perception formation process into applicant reactions research. Their work supports a role served by affect in shaping applicant fairness perceptions and provides novel and important insights for both theory and practice.

Workplace accidents and injuries continue to be a challenge in high-risk industries such as healthcare, where safety is a daily critical concern. Although organizational factors such as safety climate have been well-established as predictors of safety-related outcomes, less is known about the role of individual differences in workplace safety. This research investigates safety locus of control, which captures an employee’s tendency to believe that their safety-oriented behaviors actually play a role in preventing safety incidents. Individuals with a highly internal safety locus of control tend to recognize the importance of their own and others’ safety actions for promoting workplace safety and preventing safety-related incidents from occurring in their workplace, whereas employees with low internal safety locus of control tend to believe that adverse safety outcomes have less to do with employee behavior and are more the result of luck or chance (i.e., have a more external orientation). Across three studies (with a total of 792 participants), we developed a measure for assessing safety locus of control (Study 1), evaluated its construct validity (Study 2), and measured its incremental validity on workplace safety beyond other important constructs like safety climate (Study 3). Results suggest that safety locus of control helps to explain critical workplace safety outcomes (such as safety performance) beyond environmental factors such as safety climate alone and plays an influential role on well-established safety processes within the workplace. This research highlights the importance of considering individual differences alongside environmental factors in workplace safety models.

[...]Title VII of the Civil Rights Act and guidelines from Equal Employment Opportunity Commission (EEOC) on religious nondiscrimination, although helpful to organizations in developing policies, leave many questions unanswered, so much so that it may be one reason why many US organizations either do not have a policy or fail to communicate a clear policy to their employees on religious displays (Borstorff, 2011). [...]adopting this framework will result in a constant negotiation of what is acceptable among the different stakeholders, and the contours of any guideline are likely to be dynamic over time. [...]in a null/zero expressions framework, organizations can adopt a stand where all religious expressions are barred in the workplace. [...]in the last instance, if the interview is for a financial analyst position (located in New York) with a boutique investment firm that has a

The nomological net for the construct of organizational justice was investigated. The estimated true score correlation between procedural and distributive justice (N = 4,696, K = 16) was 0.66. The patterns of correlations of both procedural and distributive justice with job satisfaction, OCB, commitment, and productivity were also meta-analytically estimated. Procedural justice was associated to a greater extent than distributive justice with organizational commitment, organizational citizenship behaviors and productivity. Distributive and procedural justice correlated similarly with job satisfaction. Partial correlations and variance reduction ratios suggested that relationships between distributive justice and work attitudes and behaviors were mostly mediated by procedural justice perceptions. Implications for theory and practice are discussed.

Research has found that employees high in cooperative and persistent personality traits tend to engage in more contextual performance at work—extra-role behaviors that support and maintain organizational structure. In a between-subjects experiment, we examined whether descriptions of employees engaged in contextual performance affected inferences about their personality traits and leadership potential. We also examined whether the effects of interpersonal facilitation on perceptions of agreeableness, and perceptions of agreeableness on leadership emergence, were moderated by target employee gender. As predicted, the positive relationship between interpersonal facilitation and leadership emergence was explained by increased perceptions of extraversion and agreeableness, though no effects of target gender emerged. By engaging in interpersonal facilitation, employees may be able to increase others’ confidence in their leadership potential through personality inferences.