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Direct linkOzer, Muammer – Journal of Applied Psychology, 2011
Addressing numerous calls for future research on understanding the theoretical mechanisms that explain the relationship between organizational citizenship behaviors (OCBs) and job performance, this study focused on how an employee's relationships with coworkers mediate the relationship between his or her OCBs and his or her job performance. It…
Descriptors: Citizenship, Job Performance, Behavior, Job Skills
Becker, William J.; Cropanzano, Russell – Journal of Applied Psychology, 2011
Previous research pertaining to job performance and voluntary turnover has been guided by 2 distinct theoretical perspectives. First, the push-pull model proposes that there is a quadratic or curvilinear relationship existing between these 2 variables. Second, the unfolding model of turnover posits that turnover is a dynamic process and that a…
Descriptors: Job Performance, Models, Employees, Predictor Variables
Shaw, Jason D.; Zhu, Jing; Duffy, Michelle K.; Scott, Kristin L.; Shih, Hsi-An; Susanto, Ely – Journal of Applied Psychology, 2011
The authors develop and test theoretical extensions of the relationships of task conflict, relationship conflict, and 2 dimensions of team effectiveness (performance and team-member satisfaction) among 2 samples of work teams in Taiwan and Indonesia. Findings show that relationship conflict moderates the task conflict-team performance…
Descriptors: Evidence, Conflict, Foreign Countries, Participant Satisfaction
Schaubroeck, John; Lam, Simon S. K.; Peng, Ann Chunyan – Journal of Applied Psychology, 2011
We develop a model in which cognitive and affective trust in the leader mediate the relationship between leader behavior and team psychological states that, in turn, drive team performance. The model is tested on a sample of 191 financial services teams in Hong Kong and the U.S. Servant leadership influenced team performance through affect-based…
Descriptors: Financial Services, Trust (Psychology), Teamwork, Foreign Countries
