The Experts below are selected from a list of 84858 Experts worldwide ranked by ideXlab platform
Paul E Spector - One of the best experts on this subject based on the ideXlab platform.
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direct and Indirect Relationship between social stressors and job performance in greater china the role of strain and social support
European Journal of Work and Organizational Psychology, 2013Co-Authors: Oi Ling Siu, Paul E SpectorAbstract:This study examined the direct Relationship between two social stressors (interpersonal conflict and organizational politics) and supervisor-rated job performance among employees in three Chinese societies in Greater China. The potential moderating effects of social support on the relation between social stressors and job performance were also investigated. Further, the potential mediating role of strain between stressors and job performance was tested. Data were collected from 1032 employees in Beijing, Hong Kong, and Taipei. The results showed that both types of social stressors were positively correlated with strain, and negatively related with job performance. There was evidence supporting that social support was a significant moderator of the social stressor–performance Relationship. Further, results were consistent with the hypothesis that strain could be a mediator between social stressors and job performance.
Jason J Dahling - One of the best experts on this subject based on the ideXlab platform.
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constraints for some opportunities for others interactive and Indirect effects of machiavellianism and organizational constraints on task performance ratings
Journal of Business and Psychology, 2014Co-Authors: Daniel Kuyumcu, Jason J DahlingAbstract:Purpose The purpose of this study was to examine how the Indirect Relationship between Machiavellianism and task performance ratings is qualified by organizational constraints (e.g., inadequate resources). Contrary to past research, we suggest that constraints can actually facilitate performance ratings among highly Machiavellian employees because they seek to attain high ratings through self-interested behaviors and social influence processes rather than legitimate task performance. Thus, constraints that inhibit legitimate performers should actually create more opportunities for highly Machiavellian employees.
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Constraints for Some, Opportunities for Others? Interactive and Indirect Effects of Machiavellianism and Organizational Constraints on Task Performance Ratings
Journal of Business and Psychology, 2014Co-Authors: Daniel Kuyumcu, Jason J DahlingAbstract:Purpose The purpose of this study was to examine how the Indirect Relationship between Machiavellianism and task performance ratings is qualified by organizational constraints (e.g., inadequate resources). Contrary to past research, we suggest that constraints can actually facilitate performance ratings among highly Machiavellian employees because they seek to attain high ratings through self-interested behaviors and social influence processes rather than legitimate task performance. Thus, constraints that inhibit legitimate performers should actually create more opportunities for highly Machiavellian employees. Design/Methodology/Approach Data were collected from 110 subordinate–supervisor dyads that were recruited from Psychology courses at a small liberal arts college. Findings The results elaborate on past research focused on organizational constraints to reveal that the Indirect Relationship between Machiavellianism and task performance is positive and significant under conditions of high organizational constraints. This Relationship is not significant and trends in a negative direction when constraints are low. Implications This study highlights the importance of considering how resource constraints impact different types of performers in organizations. When resources are abundant, legitimate performance is possible and Machiavellians are hampered in their ability to rely on careerist strategies to succeed. In contrast, high constraints create situations that enable Machiavellian behaviors to pay off. Originality/Value This study’s originality lies in its counterintuitive finding that organizational constraints might actually be beneficial for some employees who adopt Machiavellian, careerist strategies. This is the first study to demonstrate that constraints do not have consistent, negative effects on task performance and to elaborate on how constraints impact the performance of Machiavellian employees.
Oi Ling Siu - One of the best experts on this subject based on the ideXlab platform.
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direct and Indirect Relationship between social stressors and job performance in greater china the role of strain and social support
European Journal of Work and Organizational Psychology, 2013Co-Authors: Oi Ling Siu, Paul E SpectorAbstract:This study examined the direct Relationship between two social stressors (interpersonal conflict and organizational politics) and supervisor-rated job performance among employees in three Chinese societies in Greater China. The potential moderating effects of social support on the relation between social stressors and job performance were also investigated. Further, the potential mediating role of strain between stressors and job performance was tested. Data were collected from 1032 employees in Beijing, Hong Kong, and Taipei. The results showed that both types of social stressors were positively correlated with strain, and negatively related with job performance. There was evidence supporting that social support was a significant moderator of the social stressor–performance Relationship. Further, results were consistent with the hypothesis that strain could be a mediator between social stressors and job performance.
Deborah A. Carroll - One of the best experts on this subject based on the ideXlab platform.
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Guns vs. Taxes? A Look at How Defense Spending Affects U.S. Federal Tax Policy
Public Budgeting & Finance, 2006Co-Authors: Deborah A. CarrollAbstract:Although studies have shown a theoretical and empirical link between defense spending and economic growth and between economic growth and tax policy, the impact of defense spending on federal tax policy remains largely unexplored. This paper proposes a theoretical model and empirical test to explore the direct and Indirect effects of defense spending on federal tax policy. The findings suggest that consumption expenditures for national defense directly influence the federal corporate income tax rate. However, the analysis finds no Indirect Relationship between defense spending and federal tax policy mediated through economic growth.
Daniel Kuyumcu - One of the best experts on this subject based on the ideXlab platform.
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constraints for some opportunities for others interactive and Indirect effects of machiavellianism and organizational constraints on task performance ratings
Journal of Business and Psychology, 2014Co-Authors: Daniel Kuyumcu, Jason J DahlingAbstract:Purpose The purpose of this study was to examine how the Indirect Relationship between Machiavellianism and task performance ratings is qualified by organizational constraints (e.g., inadequate resources). Contrary to past research, we suggest that constraints can actually facilitate performance ratings among highly Machiavellian employees because they seek to attain high ratings through self-interested behaviors and social influence processes rather than legitimate task performance. Thus, constraints that inhibit legitimate performers should actually create more opportunities for highly Machiavellian employees.
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Constraints for Some, Opportunities for Others? Interactive and Indirect Effects of Machiavellianism and Organizational Constraints on Task Performance Ratings
Journal of Business and Psychology, 2014Co-Authors: Daniel Kuyumcu, Jason J DahlingAbstract:Purpose The purpose of this study was to examine how the Indirect Relationship between Machiavellianism and task performance ratings is qualified by organizational constraints (e.g., inadequate resources). Contrary to past research, we suggest that constraints can actually facilitate performance ratings among highly Machiavellian employees because they seek to attain high ratings through self-interested behaviors and social influence processes rather than legitimate task performance. Thus, constraints that inhibit legitimate performers should actually create more opportunities for highly Machiavellian employees. Design/Methodology/Approach Data were collected from 110 subordinate–supervisor dyads that were recruited from Psychology courses at a small liberal arts college. Findings The results elaborate on past research focused on organizational constraints to reveal that the Indirect Relationship between Machiavellianism and task performance is positive and significant under conditions of high organizational constraints. This Relationship is not significant and trends in a negative direction when constraints are low. Implications This study highlights the importance of considering how resource constraints impact different types of performers in organizations. When resources are abundant, legitimate performance is possible and Machiavellians are hampered in their ability to rely on careerist strategies to succeed. In contrast, high constraints create situations that enable Machiavellian behaviors to pay off. Originality/Value This study’s originality lies in its counterintuitive finding that organizational constraints might actually be beneficial for some employees who adopt Machiavellian, careerist strategies. This is the first study to demonstrate that constraints do not have consistent, negative effects on task performance and to elaborate on how constraints impact the performance of Machiavellian employees.
