Journal of Organizational Psychology

Journal Information
ISSN / EISSN : 2158-3609 / 2158-3609
Published by: North American Business Press (10.33423)
Total articles ≅ 226
Archived in
SHERPA/ROMEO
Filter:

Latest articles in this journal

Kihwan Kim, Joseph Kim, Justin Antonio, Janell Laws
Journal of Organizational Psychology, Volume 21; https://doi.org/10.33423/jop.v21i4.4552

Abstract:
Leadership emergence refers to the phenomenon where an individual voluntarily takes a leadership role even when there is no designated leader. There have been many studies that investigated the antecedents of leadership emergence but few studies have investigated the integrative process of leadership emergence. Based on the achievement approach to leadership emergence, the current study attempts to explore how an individual’s trait, state, and behavior are related to leadership emergence. The study found that an individual with high emotional intelligence is more likely to emerge as a leader by perceiving trust and showing task behaviors. We collected longitudinal data from 171 participants (43 groups) who played a business simulation game as a group task for 11 weeks. The data analysis revealed that emotional intelligence is positively related to trust, which in turn has a positive impact on task behavior. Additionally, task behavior has a positive impact on leadership emergence. In the study we discussed implications, limitations, and future research issues.
Jean-Aimé Pambou, Jean Jacques Essono Eny
Journal of Organizational Psychology, Volume 21; https://doi.org/10.33423/jop.v21i4.4544

Abstract:
In the context of frequent debates on the Competency-Based Approach in Gabon, we focused on primary school teachers, who are required to use this approach in their classrooms. Based on qualitative and quantitative approach, this work presents the results of a questionnaire on the use of rubrics for correcting written production in Grade 4. Essentially, almost all of the nineteen informants (18/19) acknowledged that the proposed rubrics now help in the practice of remediation activities, but several (15/19) also argued that they tend to promote "abusive results" in the evaluation of learners' writing. Inspired by both cognitivist and socio-constructivist theories, our contribution allows us to identify certain grievances against the CBA in Gabon and to formulate proposals to ensure that the problems of written production are better taken into account.
Douglas E. Colman, Robert W. Lion
Journal of Organizational Psychology, Volume 21; https://doi.org/10.33423/jop.v21i4.4541

Abstract:
Leadership scholarship, in terms of theories and models, continues to make risky assumptions that the person in a leader role accurately accounts for not only follower behavior, but also the motives and personality aspects from which said behaviors manifest. In this paper we propose an integrated path model that utilizes both Leader-Member Exchange and Transformational Leadership, while explicitly focusing on the science behind interpersonal judgment accuracy. It is only by having an accurate understanding of the follower, which has been a long held untested assumption, can congruence be purposely obtained, narrowing the gap between ideology and practice.
Oliver Mauroner, Lara Zschau
Journal of Organizational Psychology, Volume 21; https://doi.org/10.33423/jop.v21i4.4543

Abstract:
Working in collaborative groups and teams now represents the practice predominantly adopted by organizations aspiring to create innovation. However, this trend towards boundless collaboration at work is harshly criticized for a resulting discrimination of introverted employees – called the New Groupthink. According to this, introverts suffer from working conditions that inhibit individual and quiet work. The current shift towards collaboration overall elicits lower creativity and achievement levels due to the resulting suppression of introverts. This inefficiency hence depicts a relevant issue for companies by reason of creativity and innovation’s decisive stake in todays’ turbulent environments. Therefore, this quantitative research investigates whether hybrid brainstorming can equate introverts with extraverts by balancing their idea contribution. It suggests solutions to both introverts, with regards to enhancing their stake in ideation, and companies, with regards to how to apply ideation methods in most efficient ways.
Ethlyn A. Williams, Terri A. Scandura, Stephanie L. Castro
Journal of Organizational Psychology, Volume 21; https://doi.org/10.33423/jop.v21i4.4549

Abstract:
We explore the role that self-esteem and job-related anxiety play in the emergence of dysfunctional (negative) relations in mentoring and its outcomes. A study with 189 proteges reported that functional vocational mentoring in a mentorship was negatively related to reports of dysfunction in vocational mentoring (DVM), however, this association became positive for individuals reporting low self-esteem. The relationship that DVM had with performance and career expectations was moderated by job-related anxiety –negative outcomes under high anxiety conditions and a positive outcome for performance under low anxiety. Thus, further work on the emergence and effects of dysfunction (negative) mentoring relations appears warranted.
Victor Mignenan
Journal of Organizational Psychology, Volume 21; https://doi.org/10.33423/jop.v21i4.4545

Abstract:
Studies on human capital, conducted to date, have clearly revealed its importance for organizations. However, its building in the workplace remains less explored. Even research on its model is scarce. In order to understand the variables to be prioritized, a survey of Chadian HRM practitioners and theoreticians was conducted. We deployed the mixed methodology. Data were generated through 11 semistructured interviews and 178 survey. The step-by-step deconstruction approach of the human capital building process, from intake to tenure, was used. The results showed that in the onboarding stage of human capital in an organizational setting, coaching practices foster skills to perform tasks in a structured manner. Then, at the integration stage, coaching practices and investments in training are two levers of efficiency. Finally, in the tenure phase, we found that investments in training do make a difference, but it is mostly experiential opportunities and the agile environment that help build better talent in the workplace. This article is in line with the theory of resources and the theory of skills.
Vincent Nix, Misty Song, Robin Lindbeck
Journal of Organizational Psychology, Volume 21; https://doi.org/10.33423/jop.v21i4.4548

Abstract:
Meaning-centered education (Kovbasyuk & Blessinger, 2013) suggests that students benefit from incorporating learning outcomes from non-cognitive domains. A radical idea in a world focused on standardization, this paradigm nevertheless holds great value for educators and students alike as we can never “find a behaviour or a state which is purely cognitive without affect nor a purely affective state without a cognitive element” (Piaget as cited in Clark & Fiske, 1982, p.130). Infusing an online curriculum with weekly formative assessment activities allowed instructors to monitor students’ states of mind while reducing negative emotional effects on learning by incorporating that feedback. Extended analysis promoted a deeper understanding of the roles that emotions and attitudes play in achieving affective learning outcomes.
Ricardo R. Brooks, Louis L. Oberdiear, Donald L. Fischer
Journal of Organizational Psychology, Volume 21; https://doi.org/10.33423/jop.v21i4.4550

Abstract:
Emotional intelligence is important for success in a wide range of social and professional roles. Interest in EI has spawned a debate about whether EI should be defined and measured as a set of abilities or as a set of dispositional self-perceptions, the latter being typically assessed with self-report measures that are susceptible to inaccurate self-knowledge and impression management artifacts. This research used Implicit Association Test procedures to develop measures of emotional intelligence and examined their construct validity using a multitrait-multimethod design. The results of confirmatory factor analyses of nested latent trait models provided evidence of convergent and discriminant validity.
Shoshi Chen, Oranit Davidson Begerano, Mina Westman, Dov Eden
Journal of Organizational Psychology, Volume 21; https://doi.org/10.33423/jop.v21i4.4551

Abstract:
“Means efficacy” complements self-efficacy. It refers to one’s belief in the usefulness of external resources or tools that may be useful for performance. Research has confirmed the hypothesis that enhancing means efficacy boosts performance. Course efficacy is students’ belief in the usefulness of a course. Two pilot studies and three field experiments tested the means efficacy-performance hypothesis casting university courses as the means. The manipulation check validated the experimental treatment in only one pilot and there was no evidence that the treatment contributed to performance. Explanations of these results and ideas for future research are suggested.
Carl Pitchford
Journal of Organizational Psychology, Volume 21; https://doi.org/10.33423/jop.v21i4.4547

Abstract:
Small and Medium-sized Enterprises play a significant role in global economic development. Therefore, it is vital that these family and founder-owned firms survive well into the future. This research presents an empirical approach to the issue of SME succession in three countries: the United States, the United Kingdom and France. It focuses on how founder-owners - mainly baby boomers looking to retire and sell their firms – transfer ownership of these firms based on the options available in those respective countries. This paper will analyse SME furniture manufacturing firms over the period from 2013 to 2019 which converted to employee ownership. This is definitely one way of preserving a firm’s legacy, but offers no guarantee of success or even survival. Finally, my work is intended to go some way in supporting conversions to EO as a valid business model linked to more democratic ownership, continued legacy and firm survival for the benefit of all stakeholders, especially the employees and local communities. After all, employees are one of a firm’s greatest assets.
Back to Top Top