ORCID Profile
0000-0002-4697-7293
Current Organisation
UNSW Sydney
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Applied and developmental psychology | Industrial and organisational psychology (incl. human factors) |
Publisher: Elsevier BV
Date: 2021
Publisher: Elsevier BV
Date: 09-2022
Publisher: Wiley
Date: 11-08-2011
Publisher: Cambridge University Press (CUP)
Date: 09-2012
Publisher: Wiley
Date: 31-10-2007
Publisher: Springer Science and Business Media LLC
Date: 15-04-2021
Publisher: Informa UK Limited
Date: 09-05-2016
Publisher: Elsevier BV
Date: 09-2009
Publisher: Wiley
Date: 09-2004
Publisher: Wiley
Date: 16-11-2021
DOI: 10.1111/JOMS.12781
Abstract: Divergent but complementary perspectives have been articulated regarding how management practices and their implementation influence firm performance. Integrating such perspectives in the human resource (HR) management literature, we examine how HR management practices formulated at firm level interact with HR decisions at lower levels, and how this affects firm performance. HR implementation models have proposed that consistency in HR practices across organizational levels and units is key conversely, idiosyncratic deals (i‐deals) theory advances in idualization as a central principle, suggesting that lower‐level initiative in making decisions that reflect local circumstances should have beneficial effects. Addressing the interplay between the consistency and in idualization perspectives in a s le of 870 employees nested in 36 firms, we present evidence suggesting that in idualized HR decisions positively affect firm performance only in the presence of strong firm‐level HR practices. This interplay occurs through two mediating social exchange processes: perceived organizational support and perceived distributive justice.
Publisher: Elsevier BV
Date: 2006
Publisher: American Psychological Association (APA)
Date: 2008
DOI: 10.1037/0096-1523.34.5.1317
Abstract: In current cognitive psychology, naming latencies are commonly measured by electronic voice keys that detect when sound exceeds a certain litude threshold. However, recent research (e.g., K. Rastle & M. H. Davis, 2002) has shown that these devices are particularly inaccurate in precisely detecting acoustic onsets. In this article, the authors discuss the various problems and solutions that have been put forward with respect to this issue and show that classical voice keys may trigger several tens of milliseconds later than acoustic onset. The authors argue that a solution to this problem may come from voice keys that use a combination of analogue and digital noise (nonspeech sound) detection. It is shown that the acoustic onsets detected by such a device are only a few milliseconds delayed and correlate highly (up to .99) with reaction time values obtained by visual waveform inspection.
Publisher: Cambridge University Press (CUP)
Date: 09-2014
DOI: 10.1111/IOPS.12164
Publisher: SAGE Publications
Date: 03-2007
Abstract: This study examines how feedback interest after career assessment can be influenced by changing in iduals’ beliefs about the importance and modifiability of the various performance dimensions. In an experiment, 82 master students completed a computerized assessment tool developed for assessing managerial potential. Results showed that participants in the experimental condition were more interested in feedback about important dimensions as opposed to unimportant dimensions and were more interested in feedback about nonmodifiable dimensions as opposed to modifiable dimensions. These findings might assist career counselors and organizations in designing strategies that direct feedback interest toward performance dimensions that are most important for their clients’ career or that are most valued in their organization.
Publisher: Informa UK Limited
Date: 09-2011
Publisher: Springer Science and Business Media LLC
Date: 15-12-2010
Publisher: Wiley
Date: 12-11-2009
Publisher: Emerald
Date: 15-11-2018
DOI: 10.1108/MRJIAM-12-2017-0794
Abstract: This paper aims to extend the argument of DeNisi & Smith Sockbeson, who called to bridge the gap between feedback-seeking and feedback-giving research. The paper pushes their argument further by suggesting that future feedback research should systematically adopt a dyadic and dynamic approach to enhance the understanding of feedback episodes. This paper reviews previous empirical work in the feedback domain and develops conceptual arguments for linking feedback-seeking and feedback intervention research. Drawing upon previous work, the authors conclude that the current depiction of feedback processes in the literature might have been overly static and one-sided. Furthermore, it is argued that feedback research might have not kept up to date with recent conceptual and methodological developments in dyadic organizational behavior research. This paper builds on the argument of DeNisi & Smith Sockbeson, in turn contributing to a more complete picture of how feedback processes unfold in organizations. While this paper profiles a few studies that have begun to bridge the disconnect between feedback-seeking and feedback-giving research, one of its limitations is that it does not adopt a systematic approach in reviewing all potential methodologies. This paper provides a first step toward studying feedback episodes as dyadic and dynamic processes. In doing so it helps solving one of the long-standing puzzles in management research namely why feedback interventions are sometimes detrimental to performance.
Publisher: Wiley
Date: 11-02-2016
DOI: 10.1111/JOMS.12193
Publisher: American Psychological Association (APA)
Date: 2008
DOI: 10.1037/0021-9010.93.3.665
Abstract: The authors examined the relationship between the direction of pay comparisons and pay level satisfaction. They hypothesized that upward pay comparisons would significantly predict pay level satisfaction, even when controlling for other comparisons. Results reported in 2 s les (U.S. s le, N = 295 Belgian s le, N = 67) generally supported this hypothesis. Analyses showed that in iduals who were paid much less than their upward pay comparison were dissatisfied with their pay level. The highest levels of pay level satisfaction were observed when actual pay was congruent with the upward comparison pay level. There was also evidence that in iduals who were paid much more than their upward pay comparison were dissatisfied with their pay level. However, the negative effects of overreward on pay satisfaction were considerably smaller than were those of underreward.
Publisher: Emerald
Date: 28-06-2013
Abstract: The purpose of this paper is to examine the impact of co‐workers receiving recognition on two types of responses, namely emotions (positive and negative) and behavioral intentions (interpersonal counterproductive behavior and interpersonal citizenship behavior). This study is an experimental scenario study with a 2×2 between‐subjects design with 246 employees from a local health care organization. The findings reveal that the relation between the recognition of others and positive or negative emotions was moderated by the quality of the relationship between both actors. Further, as hypothesized, the relation between the recognition of others and interpersonal counterproductive behavior was moderated by relationship quality. Contrary to the authors' expectations, relationship quality did not moderate the relation between employee recognition and interpersonal citizenship behavior. This study provides useful suggestions for managers to diminish undesired (i.e. negative emotions and interpersonal counterproductive behavior) and enhance desired emotions and behaviors (i.e. positive emotions and interpersonal citizenship behavior). This study is the first to show that employee recognition may have negative effects on the emotions of others and interpersonal behavior (i.e. interpersonal counterproductive behavior).
Publisher: Informa UK Limited
Date: 05-2008
Publisher: Elsevier BV
Date: 06-2013
Publisher: SAGE Publications
Date: 06-06-2007
Abstract: In recent years, pay satisfaction has been increasingly studied in an international context, prompting the importance of examining whether the Pay Satisfaction Questionnaire (PSQ) is invariant across countries other than the United States. This study investigated the measurement invariance across three countries, namely, the United States (N = 321), Belgium (N = 301), and Cyprus (N = 132). Results showed that the measurement structure of the PSQ was invariant across these different countries because there was no departure from measurement invariance in terms of factor form, factor pattern coefficients, factor variances, and factor covariances. These results show promise for the equivalence of PSQ ratings across different countries. Future research is needed to test the equivalence further across other countries and s les.
Publisher: Ubiquity Press, Ltd.
Date: 12-2006
DOI: 10.5334/PB-46-4-283
Publisher: SAGE Publications
Date: 16-05-2013
Abstract: This study provides meta-analytic estimates of the antecedents and consequences of feedback-seeking behavior (FSB). Clear support was found for the guiding cost/benefit framework in the feedback-seeking domain. Organizational tenure, job tenure, and age were negatively related to FSB. Learning and performance goal orientation, external feedback propensity, frequent positive feedback, high self-esteem, a transformational leadership style, and a high-quality relationship were positively associated with FSB. Challenging some of the dominant views in the feedback-seeking domain, the relationship between uncertainty and FSB was negative and the relationship between FSB and performance was small. Finally, inquiry and monitoring are not interchangeable feedback-seeking tactics. So FSB is best represented as an aggregate model instead of a latent model. In the discussion, gaps in the current FSB knowledge are identified and a research agenda for the future is put forward. Future research may benefit from (a) a systematic and integrative effort examining antecedents of both feedback-seeking strategies on the basis of a self-motives framework, (b) adopting a process perspective of feedback-seeking interactions, and (c) taking the iterative nature of feedback into account.
Publisher: American Psychological Association (APA)
Date: 2004
Publisher: Elsevier BV
Date: 10-2011
Publisher: Elsevier BV
Date: 05-2017
Publisher: SAGE Publications
Date: 22-05-2020
Abstract: Background. During the last decades, the use of simulations for training purposes has sparked wide interest. However, it is unclear how training format characteristics may affect learning, resulting in a lack of evidence-based guidelines for training developers and organizations. Aim. We explore to what extent variation in the situations presented during a simulation training may improve learning outcomes. We test this research question in the context of a simulation-based training for improving innovation knowledge. Methods. A s le of 131 business students was invited to participate in a study with a pretest and two posttests (within 48 hours after and 4 weeks later) and three conditions: a control group without training, an experimental training group with low situational variation, and an experimental training group with high situational variation. Results and Conclusion. Compared to the control group, high but not low situational variation improved innovation knowledge. Participants’ prior innovation knowledge did not moderate the results. Hence, our findings indicate that ideally a simulation training includes multiple situations that offer learners various opportunities to practice innovation challenges.
Publisher: Wiley
Date: 04-09-2018
DOI: 10.1111/JOPY.12427
Publisher: Elsevier BV
Date: 08-2013
Publisher: Springer Science and Business Media LLC
Date: 09-02-2010
Publisher: American Psychological Association (APA)
Date: 2012
DOI: 10.1037/A0030076
Abstract: This article clarifies how leader behavioral integrity for safety helps solve follower's double bind between adhering to safety protocols and speaking up about mistakes against protocols. Path modeling of survey data in 54 nursing teams showed that head nurse behavioral integrity for safety positively relates to both team priority of safety and psychological safety. In turn, team priority of safety and team psychological safety were, respectively, negatively and positively related with the number of treatment errors that were reported to head nurses. We further demonstrated an interaction effect between team priority of safety and psychological safety on reported errors such that the relationship between team priority of safety and the number of errors was stronger for higher levels of team psychological safety. Finally, we showed that both team priority of safety and team psychological safety mediated the relationship between leader behavioral integrity for safety and reported treatment errors. These results suggest that although adhering to safety protocols and admitting mistakes against those protocols show opposite relations to reported treatment errors, both are important to improving patient safety and both are fostered by leaders who walk their safety talk.
Publisher: Ubiquity Press, Ltd.
Date: 06-2008
DOI: 10.5334/PB-48-2-3-63
Publisher: Wiley
Date: 08-02-2013
DOI: 10.1111/MEDU.12075
Abstract: The goals of this paper are to review the literature on feedback-seeking behaviour using a self-motives framework and to provide practical recommendations for medical educators on how to encourage feedback-seeking behaviour. To gain a better understanding of feedback-seeking behaviour, we apply a self-motives framework. Through this conceptual lens, we define feedback-seeking behaviour and review its antecedents and consequences. We provide an overview of the key findings and answer to a number of unresolved issues in the literature. On the basis of the literature review, we present six evidence-based insights to encourage feedback-seeking behaviour in practice. The literature review shows that feedback-seeking behaviour is a valuable resource for in iduals in work and educational settings as it aids their adaptation, learning and performance. Several in idual and contextual factors that promote the seeking of feedback are presented. Although feedback-seeking behaviour has been a subject of research for over 25 years, some unresolved issues remain. We present a self-motives framework to resolve those issues and to stimulate future research. We conclude this paper with six actionable insights for medical educators based on the evidence reviewed.
Publisher: Wiley
Date: 07-04-2011
Publisher: No publisher found
Date: 2011
Publisher: SAGE Publications
Date: 27-08-2012
Abstract: Authentic leadership occurs when in iduals enact their true selves in their role as a leader. This article examines the role of authentic followership in the previously established relationship between authentic leadership and follower in-role and extrarole performance behaviors. Consideration of followers who enact their true selves is important to understand how authentic leadership fosters follower self-determined work motivation and thus work role performance. Using self-determination theory (SDT) as a guiding framework, the authors propose that authentic leadership, authentic followership, and their interplay are positively related to the satisfaction of followers’ basic needs, which, in turn, are positively related to follower work role performance. The authors conducted a survey study of 30 leaders and 252 followers in 25 Belgian service companies. The results provide evidence of positive relationship for both authentic leadership and authentic followership with follower basic need satisfaction in a cross-level model where authentic leadership was aggregated to the group level of analysis. Cross-level interaction results indicated that authentic leadership strengthened the relationship between authentic followership and follower basic need satisfaction. Follower basic need satisfaction was shown to mediate the relationship of authentic leadership and authentic followership with follower work role performance. A test of mediated moderation further demonstrated that basic need satisfaction mediates the interaction of authentic leadership and authentic followership on follower work role performance. The implications for leadership research and practice are explored.
Publisher: Springer Science and Business Media LLC
Date: 23-08-2011
Publisher: Springer Science and Business Media LLC
Date: 04-10-2014
Publisher: Informa UK Limited
Date: 17-07-2018
Publisher: Informa UK Limited
Date: 02-04-2019
Publisher: Academy of Management
Date: 12-2011
Publisher: Wiley
Date: 10-10-2021
DOI: 10.1111/IJSA.12352
Abstract: Scholars and practitioners in the field of performance management have advocated an increase in the exchange of feedback in the workplace. Practitioners would benefit from guidelines about appropriate feedback frequencies, but the current literature does not offer much guidance. Our study investigates how self‐reports of absolute frequencies relate to performance and job satisfaction. In a s le of erse organizations, employees reported, on average, 3.8 feedback conversations in 3 weeks. Contrary to earlier suggestions that there might be an optimal feedback frequency, we find support for the notion that more feedback is better, without any indication of a downward trend at the highest feedback frequency. Our findings suggest that leader–member exchange may be one underlying mechanism that mediates this relationship.
Publisher: Informa UK Limited
Date: 03-04-2015
Publisher: Wiley
Date: 05-01-2009
DOI: 10.1002/EJSP.590
Publisher: Wiley
Date: 14-09-2017
DOI: 10.1002/JOB.2235
Publisher: Elsevier BV
Date: 10-2017
Publisher: Wiley
Date: 19-02-2014
DOI: 10.1111/BJSO.12063
Abstract: People's affective forecasts are often inaccurate because they tend to overestimate how they will feel after an event. As life decisions are often based on affective forecasts, it is crucial to find ways to manage forecasting errors. We examined the impact of a fair treatment on forecasting errors in candidates in a Belgian reality TV talent show. We found that perceptions of fair treatment increased the forecasting error for losers (a negative audition decision) but decreased it for winners (a positive audition decision). For winners, this effect was even more pronounced when candidates were highly invested in their self-view as a future pop idol whereas for losers, the effect was more pronounced when importance was low. The results in this study point to a potential paradox between maximizing happiness and decreasing forecasting errors. A fair treatment increased the forecasting error for losers, but actually made them happier.
Publisher: Center for Open Science
Date: 15-06-2020
Abstract: COVID-19’s impacts on workers and workplaces across the globe have been dramatic. This broad review of prior research rooted in work and organizational psychology, and related fields, is intended to make sense of the implications for employees, teams, and work organizations. This review and preview of relevant literatures focuses on: (i) emergent changes in work practices (e.g., working from home, virtual teamwork) and (ii) emergent changes for workers (e.g, social distancing, stress, and unemployment). In addition, potential moderating factors (demographic characteristics, in idual differences, and organizational norms) are examined given the likelihood that COVID-19 will generate disparate effects. This broad-scope overview provides an integrative approach for considering the implications of COVID-19 for work, workers, and organizations while also identifying issues for future research and insights to inform solutions. [Final and authoritative version published in American Psychologist and visible at ulltext/2020-58612-001.pdf.]
Publisher: American Psychological Association (APA)
Date: 2021
DOI: 10.1037/AMP0000716
Publisher: American Psychological Association (APA)
Date: 11-2018
DOI: 10.1037/ACA0000177
Publisher: SAGE Publications
Date: 21-03-2016
Abstract: The present study examines the mediational role of collective engagement in the relationship between team cohesion and team creative performance. A reciprocal process was expected to unfold across creativity task episodes: (a) team cohesion leads to collective task engagement, which in turn has a positive effect on team creative performance (perceived team performance and independently rated creativity), and (b) perceived team creative performance predicts the development of future team cohesion. The study relied on a longitudinal three-wave research design through an organizational simulation exercise, in which 118 project teams (605 in iduals) were charged with three creativity tasks. This study advances collective task engagement as an important mediational process explaining team performance in creative activities.
Publisher: Wiley
Date: 13-08-2015
DOI: 10.1111/JAN.12747
Abstract: To examine how home nurses' turnover intentions are affected by the quality and frequency of supervisory feedback and by their own self-efficacy. Little is known about effective retention strategies for the growing home healthcare sector that struggles to retain an adequate workforce. While the work environment and supervisors have been found to play a key-role in nurses' turnover intentions, home nurses mostly work autonomously and apart from their supervisors. These circumstances require a customized approach and need to be understood to ensure high-quality home health care. We used a correlational, cross-sectional survey design. A convenience s le of 312 home nurses was selected from a ision of a large home health care organization in Flanders, Belgium. Data were collected in 2013 using structured questionnaires and analysed using descriptive statistics, structural equation modelling and relative weight analysis. The quality of feedback was related to lower levels of turnover intentions. This relationship was fully mediated by home nurses' self-efficacy. Frequent favourable feedback was directly related to lower turnover intentions while the relationship between frequent unfavourable feedback and turnover intentions was conditional on home nurses' level of self-efficacy. This study contributes to our understanding of home nurses' turnover intentions and the role of informal supervisory feedback and home nurses' self-efficacy.
Publisher: Wiley
Date: 07-2020
Publisher: Wiley
Date: 12-2006
Publisher: SAGE Publications
Date: 22-05-2023
DOI: 10.1177/10596011221098824
Abstract: Idiosyncratic deals (i-deals) are in idualized employment arrangements negotiated and agreed upon by in idual employees and their organization. This study addresses an emerging conundrum in i-deals research—whether the prevalence of i-deals in teams helps or hinders team outcomes. Because teams in which i-deals are prevalent receive more resources and status, they may be more cohesive and engage in more supportive behaviors. On the other hand, because i-deals differentiate among team members, teams in which i-deals are prevalent may be less cohesive and less inclined to engage in OCB. To solve this puzzle, we draw from a resource scarcity perspective to posit that understanding intra-team i-deal dynamics requires taking into account both organizational-level (i.e., organizational i-deal scarcity) and team-level (i.e., team power structure) factors. Using data from 40 organizations, 166 teams, and 1016 employees, we disentangle the complex interplay among the prevalence of i-deals in a team, organizational i-deal scarcity, and intra-team power structure in predicting both team cohesion and intra-team OCB.
Publisher: Ubiquity Press, Ltd.
Date: 06-2008
Publisher: Informa UK Limited
Date: 03-2009
Publisher: Elsevier BV
Date: 08-2020
Publisher: Center for Open Science
Date: 09-07-2020
Abstract: Positive self-evaluation is a fundamental human need, enabling in iduals to face challenges or pursue new opportunities in their environment. In the past decades, several lines of research have provided support for the overpowering effect of self-enhancement motivation in directing in iduals’ attention and behavior relative to other self-evaluation motives. In the current chapter, we briefly summarize the basics of self-enhancement theory, how it has helped understand the psychology of praise and how some long-standing theoretical debates have been solved. In the second part, we review new theoretical issues that have emerged in recent years, summarize new manifestations of self-enhancement in the study of praise and 'real-world' applications of these insights.
Publisher: SAGE Publications
Date: 02-2014
Abstract: Drawing on a growing stream of empirical findings that runs across different psychological domains, we demonstrated that systematic reflection stands out as a prominent tool for learning from experience. For decades, failed experiences have been considered the most powerful learning sources. Despite the theoretical and practical relevance, few researchers have investigated whether people can also learn from their successes. We showed that through systematic reflection, people can learn from both their successes and their failures. Studies have further shown that the effectiveness of systematic reflection depends on situational (e.g., reflection focus) and person-based (e.g., conscientiousness) factors. Given today’s unrelenting pace and the abundance of activities in which people are involved, future researchers may want to investigate how to effectively integrate systematic reflection within the busy daily environment of the learner.
Publisher: Wiley
Date: 28-02-2007
Publisher: Wiley
Date: 07-02-2007
Publisher: SAGE Publications
Date: 10-2008
Publisher: Wiley
Date: 21-08-2007
Publisher: Wiley
Date: 10-2020
Publisher: Wiley
Date: 23-04-2007
Publisher: Wiley
Date: 18-02-2019
DOI: 10.1111/CAIM.12306
Publisher: SAGE Publications
Date: 24-05-2019
Abstract: Theory and conventional wisdom suggest that progressive reduction of feedback-seeking behavior (FSB) during entry is indicative of work adjustment. We argue that a downside of this process is that newcomers’ social integration and acculturation may be weakened. This suggests declining levels of FSB may result in decreased organizational commitment across time and ultimately greater turnover likelihood. These predictions were examined in two longitudinal studies (Study 1, N = 158 Study 2, N = 170) among newcomers. In both studies, FSB by supervisor inquiry was found to decline across time, and the decrease in FSB preceded a steeper decline in affective organizational commitment. In Study 1, the decline of commitment also resulted in a steeper decrease in FSB. Study 2 further found the decline in commitment to mediate the relationship between the decrease in FSB and increased turnover intention. Finally, increased turnover intention mediated the relationship between the decline in commitment and increased turnover the following year. Bridging research on FSB and organizational commitment, these findings shed new light on the influence of the dynamics of FSB on newcomer turnover.
Publisher: Informa UK Limited
Date: 27-06-2014
Publisher: Informa UK Limited
Date: 17-01-2014
Location: United Kingdom of Great Britain and Northern Ireland
Start Date: 07-2023
End Date: 06-2026
Amount: $320,000.00
Funder: Australian Research Council
View Funded Activity