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The purpose of this paper is to explore surface acting as a mediator in the relationships between perceptions of organizational politics and personality, with stress, turnover intentions, and job satisfaction.

Data were obtained via survey from 276 working adults, and responses were subjected to structural equation modeling to confirm the measurement model and test hypotheses.

Surface acting was found to mediate the relationships between perceptions of organizational politics and intent to turnover and satisfaction, and between proactive personality and intent to turnover and satisfaction. No mediating effect for surface acting was found between agreeableness and the outcomes.

Individual differences and situational contingencies do affect surface acting in the workplace, and individual work-related outcomes. Managers need to be aware of personality characteristics and situational contexts that impact surface acting in organizations to help understand the effects of potential divergent attitudes and behaviors on employee outcomes.

Previous research examining surface acting assessed behavior in light of employee-customer interactions. This research extends the study of surface acting by examining the mediating role of surface acting among new predictors including organizational politics, proactive personality, and agreeableness with stress, turnover intentions, and job satisfaction.

The authors examine a boundary management tactic for managing the work–family interface: putting family first (PFF). PFF is a boundary management tactic defined as the voluntary behavior of intentionally putting family obligations ahead of work obligations in a way that violates organizational norms

In Study 1, The authors develop a theoretically derived measure of PFF and distinguish it theoretically and empirically from similar existing constructs, examining convergent and discriminate validity to demonstrate its uniqueness. In Study 2, the authors demonstrate PFF's predictive validity beyond the job incumbent using a three-way matched sample of 226 individuals, including the job incumbent's coworker and spouse.

The authors established and validated a measure of PFF, developing and replicating the nomological network. PFF crossed over to positively relate to coworker role overload, job frustration and work–family conflict and to spousal stress transmission and relationship tension. Similarly, PFF related negatively to spousal family satisfaction and organizational commitment.

The authors extend the work–family and boundary management literatures by proposing a new form of boundary management, PFF, which is a tactic for managing the work–family interface, and explore how its use influences not only the job incumbent but also the coworker and the spouse.

Abusive supervision research has clearly demonstrated its many negative effects. The present study uses social learning theory to shed light on mechanisms that could potentially alter the negative effect of abusive supervision.

Using a sample of 162 full-time employees, we identify and test two potential variables that we believe may moderate, or soften, the trickle-down negative effects of abusive supervision.

Results demonstrates that coworker support moderates the positive relationship between abusive supervision and coworker incivility such that this relationship is weaker when coworker support is high. In addition, we found that work engagement moderates the positive relationship between coworker incivility and turnover intentions such that this relationship is weaker when engagement is high. Next, we found that coworker incivility mediates the positive relationship between abusive supervision and turnover intentions and that this indirect effect is moderated by both coworker support and work engagement.

We combined three theoretical explanations, social learning theory, contagion effect and the trickle-down perspective, to theoretically argue not only how (through coworker incivility) but when (when coworker support and work engagement are low) abusive supervision impacts turnover intentions. In addition, we extended the research on work engagement by positioning it as a boundary condition. We found that when individuals are engaged in their work, the environment in which they work matters less (because the work matters more).

The purpose of this paper is to examine the role of four impression management (IM) tactics as mediators to help job incumbents manage the impressions others have regarding the spillover of the incumbent’s family domain onto the work domain.

The authors examined the data from 296 matched job incumbents and coworkers. The authors tested a structural equation model and alternative models to find the best fit and subsequently tested both direct and indirect effects.

The authors found that family-to-work conflict related to job-focused and supervisor-focused IM behaviors, and family-to-work enrichment related to self-focused, coworker-focused and supervisor-focused IM behaviors. Supervisor-focused IM served as a mediator to the job incumbent’s attitude (job satisfaction) while job-focused, self-focused and coworker-focused IM served as mediators to the job incumbent’s behavior (job performance).

The research is important in that just as employees do not “leave work at the office,” they also do not “leave family at home.” Instead, experiences in the two domains affect one another in ways that are beneficial and harmful. Understanding the role that IM plays in this process adds insight into the spillover of family onto work.

The authors extend both the work-family and IM literatures by looking at potential family domain antecedents to engaging in IM behaviors and their impact on work life.

The purpose of this paper is to examine the effects of procedural justice, training opportunities and innovation on job satisfaction and affiliation commitment via the mediating effect of organizational identification. The authors also explored the moderating role of satisfaction with supervisor on the relationship between the antecedents and organizational identification as well as its moderating effect on the mediational chain.

The authors used structural equation modeling techniques, using MPLUS 7.4, to analyze data collected from 247 full-time employees who were recruited by undergraduate students attending a private university in the Southeast region of the USA.

Results demonstrated that the indirect effects for procedural justice and training opportunities as predictors were significant, while none of the paths for innovation as a predictor were significant. Satisfaction with supervisor moderated the relationships between procedural justice and organizational identification and innovation and organizational identification.

This research expands the nomological network concerning antecedents and consequences of organizational identification. It also explores the role of satisfaction with one’s supervisor, as this can affect identification with the organization. This research provides support for the notion that stronger employee–organization relationships lead to positive individual and organizational outcomes.

The purpose of this paper is to explore the mechanisms underlying prevention-focus and promotion-focus, two distinct dimensions of regulatory focus undertaken to fulfill different goals. The authors explore distinct triggers (mindfulness and leader-member exchange (LMX)) and outcomes (role overload and burnout) of each.

The model is grounded in regulatory focus theory (Higgins, 1997), and is tested with data collected at two times from 206 full-time workers.

Findings revealed mindfulness was positively related to prevention- and promotion-focus, while LMX was positively related to only promotion-focus. Prevention-focus mediated the relationship between mindfulness and role overload and burnout, while promotion-focus mediated the relationship between both mindfulness and LMX and role overload, but not burnout.

This research expands the nomological network describing individual and dyadic antecedents to regulatory focus. It also explores the nature of the relationships between regulatory focus and career management consequences, and may allow us to offer useful advice for practicing managers trying to understand employee career trajectories.

Behaviour resulting from work group normative processes can be examined and changed to increase the productivity of an organisation. A model for exploring the process of work group norm diagnosis that can be used by organisational consultants is developed. Examples of its use are also presented.

The purpose of this paper is to explore the role of mindfulness as a predictor of the two components of regulatory focus theory (RFT): promotion and prevention focus. It further examines promotion focus and prevention focus as mediators of the mindfulness-job satisfaction and mindfulness-turnover intentions relationships. Finally, job satisfaction is also examined as a mediator of the mindfulness-turnover intentions relationship.

The model was tested using data collected via a snowball approach. Online surveys were distributed to undergraduate students enrolled in a business course. Students were then given the opportunity to earn extra credit by sending the survey to potential respondents. The relationships were tested using structural equation modeling.

Support was found for four of the six hypotheses. Prevention focus did not negatively mediate the relationship between mindfulness and job satisfaction as well as the relationship between mindfulness and turnover intentions.

One limitations of this research is the placement of mindfulness as an antecedent to promotion and prevention focus. Another plausible alternative is to consider mindfulness as a consequence. An additional limitation is the use of a snowball sampling technique. Future research should examine these findings using employees of a single organization.

This research theoretically and empirically links RFT and mindfulness. This study also adds to the limited research empirically linking RFT and turnover intentions, both directly and indirectly via job satisfaction. Finally, this research extends previous research that established the positive relationship between mindfulness and job satisfaction by examining the mindfulness-job satisfaction-turnover intentions relationship.

The purpose of this paper is to examine the moderated-mediational relationship between the impostor phenomenon (IP) and work-to-family conflict (WFC). Building on conservation of resources (COR) theory, the authors hypothesize that individuals who experience the IP lack the initial resources needed to meet work demands and, thus, experience emotional exhaustion, which leads to WFC. However, the authors hypothesize that additional resources provided by organizations, such as perceived organizational support (POS), may weaken the negative experiences of imposters.

The authors tested a moderated-mediation model using data from a time-lagged survey study among 92 Midwest community college employees. Regression was used to examine the mediating effects of emotional exhaustion and the moderating effect of POS on the IP to WFC relationship.

Results support the hypothesized model. Emotional exhaustion is a mediating mechanism in the relationship between the IP and WFC. POS is a moderator of this indirect relationship; the indirect relationship between the IP and WFC through emotional exhaustion is weaker when employees perceive high levels of POS.

The findings suggest that there are detrimental long-term effects associated with the IP for organizations. Thus, managers should curb feelings of impostorism within their organizations and provide impostors with organizational support in order to reduce their emotional exhaustion and WFC.

The present study indicates that individual dispositions play an indirect role in WFC. Furthermore, the authors identify organizational outcomes associated with the IP, whereas previous research has rarely emphasized outcomes.

This paper suggests that motives for engaging in affiliative‐promotive “helping” extra‐role behavior is related to cross‐cultural differences. The cultural dimensions of in‐group collectivism, uncertainty avoidance, performance orientation, and humane orientation, and their differential effect on helping extra‐role behavior in a diverse workforce are examined. Theoretical implications provide guidance for future empirical research in this area, and provide managers with more realistic expectations of employee performance in the workplace.