A new measure of Machiavellianism, the Machiavellian Personality Scale (MPS), was developed and validated over two studies. Machiavellianism is conceptualized as one's propensity to distrust others, engage in amoral manipulation, seek control over others, and seek status for oneself. Study 1 developed and tested the factor structure of the scale, whereas Study 2 provided evidence for the convergent, divergent, and criterion-related validity of the MPS. The results of these studies supported the a priori factor structure of the MPS and indicated that it is a valid predictor of such outcomes as job satisfaction, task performance, and counterproductive work behaviors.

Many researchers have demonstrated that proactive feedback seeking, the efforts made by employees to reduce uncertainty surrounding the acceptability of their performance, is both an important individual and organizational resource (Ashford, 1986; Ashford & Cummings, 1983). In particular, research has focused on what Ashford and Cummings (1983) termed inquiry, the active request for feedback. This form of feedback seeking has shown clear benefits for both the individual and the organization (

Contemporary feedback researchers have adopted theoretical perspectives in which personal characteristics interact with aspects of the feedback environment to influence feedbackrelated perceptions, feedback seeking, and job performance. To test these assertions, this study incorporates implicit person theory, uncertainty reduction theory, and Korman's theory of work motivation (2001) to develop a model that links a critical aspect of the feedback environment (feedback quality) and goal orientation to perceptions of feedback utility, feedback seeking, role clarity, and task performance and organizational citizenship behaviors. Results from supervisor-subordinate dyadic data (N = 202) obtained from employed students largely support the hypothesized model. Implications are discussed.

As corporate scandals proliferate, organizational researchers and practitioners have made calls for research providing guidance for those wishing to influence positive moral decision-making and behavior in the workplace. This study incorporates social cognitive theory and a vignette-based cognitive measure for moral imagination to examine (a) moral attentiveness and employee creativity as important antecedents of moral imagination and (b) creativity as a moderator of the positive relationship between moral attentiveness and moral imagination. Based on the results from supervisor-subordinate dyadic

Work-life balance and job stress are critical to health and well-being. Long-haul truck driving (LHTD) is among the unhealthiest and most unsafe occupations in the U.S. Despite these disparities, there are no extant published studies examining the influence of work, stress and sleep outcomes on drivers’ work-life balance. The current study investigated whether adverse work organization, stress, and poor sleep health among LHTDs are significantly associated with work-life conflict. Logistic regression was used to examine how work organization characteristics, job stress, and sleep influenced perceived stress and a composite measure of work-life conflict among a sample of 260 U.S. LHTDs. The pattern of regression results dictated subsequent analyses using structural equation modeling (SEM). Perceived job stress was the only statistically significant predictor for work-life balance. Fast pace of work, sleep duration and sleep quality were predictors of perceived job stress. SEM further elucidated that stress mediates the influences of fast work pace, supervisor/coworker support, and low sleep duration on each of the individual work-life balance indicators. There is an urgent need to address work conditions of LHTDs to better support their health, well-being, and work-life balance. Specifically, the findings from this study illustrate that scheduling practices and sleep outcomes could alleviate job stress and need to be addressed to more effectively support work-life balance. Future research and interventions should focus on policy and systems-level change.