Recent efforts have been made to identify and compare employees with profiles reflecting different combinations of affective (AC), normative (NC), and continuance (CC) organizational commitment. To date, the optimal profiles in terms of employee behavior and well-being have been found to be those in which AC, NC, and CC are all strong, or those where AC, or AC and NC, dominate. The poorest outcomes are found for profiles where AC, NC, and CC are all weak, or CC dominates. The primary goal of the current study was to use latent profile analysis and latent transition analysis to identify profile groups and examine changes in profile membership over an 8-month period in an organization undergoing a strategic change. We also tested hypotheses concerning the relation between perceived trustworthiness of management and employees' commitment profile within and across time. We found that commitment profiles have substantial temporal stability and that trustworthiness positively predicts memberships in more desirable commitment profiles. There was also some, albeit weak, evidence that changes in perceived trustworthiness were accompanied by corresponding shifts in the commitment profile.

We investigated the effects that careless responding and acquiescence response bias have on analyses conducted to assess construct dimensionality. Using job satisfaction/dissatisfaction as the focal construct, we measured and controlled for careless responding and acquiescence bias in data obtained from an online survey of employees (N ¼ 666) from different organizations and occupational groups. We found that the negative correlation between factors defined by job satisfaction and dissatisfaction items, respectively, was attenuated by careless responding and acquiescence bias, and was not significantly different from -1.0 when both were controlled. Moreover, the correlations between the two factors and measures of other constructs were similar when careless responding and acquiescence were controlled. These findings challenge recent research purporting to demonstrate that job satisfaction and dissatisfaction are distinct constructs. Recommendations for future investigations of construct dimensionality are provided.

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Face loss, defined as the deterioration in one's social image, has been regarded as a consequence of interpersonal conflict and a provocation for counter-attack. The present research was aimed at assessing whether the role of face loss in leading to relationship deterioration has more impact for Chinese than for Americans. We hypothesized that the linkage from face loss to relationship deterioration is mediated by two social-emotional complexes (anger and shame) and two behavioural reactions (retaliation and avoidance) arising from interpersonal harm. Structural equation modelling confirmed this mediation model, and indicated that in both cultures, the linkage between face loss and relationship disintegration was mediated by shame and avoidance, but not by anger and retaliation. Consistent with widely held hypotheses, face loss was found to be more influential in directly provoking a target's anger and relationship deterioration, and more influential in inhibiting a target's retaliating responses, for Hong Kong Chinese than for Americans.

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