Using longitudinal data from a Chinese newcomer sample (N = 671), we investigated the predictive effects of adaptability on newcomers' workrelated outcomes. Specifically, we tested 4 perceived P-E fit variables (i.e., P-O fit, needs-supplies fit, demands-abilities fit, and P-G fit) as mediators between adaptability variables and newcomers' work-related outcomes. Our results showed that after controlling for demographic effects and other personality variables (i.e., proactive personality and openness to experience), newcomers' adaptability dimensions (i.e., cultural adaptability, work stress adaptability, interpersonal adaptability, and learning adaptability) were differentially associated with improvement in newcomers' P-E fit perceptions over a 3-month time period. In turn, the perceived P-E fit variables were related to the newcomers' work-related outcomes (i.e., job performance, job satisfaction, and turnover intentions), after controlling for the socialization process variables (i.e., institutionalized socialization experience, role clarity, and job-related self-efficacy). The mediating roles of perceived P-E fit variables were also confirmed. Both theoretical and practical implications in terms of adaptability, newcomer adaptation processes, and P-E fit are discussed.
Purpose – Although a substantial body of research has examined the effects of job characteristics on job attitudes, there is a paucity of work on individual difference moderators of these relationships. Based in selective optimization with compensation theory and socio-emotional selectivity theory, the purpose of this paper is to show that age moderated the relationship between task variety and two key job attitudes, job satisfaction and engagement. Design/methodology/approach – Data were collected through self-report questionnaires (n=152), using a time-lagged design with two waves (two to three weeks between T 1 and T 2). Findings – The authors found that task variety had a stronger relationship with job satisfaction and work engagement for younger workers compared to older workers. Research limitations/implications – Although there was good age variance in the sample, it had fewer late-career workers and more workers who are in their early and mid-career. Practical implications – To have workers of all ages satisfied and engaged at work, we need to understand which work characteristics are the best for them. For example, it may be a competitive gain for organizations to challenge younger workers with different tasks, and to challenge older workers in ways that utilize their experience. Social implications – The study addresses a societal issue related to profound demographic changes in the age composition of the workforce, gaining a better knowledge of differences between workers of different ages to promote effective interventions and policies. Originality/value – This is the first study to show that task variety differentially affects worker satisfaction and engagement depending on the age of the worker.
We examined whether older and younger workers are perceived differently in terms of job‐related individual differences and dimensions of job performance. Findings across 2 experimental studies indicated that older workers were perceived more positively in terms of crystallized intelligence and facets of conscientiousness, while younger workers were perceived more positively in terms of fluid intelligence and proactive personality. With regard to work performance, older workers were perceived more positively in terms of organizational citizenship behavior directed toward the organization. Similar perceptions were held by older and younger respondents. Results illustrate that job performance dimensions and work‐related individual differences may provide useful frameworks for understanding stereotypes regarding older and younger workers.
The focal article (Guzzo, Fink, King, Tonidandel, & Landis, 2015) sought to “raise awareness and provide direction with regard to issues and complications uniquely associated with the advent of big data,” (p. 492), and we commend their success in offering Society for Industrial and Organizational Psychology (SIOP) members a solid foundation and resources on which to draw. Our aim here is to extend their position, particularly to drive the conversation toward concrete recommendations for how industrial and organizational psychologists (I-Os) working in industry can apply the principles set forth in the focal article in our day-to-day work, specifically around the issue of avoiding ethical missteps in this new landscape.
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