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Data points intensively sampling 46 North American biomes were used to predict the geographic distribution of biomes from climate variables using the Random Forests classification tree. Techniques were incorporated to accommodate a large number of classes and to predict the future occurrence of climates beyond the contemporary climatic range of the biomes. Errors of prediction from the statistical model averaged 3.7%, but for individual biomes, ranged from 0% to 21.5%. In validating the ability of the model to identify climates without analogs, 78% of 1528 locations outside North America and 81% of land area of the Caribbean Islands were predicted to have no analogs among the 46 biomes. Biome climates were projected into the future according to low and high greenhouse gas emission scenarios of three General Circulation Models for three periods, the decades surrounding 2030, 2060, and 2090. Prominent in the projections were (1) expansion of climates suitable for the tropical dry deciduous forests of Mexico, (2) expansion of climates typifying desertscrub biomes of western USA and northern Mexico, (3) stability of climates typifying the evergreen-deciduous forests of eastern USA, and (4) northward expansion of climates suited to temperate forests, Great Plains grasslands, and montane forests to the detriment of taiga and tundra climates. Maps indicating either poor agreement among projections or climates without contemporary analogs identify geographic areas where land management programs would be most equivocal. Concentrating efforts and resources where projections are more certain can assure land managers a greater likelihood of success.

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Service employees often perceive their actions as harming and benefiting others, and these perceptions have significant consequences for their own well‐being. We conducted two studies to test the hypothesis that perceptions of benefiting others attenuate the detrimental effects of perceptions of harming others on the well‐being of service employees. In Study 1, a survey of 377 transportation service employees and 99 secretaries, perceived prosocial impact moderated the negative association between perceived antisocial impact and job satisfaction, such that the association decreased as perceived prosocial impact increased. In Study 2, a survey of 79 school teachers, perceived prosocial impact moderated the association between perceived antisocial impact and burnout, and this moderated relationship was mediated by moral justification; the results held after controlling for common antecedents of burnout. The results suggest that perceptions of benefiting others may protect service employees against the decreased job satisfaction and increased burnout typically associated with perceptions of harming others. Implications for research on burnout, job satisfaction, positive organizational scholarship and job design are discussed.

While high performers contribute substantially to their workgroups and organizations, research has indicated that they incur social costs from peers. Drawing from theories of social comparison and conservation of resources, we advance a rational perspective to explain why high performers draw both intentional positive and negative reactions from peers and consider how cooperative work contexts moderate these effects. A multisource field study of 936 relationships among 350 stylists within 105 salons offered support for our model and an experiment with 204 management students constructively replicated our findings and ruled out alternative explanations. Results indicated that peers offered more support and also perpetrated more undermining to high performers. Paradoxical cognitive processes partly explain these behaviors, and cooperative contexts proved socially disadvantageous for high performers. Findings offer a more comprehensive view of the social consequences of high performance and highlight how peer behaviors toward high performers may be calculated and strategic rather than simply reactionary. (PsycINFO Database Record

Integrating insights from the literature on customers' central role in service and the literature on employee creativity, we offer theoretical and empirical account of how and when customer empowering behaviors can motivate employee creativity during service encounters and, subsequently, influence customer satisfaction with service experience. Using multilevel, multisource, experience sampling data from 380 hairstylists matched with 3550 customers in 118 hair salons, we found that customer empowering behaviors were positively related to employee creativity and subsequent customer satisfaction via employee state promotion focus. Results also showed that empowering behaviors from different agents function synergistically in shaping employee creativity: supervisory empowering leadership strengthened the indirect effect of customer empowering behaviors on employee creativity via state promotion focus.