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The discontinuous growth model is a variant of a growth model that uses a block of time-related covariates to capture (1) immediate change and (2) changes in growth trajectories associated with one or more discrete events. Events might be planned such as adding a trust violation to a longitudinal study of trust or unplanned such as examining the effects of the great recession on firm performance. In this chapter, we describe the discontinuous growth model and provide examples of research questions that can be tested using the models. We also provide detailed code in R to help researchers estimate the models. Throughout the chapter we give practical advice based on our experience estimating these models in different research contexts. Finally, we introduce an R function to help researchers set up the design matrix in situations where events occur at different points for the higher-level entities.

The current COVID-19 pandemic has claimed millions of lives all across the globe, making death more salient to many who may not have been readily cognizant of their mortality. While employees in certain occupations routinely deal with the idea of death or mortality (e.g., hospital workers, firefighters, and police officers), it is uncommon for the average employee to be within an environment that makes them aware of death. However, death awareness has been found to be negatively related to many important outcomes for the organization, including creativity. In the present study, using four-wave longitudinal data collected weekly-during late-June to late-July, 2020, we examine how employees react during the initial peak of COVID-19 pandemic in the United States in terms of death anxiety and death reflection (two different reactions to death awareness) and whether or not death anxiety and death reflection are related to creativity. Conducting cross-lagged panel modeling on four-wave longitudinal data obtained from 605 full-time employees, we find that positive outcomes can come from such trying times as death reflection is positively related to creativity. We offer timely, valuable implications for theory and practice.

Although the service-profit chain posits that employees and customers are interrelated at the unit level (Heskett, Sasser, & Schlesinger, 1997), most theory and practice give primary emphasis to the employee. In this study, we sought to draw attention to the relatively neglected influence that customers may collectively have on employees. Specifically, we examined how collective customer perceptions of service quality relate to collective employee job satisfaction, service climate, and collective turnover (voluntary and involuntary). Using a sample of 294 bank branches, 1,975 employees, and 52,920 customers, modeled at the branch level over 2 years, we found that collective customer perceptions of service quality produced a stronger effect on collective employee job satisfaction and service climate than vice versa. We also provided the first tests demonstrating that collective customer perceptions of service quality significantly and independently influence collective voluntary turnover, even while simultaneously modeling collective employee job satisfaction and service climate. Further, we showed that the effects of collective turnover (voluntary and involuntary) are primarily related to collective customer perceptions and service climate, but through different paths. Although the turnover base rates are modest, these empirical findings highlight the role that collective customer perceptions can have in shaping collective employee attitudes, climate, and turnover and, thus, should be considered and replicated in future theory and research.