In Ryan and Wessel (2011), we presented the ordinary least square regression analyses in Tables 4, 5, 8, and 9 rather than the logistic regression analyses. Reanalysis of the data using logistic regression results in no changes in the conclusions regarding any of the hypotheses or any of the conclusions regarding significant relations for any of the variables. We presented herein parallel tables for comparison.
In Ryan and Wessel (2011), we presented the ordinary least square regression analyses in Tables 4, 5, 8, and 9 rather than the logistic regression analyses. Reanalysis of the data using logistic regression results in no changes in the conclusions regarding any of the hypotheses or any of the conclusions regarding significant relations for any of the variables. We presented herein parallel tables for comparison.
This study addresses how job seekers' experiences of rude and discourteous treatment--incivility--can adversely affect self-regulatory processes underlying job searching. Using the social-cognitive model (Zimmerman, 2000), we integrate social-cognitive theory with the goal orientation literature to examine how job search self-efficacy mediates the relationship between incivility and job search behaviors and how individual differences in learning goal orientation and avoid-performance goal orientation moderate that process. We conducted 3 studies with diverse methods and samples. Study 1 employed a mixed-method design to understand the nature of incivility within the job search context and highlight the role of attributions in linking incivility to subsequent job search motivation and behavior. We tested our hypotheses in Study 2 and 3 employing time-lagged research designs with unemployed job seekers and new labor market entrants. Across both Study 2 and 3 we found evidence that the negative effect of incivility on job search self-efficacy and subsequent job search behaviors are stronger for individuals low, rather than high, in avoid-performance goal orientation. Theoretical implications of our findings and practical recommendations for how to address the influence of incivility on job seeking are discussed.
Lesbian, gay, and bisexual (LGB) individuals must make decisions regarding the extent to which they disclose their sexual orientation to others each time they encounter a new individual. Although researchers have acknowledged potential person‐to‐person variation in sexual orientation disclosure, we know little as to the effects of individual, group, and organizational characteristics on within‐person variation in sexual orientation disclosure decision‐making. We also know little of how different types of support relatively predict disclosure. The present study takes a multilevel approach and examines the role of different levels of support (at the individual recipient level, the coworker group level, and the organization level) on sexual orientation disclosure, focusing on LGB working adults. A one‐with‐many multilevel design accounted for coworker relationships (N = 371) being nested within LGB employees (k = 125). Results showed that disclosure was predicted by the perceived supportiveness of the potential recipient of that information, the most supportive person in the LGB employee's work group, and the organization itself. A relative weight analysis suggests that organizational policies and the most supportive coworker are stronger predictors of disclosure across the coworker group, compared to mean coworker supportiveness.
In hiring contexts, individuals with concealable disabilities make decisions about how they should disclose their disability to overcome observers' biases. Previous research has investigated the effectiveness of binary disclosure decisions-that is, to disclose or conceal a disability-but we know little about how, why, or under what conditions different types of disclosure strategies impact observers' hiring intentions. In this article, we examine disability onset controllability (i.e., whether the applicant is seen as responsible for their disability onset) as a boundary condition for how disclosure strategy type influences the affective reactions (i.e., pity, admiration) that underlie observers' hiring intentions. Across 2 experiments, we found that when applicants are seen as responsible for their disability, strategies that de-emphasize the disability (rather than embrace it) lower observers' hiring intentions by elevating their pity reactions. Thus, the effectiveness of different types of disability disclosure strategies differs as a function of onset controllability. We discuss implications for theory and practice for individuals with disabilities and organizations. (PsycINFO Database Record
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