SummaryThe present paper focuses on the role of emotion in intragroup conflict processes. We propose that how group members handle emotion affects intragroup interactions and has implications for task and relationship conflict. Three types of variables-collective emotional intelligence, intragroup relational ties, and conflict-relevant interactional norms-constrain negative emotionality and may determine whether task conflict results in damaging relationship conflict. The moderating influence of these variables is discussed, as are compositional issues associated with measuring them.

In this diary study conducted in Hong Kong, we examined a theoretical model in which negative emotions serve as an explanatory mechanism through which daily stressors impact daily counterproductive work behavior (CWB). We further theorized that personality variables (negative affectivity, Conscientiousness, and Agreeableness) would exert cross‐level effects on the within‐person relationships. Hierarchical linear modeling results based on a sample of 231 individuals and 5,583 observations across 25 days provide partial support for the mediating role of negative emotions in the within‐person stressor–CWB relationships. Specifically, we found that negative emotions (a) partially mediated the within‐person relation of perceived ambiguity with CWB directed at the organization, (b) fully mediated the relation of supervisor interpersonal injustice with CWB directed at individuals, and (c) fully mediated the relation of customer interpersonal injustice with CWB directed at the organization. High levels of trait negative affectivity were found to strengthen the within‐person relation between daily supervisor interpersonal injustice and daily negative emotions. As expected, high levels of trait Conscientiousness and Agreeableness were found to weaken the within‐person relations of daily negative emotions with daily CWB directed at the organization and individuals.

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This study examined the differential effects of 4 types of organizational justice on daily job satisfaction at between- and within-individual levels. Specifically, the authors predicted that interpersonal justice and informational justice would exhibit meaningful daily variations and would have direct impacts on individuals' job satisfaction on a daily basis. They further theorized that distributive justice and procedural justice at a between-person level would moderate the within-person relationships. The authors used hierarchical linear modeling to test their hypotheses with a sample of 231 full-time employees in Hong Kong over the course of 25 working days. The results showed that both daily interpersonal and informational justice were positively related to daily job satisfaction. As hypothesized, between-individual distributive justice moderated the relationship between daily interpersonal justice and daily job satisfaction, and between-individual procedural justice moderated the relationship between daily informational justice and daily job satisfaction.

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In this article, the authors extend research on the cross-level effects of procedural justice climate by theorizing and testing its interaction with group power distance. The results indicated that group power distance moderated the relationships between procedural justice climate and individual-level outcomes (organizational commitment and organization-directed citizenship behavior). More specifically, a larger group power distance was found to attenuate the positive cross-level effects of procedural justice climate. Implications for procedural justice climate research are discussed.

Drawing on the stressor-emotion model, we examine how customer mistreatment can evoke service workers' passive forms of deviant behaviors (i.e., work withdrawal behavior [WWB]) and negative impacts on their home life (i.e., work-family conflict [WFC]), and whether individuals' core self-evaluations and customer service training can buffer the negative effects of customer mistreatment. Using the experience sampling method, we collect daily data from 77 customer service employees for 10 consecutive working days, yielding 546 valid daily responses. The results show that daily customer mistreatment increases service workers' daily WWB and WFC through negative emotions. Furthermore, employees with high core self-evaluations and employees who received customer service training are less likely to experience negative emotions when faced with customer mistreatment, and thus are less likely to engage in WWB or provoke WFC. (PsycINFO Database Record