No abstract

Previous research has reported effects of networking, defined as building, maintaining, and using relationships, on career success. However, empirical studies have relied exclusively on concurrent or retrospective designs that rest upon strong assumptions about the causal direction of this relation and depict a static snapshot of the relation at a given point in time. This study provides a dynamic perspective on the effects of networking on career success and reports results of a longitudinal study. Networking was assessed with 6 subscales that resulted from combining measures of the facets of (a) internal versus external networking and (b) building versus maintaining versus using contacts. Objective (salary) and subjective (career satisfaction) measures of career success were obtained for 3 consecutive years. Multilevel analyses showed that networking is related to concurrent salary and that it is related to the growth rate of salary over time. Networking is also related to concurrent career satisfaction. As satisfaction remained stable over time, no effects of networking on the growth of career satisfaction were found. (PsycINFO Database Record (c) 2009 APA, all rights reserved).

This meta-analysis explores agreement in self- and supervisory ratings of job performance (k = 128 independent samples). It suggests a 3-stage model of the rating process and reviews the empirical evidence for the relevance of each of these 3 stages to an understanding of agreement in ratings. The proposed 3-stage model serves as the guiding rationale for the examination of an extensive set of variables that moderate rater agreement. Results are reported for 2 indicators of rater agreement (correlational and mean-level agreement). Self-supervisor ratings yielded an overall correlation of .22 (rho = .34; k = 115; n = 37,752). Position characteristics and the use of nonjudgmental performance indicators were the main moderators. Leniency in self-ratings is indicated by higher mean levels of self-ratings compared with supervisory ratings. Within Western samples, performance self-ratings showed leniency (d = 0.32, Delta = .49; k = 89; n = 35,417) dependent on contextual features, scale format, and scale content.

Summary The authors introduce the concept of leader‐signaled knowledge hiding (LSKH) and conduct two studies observing what happens when leaders signal employees that knowledge hiding (KH) is practiced, tolerated, and expected. Social learning theory provides the basis for predicting that LSKH encourages subordinates to hide knowledge, even though they suffer from negative job attitudes in reaction. In Study 1, data measured at two time points (N = 1,162) shows that LSKH positively predicts KH among subordinates. The KH dimensions of evasive hiding and playing dumb (but not rationalized hiding) negatively relate to job satisfaction and positively affect turnover intentions. Study 2 (N = 1,169) replicates these results with cross‐sectional data. Moreover, Study 2 demonstrates that evasive hiding and playing dumb negatively affect empowerment, whereas rationalized hiding has a positive effect. Both studies reveal that subordinates will show less KH when they work under leaders who avoid LSKH and in turn have more job satisfaction, feel more empowered, and harbor fewer turnover intentions. The results in this study provide important practical implications for knowledge management activities.

The present paper is concerned with the effects of incongruence between a person's level of employment commitment (measured with scales of work involvement, Protestant work ethic or similar concepts) and his or her current employment situation (employed or not employed). We hypothesize that this kind of incongruence (a) is a typical characteristic of the unemployment situation and (b) is systematically associated with diminished well‐being and mental health. Meta‐analyses of empirical data endorse both hypotheses. (a) Employed people show only marginally stronger levels of employment commitment than unemployed people (d = 0.11, equivalent to r = .05). Both groups are characterized by high mean levels of employment commitment. Therefore, unemployed people are in an incongruent situation, while employed people are not. (b) Incongruent levels of employment commitment, that is, high levels among the unemployed and low levels among the employed, are significantly associated with psychological distress (mixed symptoms of distress: r = .19; depression: r = .19; anxiety: r = .14; subjective well‐being/life satisfaction: r = .13; self‐esteem: r = .08). In sum, available cross‐sectional data clearly endorse the incongruence model. Meta‐analyses of longitudinal data, although based on small sample sizes, are also consistent with the model.