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Summary This research examines the potential downsides of divestiture socialization. We theorize that supervisor behaviors and attitudes—that is, support for authenticity and creativity expectations—moderate the different stages of a model in which newcomers' authentic self‐expression mediates the negative effect of divestiture socialization on newcomer task performance, creativity, social integration, and job satisfaction. Specifically, supervisor support for authenticity allows newcomers to express their authentic self when faced with divestiture processes, and perceived supervisor creativity expectations enable them to deploy their authentic self‐expressions to enhance their creativity. A time‐lagged, multisource study of 142 newcomer—supervisor dyads provides support for these predictions, offering notable implications for theory and practice.

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This study addresses how supervisors can facilitate the socialization of newcomers with high self-perceived creativity into their new jobs. We combine self-verification theory and current literature on socialization in a dual-stage moderated mediation model where a) newcomer self-perceived creativity interacts with supervisor trust in the newcomer to trigger supervisor perception of newcomer creativity; and b) supervisor perception of newcomer creativity, in turn, interacts with supervisor support for newcomer authentic self-expression to impact newcomer adjustment outcomes (i.e., task performance, job satisfaction, and stress symptoms). A two-wave, multisource study of 146 newcomer-supervisor dyads provides support for our predictions, suggesting that high levels of supervisor trust and support for authentic self-expression serve as moderating conditions allowing supervisor perception of newcomer creativity to positively mediate the relationship between newcomer self-perceived creativity and newcomer adjustment.

This conceptual paper draws on cognitive theory and attribution theory to develop a process model of managerial dissonance and responsibility attribution after harmdoing. Although extant harm-doing literature assumes managerial backing for such decisions, this study suggests that there will, at times, be acts of organizationally mandated harm-doing (e.g., pay freezes) that managers believe are unnecessary. In these cases, it is proposed that managers will experience dissonance from enacting the harm-doing event, resulting in the externalization of responsibility to either the organization or the harm-doing target. This paper examines the challenges faced by the manager through each phase of the dissonance resolution process and possible outcomes of the process. This study concludes with the model's implications for moral theorizing.

This study proposes and tests a new theoretical model explaining whether, and how, supervisors socialize “temporary newcomers,” defined as new organizational members who join an organization on a temporary basis, with a potential, but uncertain, opportunity of receiving a long-term job offer in the future. We suggest that under specific conditions, supervisors first evaluate temporary newcomers’ proactivity based on whether they positively stand out by proposing new feasible ideas and by promoting their achievements. On the basis of these initial evaluations, supervisors then decide whether to increase their support of newcomers’ creativity (using an investiture approach) or to intensify newcomers’ socialization by attempting to change their behavior (using a divestiture approach). When supervisors adopt an investiture approach, it positively influences temporary newcomers’ socialization adjustment outcomes, as indicated by increased newcomer job satisfaction, social integration, task performance, organizational and task socialization, challenge stress, and reduced hindrance stress. When supervisors instead adopt a divestiture approach, it has an opposite (thus negative) effect on the same socialization outcomes. We tested our theoretical model using a mix-method design, based on a three-wave longitudinal sample of 325 newcomer–supervisor dyads spanning a wide range of companies and industries, complemented with interviews of 41 supervisors.

Background Tattooing, whose popularity is growing worldwide, is an invasive body art that involves the injection of chemical mixtures, the tattoo ink, into the upper layer of the dermis. Although these inks may contain environmental toxins, including known human carcinogens, their long-term health effects are poorly studied. To conduct the urgently required epidemiological studies on tattoos and their long-term health effects, a validated method for assessing the complex tattoo exposure is needed. Objective We aimed to develop and validate the Epidemiological Tattoo Assessment Tool (EpiTAT), a questionnaire to self-assess tattoo ink exposure in tattooed populations suitable for application in large epidemiological cohort studies. Methods One of 3 preliminary versions of the EpiTAT using one of the alternative tattoo measurement units hand surface, credit card, or body schemes was randomly filled in by tattooed volunteers in Lyon, France. To identify the most suitable unit of tattoo self-assessment, a validation study was conducted with the selected respondents (N=97) to compare the self-assessments of tattoo surface, color, and coverage with validation measurements made by trained study personnel. Intraclass correlation, the Kendall rank correlation, and 2-tailed t tests were used to statistically compare tattoo size, color area, and tattoo coverage separately for each questionnaire version. Participants’ opinions on the alternative measurement units were also considered in the overall evaluation. For quality control of the validation measures, digital surface analysis of 62 photographs of selected tattoos was performed using Fiji/ImageJ. Results In general, the results revealed overestimation of self-assessed measures compared with validation measures (eg, mean tattooed body surface 1768, SD 1547, cm2 vs 930, SD 1047, cm2, respectively, for hand surface; P<.001) and validation measures compared with digital image analysis (mean individual tattoo surface 147, SD 303.9, cm2 vs 101, SD 154.7, cm2, respectively; P=.05). Although the measurement unit credit card yielded the most accurate measures for all variables of interest, it had a much lower completion rate (78/129, 60.5%) than hand surface (89/104, 85.6%) and body schemes (90/106, 84.9%). Hand surface measured total tattoo size more accurately than body schemes (absolute agreement intraclass correlation coefficient: 0.71 vs 0.64, respectively). Conclusions The final version of the EpiTAT contains 21 items and uses hand surface as a visual unit of measurement. Likert scales are used to assess color and coverage as a proportion of the total tattoo area. The overestimation of tattoo size by self-reporting merits further research to identify potential influential factors or predictive patterns that could be considered when calculating exposure.

Employees face increasingly time-pressured operational environments. Using theory from Reynolds ' (2006) neurocognitive model of ethical decision making, we explore how temporal constraint, consequence framing, and organizational norms affect self-interested decision making in business. Conducting three experimental manipulations with a sample of MBA students, we found the following: First, consistent with previous studies, high time pressure promotes self-interested intentions. Second, unethical framing encourages self-interested intentions, though this relationship is unaffected by the presence of time pressure. Third, unethical organizational norms encourage groupinterested intentions. Lastly, however, when these same norms are experienced under high time pressure, individuals display self-interested intentions. Copyright © 2016 ASAC. Published by John Wiley & Sons, Ltd.Keywords: decision making, ethics, time pressure, selfinterest, norms, framing Résumé Les employés exercent dans des environnements opérationnels de plus en plus soumis à des contraintes de délai. En nous appuyant sur le modèle neurocognitif de prise de décision éthique de Reynolds (2006), nous examinons l'impact que la contrainte temporelle, le cadrage des conséquences et les normes organisationnelles ont sur les décisions favorables à l'individu dans les entreprises. Les trois manipulations expérimentales faites sur un échantillon d'étudiants de MBA ont permis de montrer: (a) que comme le montrent les études antérieures, les délais trop courts favorisent les intentions égoïstes; (b) que le cadre non éthique favorise les intentions égoïstes, même si cette relation n'est pas influencée par la contrainte temporelle; (c) que les normes organisationnelles non éthiques favorisent les intentions favorables au groupe; (d) que lorsque ces mêmes normes interviennent dans un contexte assujetti aux contraintes temporelles, les individus manifestent plutôt des intentions égoïstes.