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This multisource field study applied belongingness theory to examine whether thwarted belonging, defined as the perceived discrepancy between one's desired and actual levels of belonging with respect to one's coworkers, predicts interpersonal work behaviors that are self-defeating. Controlling for demographic variables, job type, justice constructs, and trust in organization in a multilevel regression analysis using data from 130 employees of a clinical chemical laboratory and their supervisors, the authors found that employees who perceive greater levels of desired coworker belonging than actual levels of coworker belonging were more likely to engage in interpersonally harmful and less likely to engage in interpersonally helpful behaviors. Implications for the application of belongingness theory to explain self-defeating behaviors in organizations are discussed.

The present research examines the impact of achievement goals on task-related information exchange. Studies 1 and 2 reveal that relative to those with mastery goals or no goal, individuals pursuing performance goals were less open in their information giving to exchange partners. Study 2 further clarifies this effect of achievement goals by showing that performance goals generate an exploitation orientation toward information exchange. Furthermore, relative to individuals with mastery goals or no goal, people pursuing performance goals enhanced their task performance by utilizing more high-quality information obtained from their exchange partner (Study 1) and protected their task performance by more rigorously disregarding received low-quality information (Study 2).

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