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This field study investigated whether perceived team support and team commitment relate to employee outcomes differently than perceived organizational support and organizational commitment. A LISREL analysis was conducted on data from 380 manufacturing plant employees and 9 supervisors. Job performance was related to team commitment; intention to quit was related to organizational commitment; and organizational citizenship behavior was related to both team and organizational commitment. Commitment mediated the relationships between support and the outcome variables.

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SummaryMany studies have investigated the relationship between equity sensitivity and other variables of organizational importance. Although theoretical grounds support a link between equity sensitivity and job performance, to date no studies have found equity sensitivity to be a valid predictor of non self-reported job performance in ®eld research. The two ®eld studies reported here empirically support this link and demonstrate that equity sensitivity may also interact with personality traits in predicting job performance. Limitations of the current investigations and future research are discussed.

The study of counterproductive workplace acts has become an increasingly prominent issue among academicians and practitioners alike given the prevalence and costs of such damaging behavior in organizational settings. A sizable body of research has established that individual differences in personality (i.e., negative affectivity, disagreeableness, unreliability) play an influential role in performing counterproductive work behaviors (Aquino,