Employee silence, the withholding of work-related ideas, questions, or concerns from someone who could effect change, has been proposed to hamper individual and collective learning as well as the detection of errors and unethical behaviors in many areas of the world. To facilitate cross-cultural research, we validated an instrument measuring four employee silence motives (i.e., silence based on fear, resignation, prosocial, and selfish motives) in 21 languages. Across 33 countries (N = 8,222) representing diverse cultural clusters, the instrument shows good psychometric properties (i.e., internal reliabilities, factor structure, and measurement invariance). Results further revealed similarities and differences in the prevalence of silence motives between countries, but did not necessarily support cultural stereotypes. To explore the role of culture for silence, we examined relationships of silence motives with the societal practices cultural dimensions from the GLOBE Program. We found relationships between silence motives and power distance, institutional collectivism, and KNOLL ET AL.

Regulatory fit theory predicts that when individuals adopt strategies that sustain their motivational orientations, they feel right about what is happening. Our aim was to test these predictions at the person-organization level. Across three studies, we expected and found that a feeling right experience that results from a match between an employee and an organizational climate produces perceptions that the company's prevailing procedures are fair. In Study 1 (N = 300), a survey among employees of distinct companies, we observed that the more organizational characteristics matched individual promotion and prevention focus of the employees, the more the employees perceived their workplace as just. Study 2 (N = 139), a randomized-control experiment, replicated this pattern by demonstrating that individuals with a predominant promotion focus assigned fairness to the organizational conduct most strongly when they recalled events characterizing a promotion-oriented environment; on the contrary, individuals with a predominant prevention focus deemed their workplace most fair when they were asked to recall prevention-related conduct of their company. In Study 3 (N = 376), a cross-sectional field study, we found that regulatory non-fit was associated with lower procedural justice perceptions and this, in turn, related to higher burnout. Theoretical and practical implications of applying regulatory fit theory to person-organization relationships are discussed.

StreszczenieWstęp: Dopasowanie człowieka do organizacji stanowi predyktor satysfakcji z pracy, natomiast niedopasowanie jest potencjalnym stresorem. Problem badawczy dotyczył określenia związku między poziomem dopasowania człowieka do organizacji w zakresie strategii realizacji celów a zdrowiem psychicznym. Założono, że mediatorem tego związku jest satysfakcja z pracy. Materiał i metody: W badaniu wzięło udział 169 pracujących osób. Z wykorzystaniem kwestionariuszy sprawdzano osobowościowe i organizacyjne nastawienie regulacyjne oraz satysfakcję z pracy badanych. Wskaźniki zdrowia psychicznego zmierzono Kwestionariuszem Ogólnego Stanu Zdrowia (General Health Questionnaire -GHQ-28). Zależność zbadano przy pomocy analizy mediacyjnej w modelu regresji. Wyniki: Zgodnie z hipotezami zaobserwowano, że satysfakcja z pracy pośredniczy w związku między niedopasowaniem człowieka do organizacji w zakresie strategii realizacji celów a zdrowiem psychicznym (liczbą symptomów fizycznych, symptomów depresji, niepokoju i bezsenności oraz zaburzeń funkcjonowania). Wnioski: Wyniki badania wskazują na ważną rolę dopasowania do organizacji w zakresie sposobu realizowania celów. Wpływa ono nie tylko na satysfakcję z pracy, ale może również wiązać się ze zdrowiem psychicznym. Przeprowadzone badania potwierdzają zasadność formułowania celów zawodowych i strategii ich realizacji w sposób bardziej indywidualny i dostosowany do preferencji pracowników. Przy interpretacji wyników należy zachować ostrożność ze względu na nielosowo dobraną próbę badanych. Med. Pr. 2014;65(5):621-631 Słowa kluczowe: dopasowanie człowiek-organizacja, ukierunkowanie regulacyjne, cele, satysfakcja z pracy, zdrowie psychiczne, psychologia pracy Abstract Background: Person-organization (P-O) fit is a predictor of job satisfaction, and a misfit is a potential stressor. We aimed to examine the consequences of fit between a person and an organization in terms of goal-pursuit strategies. We tested whether job satisfaction mediates the relationship between regulatory fit and mental health. Material and Methods: Research was conducted in a group of 169 employees. They were asked to fill in questionnaires assessing their chronic work regulatory focus, organizational regulatory focus and job satisfaction. To measure mental well-being we administered the General Health Questionnaire (GHQ-28). We conducted mediation analysis in regression. Results: The results of the mediation analysis confirmed the mediating role of job satisfaction in the relation between regulatory focus misfit and physical and mental symptoms of distress. Conclusions:The results of this study point to the fact that P-O fit can relate to goal pursuit strategies. It influences not only job satisfaction, but also employees' health. The conclusions can be applied in the human resources management practices, e.g., it may serve as a useful argument to motivate employers to shape goals and strategies individually by managers, according to employees' preferences. The results should be interpreted with caution b...

Job crafting is beneficial for employees and organizations. To better predict these behaviors, we introduce the concept of job crafting self-efficacy (JCSE) and define it as an individual's beliefs about their capability to modify the demands and resources of their job to better fit their needs. This article describes the development and validation of a scale to measure JCSE. We conducted a qualitative study to design and four quantitative studies to test the psychometric properties of this scale among Polish and American employees in both paperand-pencil and online versions. Three independent (N 1 = 364; N 2 = 432; N 3 = 403) confirmatory factor analyses demonstrated a good fit to a 3-factor solution comprising JCSE beliefs about increasing (a) structural job resources, (b) social job resources, and (c) challenging job demands. The 9-item JCSE Scale had good internal consistency, high time stability, and good validity. It correlated positively with general self-efficacy. JCSE explained unique variance in job crafting behaviors over and above general self-efficacy, and was more important in predicting job crafting than contextual factors. We demonstrate the role of social cognitions in shaping job redesign behaviors and provide a useful tool to evaluate the effectiveness of interventions dedicated to empowering JCSE.