Summary Given the common use of self‐ratings and other‐ratings (e.g., supervisor or coworker) of organizational citizenship behavior (OCB), the purpose of this meta‐analysis was to evaluate the extent to which these rating sources provide comparable information. The current study's results provided three important lines of evidence supporting the use and construct‐related validity of self‐rated OCB. The meta‐analysis of mean differences demonstrated that the mean difference in OCB ratings is actually quite small between self‐ and other‐raters. Importantly, the difference between self‐ and other‐raters was influenced by neither the response scale (i.e., agreement vs. frequency) nor the use of antithetical/reverse‐worded items on OCB scales. The meta‐analysis of correlations showed that self‐ and other‐ratings are moderately correlated but that self–other convergence is higher when antithetical items are not used and when agreement response scales are used. In addition, self‐ratings and supervisor‐ratings showed significantly more convergence than self‐ratings and coworker‐ratings. Finally, an evaluation of self‐rated and other‐rated OCB nomological networks showed that although self‐rated and other‐rated OCBs have similar patterns of relationships with common correlates, other‐rated OCB generally contributed negligible incremental variance to correlates and only contributed appreciable incremental variance to other‐rated behavioral variables (e.g., task performance and counterproductive work behavior). Implications and future research directions are discussed, particularly regarding the need to establish a nomological network for other‐rated OCB. Copyright © 2013 John Wiley & Sons, Ltd.

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Impression management (IM) refers to behaviors employees use to create and maintain desired images in the workplace. Prior studies have shown that the successful use of IM relates to a number of important outcomes for employees (e.g., higher performance evaluations), but this work has tended to compare IM usage between individuals, ignoring the fact that employees likely adjust their use of IM depending on the situations they face at work on a given day. In this paper, we argue that managing impressions on a daily basis can be draining, thereby leaving employees susceptible to the temptation to engage in subsequent harmful behaviors at work. To better understand the nature and within-person consequences of IM, we examine the daily use of two supervisor-focused IM tactics-ingratiation and self-promotion-among 75 professionals in China over the course of two work weeks. Our results indicate that there is significant within-person variance in employees' use of ingratiation and self-promotion aimed at supervisors. Moreover, our findings suggest that the use of ingratiation, but not self-promotion, depletes employees' self-control resources. In the case of ingratiation, this depletion is positively associated with employee deviance, and the indirect effect is stronger among employees with low political skill. Overall, this research contributes to our understanding of the dynamic, within-person nature of IM, the consequences of IM for employees, and the dark side of IM for organizations. (PsycINFO Database Record (c) 2018 APA, all rights reserved).

Service providers who are Black tend to be evaluated less favorably than those who are White, hindering opportunities for advancement. We propose that the Black-White racial disparity in service performance evaluations is due to occupational-racial stereotype incongruence for interpersonal warmth and that more emotional labor is necessary from Blacks to reduce this incongruence. A pilot study manipulating employee race and occupation confirmed warmth and person-occupation fit judgments are lower for an otherwise equal Black than White service provider. We then demonstrate the racial disparity in service performance is due to interpersonal warmth differences in an experimental study with participants evaluating videos of retail clerks (Study 1) and a multisource field study of grocery clerks with supervisor-rated judgments (Study 2). Furthermore, White service providers are rated highly regardless of emotional labor, but performing more emotional labor (i.e., amplifying positive expressions) is necessary for Black providers to increase warmth judgments and reduce the racial disparity. In other words, Black providers are held to a higher standard where they must “fake it to make it” in service roles. We discuss implications for stereotype fit and expectation states theory, emotional labor, and service management.

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