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The authors conducted five studies to examine the interactive effects of hurricane-induced job stress and perceived resources on job satisfaction, job tension, and work effort. The authors hypothesized that heightened hurricane-induced job stress would increase adverse reactions for those with fewer perceived resources. Conversely, the authors expected higher levels of perceived resources to neutralize these effects. Results support the hypothesis across studies. Interestingly, job satisfaction improved for those with high levels of perceived resources as hurricane-induced job stress increased in two studies. The authors discuss theoretical implications for traumatic and general stress research, as well as practice, and provide directions for future research.

This research reports the findings of three studies (involving a total of five samples) developed to explore the nonlinear relationships of organizational politics perceptions with practically and theoretically relevant work outcomes. Study 1 hypothesized a nonlinear relationship between organizational politics perceptions and job satisfaction. In Sample 1 of this study, a nonlinear relationship was identified, best depicted as an inverted-U form, and Sample 2 replicated this finding. Study 2 hypothesized a U-shaped relationship between politics perceptions and job tension, which was identified in Sample 3 and corroborated in Sample 4. In a single-sample investigation (i.e., Sample 5), Study 3 extended nonlinear conceptualizations by considering moderation (i.e., in the form of perceived resources) and, thus, the possibility of restricted nonlinearity. Results indicated that politics perceptions demonstrated a nonlinear association with job tension (i.e., U-shaped form) only for those with fewer perceived resources. For those with higher levels of perceived resources, no relationship between politics perceptions and job tension existed. Implications of these findings for scholarship and practice are offered.

Purpose – Given the entitlement and job mobility associated with Generation Y, the purpose of this paper is to investigate the moderating effects of psychological entitlement and tenure on the felt accountability-job satisfaction relationship. Design/methodology/approach – Survey data from a sample of resident assistants were examined using hierarchical moderated regression analysis. Findings – Entitled employees responded to accountability favorably, demonstrating lower job satisfaction than non-entitled employees when accountability was low, but nearly equal levels when accountability was high. All participants reported higher job satisfaction when job tenure was lower, but entitlement-driven satisfaction differences were observed only when accountability was low. Research limitations/implications – Cross-sectional data warrants longitudinal replication to establish causation and to give insight into how much time must pass before accountability begins to reduce the negative effects of entitlement. Practical implications – Findings suggest that managerial tactics that increase employees’ felt accountability could reduce the negative impact of psychological entitlement on job attitudes and related outcomes. Originality/value – Using a unique sample of Generation Y employees, the results provide an indication of how supervisors from earlier generations can improve the workplace attitudes of younger workers.