No abstract

As a component of overall employee performance, adaptive performance refers to the ability of an individual to change his or her behaviour to meet the demands of a new environment. The concept is relevant to firms that face especially complex and volatile business conditions. Research and practice have been hampered by a general lack of a widely available, psychometrically sound, multidimensional scale of adaptive performance that is applicable across a wide range of job contexts. Using both qualitative and quantitative methods, we develop and evaluate a 19‐item scale measuring five dimensions of adaptive performance. Copyright © 2012 ASAC. Published by John Wiley & Sons, Ltd.

Using a latent growth modeling (LGM) approach, this paper examines the trajectories of change in role stressors (ambiguity, conflict, and overload), job attitudes (affective commitment and job satisfaction), and turnover intention and psychological well-being among neophyte newcomers, as well as the relationships among these changes. Based on a sample of 170 university alumni surveyed three times during the first months of employment, we found that role conflict and role overload increased, affective commitment and job satisfaction declined, and turnover intention increased over the course of the study. Role ambiguity and well-being did not change. The initial levels of affective commitment, job satisfaction, and well-being were positively related to the increase in role overload, while the initial level of turnover intention was related to a reduced increase in role overload over time. We also found that the increase in role overload and role conflict was associated with a decline in affective commitment and job satisfaction, respectively, and that the decrease in affective commitment and satisfaction was related to an increase in turnover intention. We discuss the implications of these finding

SummaryThis study applied the theoretical framework based on expectancy and discrepancy theories to examine how the elements of total compensation might in¯uence work motivation and job satisfaction. The principal dimensions of total compensation that give rise to distinct reactions among employees were examined. Two samples of employees, 269 exempt employees and 297 nonexempt employees, were studied separately in order to identify the dierences of reaction between these two groups. The relationships between the elements of total compensation, work motivation and job satisfaction were analysed by a structural equations model with LISREL VII. Proposals were developed to predict the conditions of compensation eciency on work motivation and job satisfaction in the cultural context of employment in France. The three principal conclusions of the study were: (1) under certain conditions, individualized compensation of exempt employees can be a factor of work motivation; (2)¯exible pay of nonexempt employees neither motivates nor increases job satisfaction; (3) bene®ts of exempt and nonexempt employees neither motivate nor increase job satisfaction.

Theory and conventional wisdom suggest that progressive reduction of feedback-seeking behavior (FSB) during entry is indicative of work adjustment. We argue that a downside of this process is that newcomers' social integration and acculturation may be weakened. This suggests declining levels of FSB may result in decreased organizational commitment across time and ultimately greater turnover likelihood. These predictions were examined in two longitudinal studies (Study 1: N = 158; Study 2: N = 170) among newcomers. In both studies, FSB by supervisor inquiry was found to decline across time, and the decrease in FSB preceded a steeper decline in affective organizational commitment. In Study 1, the decline of commitment also resulted in a steeper decrease in FSB. Study 2 further found the decline in commitment to mediate the relationship between the decrease in FSB and increased turnover intention. Finally, increased turnover intention mediated the relationship between the decline in commitment and increased turnover the following year. Bridging research on FSB and organizational commitment, these findings shed new light on the influence of the dynamics of FSB on newcomer turnover.