Journal of Applied Psychology Impact Factor & Information

Publisher: American Psychological Association

Journal description

Current impact factor: 4.31

Impact Factor Rankings

Additional details

5-year impact 6.85
Cited half-life 0.00
Immediacy index 0.41
Eigenfactor 0.03
Article influence 3.25
Other titles Journal of applied psychology (Online), Journal of applied psychology
ISSN 1939-1854
OCLC 50406022
Material type Document, Periodical, Internet resource
Document type Internet Resource, Computer File, Journal / Magazine / Newspaper

Publisher details

American Psychological Association

  • Pre-print
    • Author can archive a pre-print version
  • Post-print
    • Author can archive a post-print version
  • Conditions
    • Pre-print on a web-site
    • Pre-print must be labeled with date and accompanied with statement that paper has not (yet) been published
    • Copy of authors final peer-reviewed manuscript as accepted for publication
    • Post-print on author's web-site or employers server only, after acceptance
    • Publisher copyright and source must be acknowledged
    • Must link to APA journal home page or article DOI
    • Article must include the following statement: 'This article may not exactly replicate the final version published in the APA journal. It is not the copy of record.'
    • Publisher's version/PDF cannot be used
    • APA will submit NIH author articles to PubMed Central, after author completion of form
  • Classification
    ‚Äč green

Publications in this journal

  • [Show abstract] [Hide abstract]
    ABSTRACT: Prior research suggests that segregation in the U.S. workplace is on the rise (Hellerstein, Neumark, & McInerney, 2008); as such, leaders are more likely to lead groups of followers composed primarily of their own race (Elliot & Smith, 2001; Smith & Elliott, 2002). Drawing from theory on stigma-by-association, the authors posit that such segregated proximal social contexts (i.e., the leader's group of followers) can have detrimental effects on leader appraisals. Specifically, they argue that leaders of mostly Black follower groups experience stigmatization based on race stereotypic beliefs, which affects how they are viewed in the eyes of observers. The results of a large field study show performance evaluations generally tend to be lower when the proportion of Black followers is higher. Moreover, 3 experiments demonstrate that the impact of proximal social contexts extends to other outcomes (i.e., perceptions of market value and competency) but appears limited to those who are less internally and externally motivated to control their prejudice. Taken together, these findings explain how workplace segregation systematically can create a particular disadvantage for Black leaders. (PsycINFO Database Record (c) 2015 APA, all rights reserved).
    Journal of Applied Psychology 06/2015; DOI:10.1037/apl0000030
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    ABSTRACT: Energy is emerging as a topic of importance to organizations, yet we have little understanding of how energy can be useful at an interpersonal level toward achieving workplace goals. We present the results of 4 studies aimed at developing, validating, and testing the relational energy construct. In Study 1, we report qualitative insights from 64 individuals about the experience and functioning of relational energy in the workplace. Study 2 draws from 3 employee samples to conduct exploratory and confirmatory factor analyses on a measure of relational energy, differentiating relational energy from related constructs. To test the predictive validity of the new relational energy scale, Study 3 comprises data from employees rating the level of relational energy they experienced during interactions with their leaders in a health services context. Results showed that relational energy employees experienced with their leaders at Time 1 predicted job engagement at Time 2 (1 month later), while controlling for the competing construct of perceived social support. Study 4 shows further differentiation of relational energy from leader-member exchange (LMX), replicates the positive relationship between relational energy (Time 1) and job engagement (Time 2), and shows that relational energy is positively associated with employee job performance (Time 3) through the mechanism of job engagement. We discuss the theoretical implications of our findings and highlight areas for future research. (PsycINFO Database Record (c) 2015 APA, all rights reserved).
    Journal of Applied Psychology 06/2015; DOI:10.1037/apl0000032
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    ABSTRACT: The multifoci perspective of justice proposes that individuals tend to target their (in)justice reactions toward the perceived source of the mistreatment. Empirical support for target-specific reactions, however, has been mixed. To explore theoretically relevant reasons for these discrepant results and address unanswered questions in the multifoci justice literature, the present research examines how different justice sources might interactively predict target-specific reactions, and whether these effects occur as a function of moral identity. Results from a sample of North American frontline service employees (N = 314, Study 1) showed that among employees with lower levels of moral identity, low supervisor justice exacerbated the association between low customer justice and customer-directed sabotage, whereas this exacerbation effect was not observed among employees with higher levels of moral identity. This 3-way interaction effect was replicated in a sample of South Korean employees (N = 265, Study 2). (PsycINFO Database Record (c) 2015 APA, all rights reserved).
    Journal of Applied Psychology 06/2015; DOI:10.1037/apl0000034
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    ABSTRACT: Previous studies of newcomer socialization have underlined the importance of newcomers' information seeking for their adjustment to the organization, and the conflict literature has consistently reported negative effects of relationship conflict with coworkers. However, to date, no study has examined the consequences of relationship conflict on newcomers' information seeking. In this study, we examined newcomers' reactions when they have relationship conflict with their coworkers, and hence cannot obtain necessary information from them. Drawing upon belongingness theory, we propose a model that moves from breach of belongingness to its proximal and distal consequences, to newcomer information seeking, and then to task-related outcomes. In particular, we propose that 2 paths exist-1 coworker-centric and the other supervisor-centric-that may have simultaneous yet contrasting influence on newcomer adjustment. To test our model, we employ a 3-wave data collection research design with egocentric and Likert-type multisource surveys among a sample of new software engineers and their supervisors working in India. This study contributes to the field by linking the literatures on relationship conflict and newcomer information seeking and suggesting that despite conflict with coworkers, newcomers may succeed in organizations by building relationships with and obtaining information from supervisors. (PsycINFO Database Record (c) 2015 APA, all rights reserved).
    Journal of Applied Psychology 06/2015; DOI:10.1037/apl0000035
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    ABSTRACT: Social media are a broad collection of digital platforms that have radically changed the way people interact and communicate. However, we argue that social media are not simply a technology but actually represent a context that differs in important ways from traditional (e.g., face-to-face) and other digital (e.g., email) ways of interacting and communicating. As a result, social media is a relatively unexamined type of context that may affect the cognition, affect, and behavior of individuals within organizations. We propose a contextual framework that identifies the discrete and ambient stimuli that distinguish social media contexts from digital communication media (e.g., email) and physical (e.g., face-to-face) contexts. We then use this contextual framework to demonstrate how it changes more person-centered theories of organizational behavior (e.g., social exchange, social contagion, and social network theories). These theoretical insights are also used to identify a number of practical implications for individuals and organizations. This study's major contribution is creating a theoretical understanding of social media features so that future research may proceed in a theory-based, rather than platform-based, manner. Overall, we intend for this article to stimulate and broadly shape the direction of research on this ubiquitous, but poorly understood, phenomenon. (PsycINFO Database Record (c) 2015 APA, all rights reserved).
    Journal of Applied Psychology 06/2015; DOI:10.1037/a0039244
  • [Show abstract] [Hide abstract]
    ABSTRACT: Studies of innovative behavior (the generation, dissemination, and implementation of new ideas) have generally overlooked the agency perspective on this important type of performance behavior. Guided by social-cognitive theory, we propose a moderated mediation relationship to explain why and how employees become motivated to make things happen through their innovative endeavors. First, we propose that within-individual increases in organizational trust and perceived respect by colleagues promote within-individual increases in creative, persuasion, and change self-efficacy over time. Second, we propose that within-individual increases in self-efficacy beliefs promote within-individual increases in idea generation, dissemination, and implementation over time. Finally, we propose that psychological collectivism (a between-individual variable) is a moderator, and that a higher level of psychological collectivism weakens the positive relationship between within-individual increases in self-efficacy beliefs and within-individual increases in innovative behavior. Repeated measures collected from 267 employees in Italy at 3 time points over an 8-month period generally support our proposed dynamic moderated mediation relationship. (PsycINFO Database Record (c) 2015 APA, all rights reserved).
    Journal of Applied Psychology 06/2015; DOI:10.1037/apl0000029
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    ABSTRACT: This manuscript uses item response theory (IRT) to estimate item characteristics of the Conditional Reasoning Test of Aggression (CRT-A). Using a sample size of 5,511 respondents, the present analysis provides an accurate assessment of the capability of the CRT-A to measure latent aggression. The one-parameter logistic (1PL) model, two-parameter logistic (2PL) model, and three-parameter logistic (3PL) model are compared before the item analysis. Results suggest that the 2PL model is the most appropriate dichotomous IRT model for describing the item characteristics of the CRT-A. Potential multdimensionality in the CRT-A is also examined. Results suggest that CRT-A items work as theoretically intended, with the probability of selecting an aggressive response increasing with latent trait levels. Information curves indicate that the CRT-A is best suited for use with individuals who are high on latent aggression. Exploratory analyses include an examination of polytomous IRT models and DIF comparing student and employee respondents. The results have implications for future research using the CRT-A as well as the identification of populations appropriate for measurement using this assessment tool. (PsycINFO Database Record (c) 2015 APA, all rights reserved).
    Journal of Applied Psychology 05/2015; DOI:10.1037/apl0000026
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    ABSTRACT: Performance-prove goal orientation affects performance because it drives people to try to outperform others. A proper understanding of the performance-motivating potential of performance-prove goal orientation requires, however, that we consider the question of whom people desire to outperform. In a multilevel analysis of this issue, we propose that the shared team identification of a team plays an important moderating role here, directing the performance-motivating influence of performance-prove goal orientation to either the team level or the individual level of performance. A multilevel study of salespeople nested in teams supports this proposition, showing that performance-prove goal orientation motivates team performance more with higher shared team identification, whereas performance-prove goal orientation motivates individual performance more with lower shared team identification. Establishing the robustness of these findings, a second study replicates them with individual and team performance in an educational context. (PsycINFO Database Record (c) 2015 APA, all rights reserved).
    Journal of Applied Psychology 05/2015; DOI:10.1037/a0038888
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    ABSTRACT: Fundamental to the definition of abusive supervision is the notion that subordinates are often victims of a pattern of mistreatment (Tepper, 2000). However, little research has examined the processes through which such destructive relational patterns emerge. In this study, we draw from and extend the multimotive model of reactions to interpersonal threat (Smart Richman & Leary, 2009) to formulate and test hypotheses about how employees' emotional and behavioral responses may ameliorate or worsen supervisors' abuse. To test this model, we collected 6 waves of data from a sample of 244 employees. Results revealed reciprocal relationships between abusive supervision and both supervisor-directed counterproductive behavior and supervisor-directed avoidance. Whereas the abusive supervision-counterproductive behavior relationship was partially driven by anger, the abusive supervision-avoidance relationship was partially mediated by fear. These findings suggest that some may find themselves in abusive relationships, in part, because their own reactions to mistreatment can, perhaps unknowingly, reinforce abusive behavior. (PsycINFO Database Record (c) 2015 APA, all rights reserved).
    Journal of Applied Psychology 05/2015; DOI:10.1037/apl0000031
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    ABSTRACT: Strategic human resources management (SHRM) scholars recently have suggested that high-performance work practices (HPWP) implementation might serve as a critical mediator between HPWP and workplace outcomes. This study proposes and tests a model that positions line managers' perceptions regarding the extent to which they implement their organization's HPWP as a mediator of relations between HPWP and employee attitudes (i.e., turnover intentions and participative decision-making perceptions) and behavior (i.e., job performance). Using data from 507 line managers and 109 matched line manager-subordinate response sets, the results suggest that line managers' HPWP implementation perceptions fully mediate relations between HPWP and employee outcomes. The authors also found that line managers' human resources competency and political skill affect their HPWP implementation perceptions. Overall, these findings contribute to a more informed understanding of relationships between HPWP and work outcomes and suggest that additional SHRM research is needed to better understand whether and how HPWP are implemented. (PsycINFO Database Record (c) 2015 APA, all rights reserved).
    Journal of Applied Psychology 05/2015; DOI:10.1037/apl0000024
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    ABSTRACT: Territorial marking allows people to communicate that a territory has been claimed. Across 2 studies, we examine the impact of territorial marking of one's ideas on others' invited creativity when asked to provide feedback. Integrating research on territoriality and self-construal, we examine the effect of control-oriented marking on invited creativity (Study 1), and the extent to which an independent versus interdependent self-construal moderates this effect (Study 2). Results of Study 1 demonstrate that the use of control-oriented marking to communicate a territorial claim over one's ideas inhibits invited creativity, and this effect is mediated by intrinsic motivation. Also consistent with our hypotheses, the results of Study 2 show that self-construal moderates the effect of control-oriented marking on others' intrinsic motivation and creativity. Marking diminishes invited creativity among people with an independent self-construal but serves to enhance the creativity of those with an interdependent self-construal. Consistent with Study 1, intrinsic motivation mediates this moderated effect. Our results highlight the important but heretofore understudied role of territoriality in affecting others' creativity as well as the role of independent versus interdependent self-construal in shaping this effect. (PsycINFO Database Record (c) 2015 APA, all rights reserved).
    Journal of Applied Psychology 05/2015; DOI:10.1037/a0039254
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    ABSTRACT: According to national surveillance statistics, over 3 million employees are injured each year; yet, research indicates that these may be substantial underestimates of the true prevalence. The purpose of the current project was to empirically test the hypothesis that organizational safety climate and transactional supervisor safety leadership would predict the extent to which accidents go unreported by employees. Using hierarchical linear modeling and survey data collected from 1,238 employees in 33 organizations, employee-level supervisor safety enforcement behaviors (and to a less consistent extent, organizational-level safety climate) predicted employee accident underreporting. There was also a significant cross-level interaction, such that the effect of supervisor enforcement on underreporting was attenuated in organizations with a positive safety climate. These results may benefit human resources and safety professionals by pinpointing methods of increasing the accuracy of accident reporting, reducing actual safety incidents, and reducing the costs to individuals and organizations that result from underreporting. (PsycINFO Database Record (c) 2015 APA, all rights reserved).
    Journal of Applied Psychology 04/2015; DOI:10.1037/a0039195
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    ABSTRACT: Little is known about how discrimination manifests before individuals formally apply to organizations or how it varies within and between organizations. We address this knowledge gap through an audit study in academia of over 6,500 professors at top U.S. universities drawn from 89 disciplines and 259 institutions. In our experiment, professors were contacted by fictional prospective students seeking to discuss research opportunities prior to applying to a doctoral program. Names of students were randomly assigned to signal gender and race (White, Black, Hispanic, Indian, Chinese), but messages were otherwise identical. We hypothesized that discrimination would appear at the informal "pathway" preceding entry to academia and would vary by discipline and university as a function of faculty representation and pay. We found that when considering requests from prospective students seeking mentoring in the future, faculty were significantly more responsive to White males than to all other categories of students, collectively, particularly in higher-paying disciplines and private institutions. Counterintuitively, the representation of women and minorities and discrimination were uncorrelated, a finding that suggests greater representation cannot be assumed to reduce discrimination. This research highlights the importance of studying decisions made before formal entry points into organizations and reveals that discrimination is not evenly distributed within and between organizations. (PsycINFO Database Record (c) 2015 APA, all rights reserved).
    Journal of Applied Psychology 04/2015; DOI:10.1037/apl0000022
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    ABSTRACT: Employees are likely to speak up if they perceive high efficacy and low risk associated with such behavior, that is, if they perceive voice is socially desirable. Drawing on socially desirable responding (SDR) theory, we reason that individual value on power distance and supervisory delegation are related to the agentic motive for SDR, and that these 2 factors interact to influence employees' perceived efficacy of voice. We also identify individual value on superficial harmony and group voice climate, which are both relevant to the communal motive for SDR, jointly affect perceived risk of voice. Furthermore, by influencing perceived efficacy and perceived risk, these interactive forces would be differentially related to promotive versus prohibitive voice. Data from 66 middle managers and 262 of their direct reports in 5 high-tech firms provide considerable support for our hypothesized moderated mediation model. Supervisory delegation weakens the negative relationship between power distance and perceived efficacy of promotive voice, and the indirect relationship between power distance and promotive voice via perceived efficacy. In contrast, group voice climate weakens the positive relationship between superficial harmony and perceived risk of prohibitive voice, which mediates the indirect relationship between superficial harmony and prohibitive voice. We discuss the theoretical and practical implications of our findings in organizational settings. (PsycINFO Database Record (c) 2015 APA, all rights reserved).
    Journal of Applied Psychology 04/2015; DOI:10.1037/a0039046