Journal of Applied Psychology Impact Factor & Information

Publisher: American Psychological Association

Current impact factor: 4.31

Impact Factor Rankings

Additional details

5-year impact 6.85
Cited half-life >10.0
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
    • Authors' pre-print on a web-site
    • Authors' 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
    • Authors' post-print on author's web-site, employers server or institutional repository, 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

Publications in this journal

  • [Show abstract] [Hide abstract]
    ABSTRACT: Group diversity research often focuses on objective diversity, or the actual compositional attributes of the group (e.g., differences in sex or functional background), and its impact on group processes and performance. More recently, diversity researchers have called for consideration of group members' perceptions of diversity, or their subjective understanding of differences within their group, because these perceptions have important effects on group outcomes. In fact, research has indicated only a modest correlation between objective and perceived diversity. Although the subjective nature of group diversity has important implications for group outcomes, we are still unclear about why and when perceived diversity diverges from objective diversity. In this article, I examine the role of identity motives, or motives that guide self-definition, in shaping member's perceptions of themselves and their group's composition. I argue that group members want to balance their needs for belonging and distinctiveness, but high levels of objective differences make them feel too distinct whereas low levels of objective differences makes them feel too deindividuated. Individual differences in the need to belong and be distinct further influence the degree to which these motives are satisfied. In turn, when these motives are unsatisfied, they will affect members' perceptions of differences. The presented theory helps to explain the discrepancy between objective differences and members' perceptions of differences, and ultimately helps integrate opposing findings in the diversity literature. (PsycINFO Database Record (c) 2015 APA, all rights reserved).
    Journal of Applied Psychology 08/2015; DOI:10.1037/apl0000051
  • [Show abstract] [Hide abstract]
    ABSTRACT: In this study, we examined how leaders' customer interactions influence their tendency to abuse their followers. Specifically, we drew from ego-depletion theory to suggest that surface acting during customer interactions depletes leaders of their self-control resources, resulting in elevated levels of abusive supervision. Furthermore, we hypothesized that the effect of surface acting on abusive supervision is moderated by leaders' trait self-control, such that leaders with high trait self-control will be less affected by the depleting effects of surface acting than their peers. Results from a multiwave, multisource leader-follower dyad study in the service and sales industries provided support for our hypotheses. This research contributes to several literatures, particularly to an emerging area of study-the antecedents of leaders' abusive behaviors. (PsycINFO Database Record (c) 2015 APA, all rights reserved).
    Journal of Applied Psychology 07/2015; DOI:10.1037/apl0000043
  • [Show abstract] [Hide abstract]
    ABSTRACT: This paper draws on life stage theory, ethnographic research conducted in the service sector, and evidence for secondary segmentation within the low-wage/low-skill labor force to offer evidence that social bond development with coworkers can help reduce the high rate of turnover observed in low-wage/low-skill service work. Contrary to the belief that these employees will leave before social ties can develop, constituent attachment was found to be the only significant predictor of turnover in 2 samples of front-line service workers in a casual dining, national restaurant chain after controlling for other aspects of work that can create a sense of attachment to a job, and other job attitudes, such as satisfaction and commitment. However, the effect was dependent on developmental life stage. Constituent attachment reduced turnover among workers classified as emerging adults, whereas constituent attachment did little to affect turnover among nonemerging adults. Implications of the results are discussed with respect to the value of considering segmentation in future research on turnover in the service sector and the use of life stage theory for understanding the leaving behavior of workers in different stages of adulthood. (PsycINFO Database Record (c) 2015 APA, all rights reserved).
    Journal of Applied Psychology 06/2015; DOI:10.1037/apl0000028
  • [Show abstract] [Hide abstract]
    ABSTRACT: In this article we offer a new perspective to the study of negative behavioral contagion in organizations. In 3 studies, we investigate the contagion effect of rudeness and the cognitive mechanism that explains this effect. Study 1 results show that low-intensity negative behaviors like rudeness can be contagious, and that this contagion effect can occur based on single episodes, that anybody can be a carrier, and that this contagion effect has second-order consequences for future interaction partners. In Studies 2 and 3 we explore in the laboratory the cognitive mechanism that underlies the negative behavioral contagion effect observed in Study 1. Specifically, we show that rudeness activates a semantic network of related concepts in individuals' minds, and that this activation influences individual's hostile behaviors. In sum, in these 3 studies we show that just like the common cold, common negative behaviors can spread easily and have significant consequences for people in organizations. (PsycINFO Database Record (c) 2015 APA, all rights reserved).
    Journal of Applied Psychology 06/2015; DOI:10.1037/apl0000037
  • [Show abstract] [Hide abstract]
    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
  • [Show abstract] [Hide abstract]
    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