Daniel C. Feldman’s research while affiliated with University of Georgia and other places

While there has been considerable research on gender differences in core task performance, gender differences in organizational citizenship behavior (OCB) and counterproductive work behavior (CWB) have been largely ignored. Gender-consistent roles of females as being supportive would lead to the prediction that females engage in more OCB and less CWB than males. Using meta-analytic data gathered across 395 samples, we found several (weak) gender differences in CWB but none in OCB. We explain null and weak relationships from the perspective of social role theory, especially regarding males' roles being career-focused.

Previous research suggests that employees engage in voice behavior to reciprocate for the positive treatment they receive from employers, but less is known about individual differences in employees' willingness to engage in voice behavior to that end. The present study proposes that felt obligations to the organization relate more strongly to voice behavior when employees also have stronger preferences for job stability (rather than job mobility). We also propose that this two-way interaction will be further moderated by gender; specifically, males who feel strong obligations to reciprocate and have strong preferences for job stability are especially likely to engage in voice behavior. Data collected from 209 employees over an 8-month period support both the proposed two-way and three-way interaction effects. Thus, while the norm of reciprocity is widely held, the effects of felt obligations to employers on voice behavior also depend upon both gender differences and individual differences in preferences for job stability.

This study examines the criterion-related and incremental validity of ethical leadership (EL) with meta-analytic data. Across 101 samples published over the last 15 years (N = 29,620), we observed that EL demonstrated acceptable criterion-related validity with variables that tap followers' job attitudes, job performance, and evaluations of their leaders. Further, followers' trust in the leader mediated the relationships of EL with job attitudes and performance. In terms of incremental validity, we found that EL significantly, albeit weakly in some cases, predicted task performance, citizenship behavior, and counterproductive work behavior-even after controlling for the effects of such variables as transformational leadership, use of contingent rewards, management by exception, interactional fairness, and destructive leadership. The article concludes with a discussion of ways to strengthen the incremental validity of EL. (PsycINFO Database Record (c) 2014 APA, all rights reserved).

This study proposes that employees have to face a variety of obstacles over the course of their careers, each of which can create stress for employees and, in so doing, lower their subjective career success (SCS). Using a meta-analysis of 216 samples published over the past three decades (N = 94,090), we found that career hurdles associated with dispositional traits (e.g., low emotional stability), motivation (e.g., low work engagement), social networks (e.g. low supervisor support), and organizational and job support (e.g., job insecurity) were all significantly related to lower SCS. Counter to expectations, background-related hurdles (e.g., being female) and skill-related hurdles (e.g., lack of job changes and international experience) were not significantly related to SCS.

We develop a conceptual model, based on person-environment fit theory, which explains how employee age affects occupational strain and well-being. We begin by explaining how age directly affects different dimen-sions of objective and subjective P-E fit. Next, we illustrate how age can moderate the relationship between objective P-E fit and subjective P-E fit. Third, we discuss how age can moderate the relationships between P-E fit, on one hand, and occupational strain and well-being on the other. Fourth, we explain how age can impact occupational strain and well-being directly independent of P-E fit. The chapter concludes with implications for future research and practice.

Guided by conservation of resources theory, the present study examines six types of hurdles individuals face in their careers and how those hurdles impede the attainment of higher salaries. With a meta-analysis of 339 empirical studies conducted over the past 50 years, we observed that socio-demographic hurdles (e.g., being non-Caucasian), trait-related hurdles (e.g., low cognitive ability), motivational hurdles (e.g., being unwilling to relocate), skill-related hurdles (e.g., low levels of formal education), social environment hurdles (e.g., no mentors), and work environment hurdles (e.g., jobs with low control) all made it more difficult to command high salaries.

Guided by conservation of resources theory, we propose that both organizational and community embeddedness are associated with increased work-to-family conflict (WFC) and family to-work conflict (FWC), which in turn are associated with strain-related outcomes. Because stress can have both short-term and long-term consequences, we examined negative mood as an immediate reaction to stress and chronic insomnia as a longer-term reaction to stress. We examined these relationships in 2-career couples in both the United States (n = 416) and Singapore (n = 400). Results provided full support for the mediating effects of WFC and FWC in the U.S. sample, with only limited support for those mediating effects in the Singaporean sample. In addition, we found that the effects of community embeddedness on FWC were significantly stronger in the U.S. sample than in the Singaporean sample. (PsycINFO Database Record (c) 2014 APA, all rights reserved).

The authors propose that the firm’s organizational culture and climate influence the focus, content, delivery mode, and group dynamics of employees’ entry process. In turn, the firm’s socialization, orientation, and training (SOT) programs align individuals’ behaviors with unit-level practices and procedures, individuals’ behaviors with organizational values and beliefs, and unit-level goals with organizational-level outcomes. In addition, it examines how changes in the organization’s performance cycle back to create changes in the organization’s culture and climate, particularly when (a) the organization is unsuccessful in attracting and retaining its top-choice recruits; (b) poor firm performance leads to changes in senior leadership; (c) poor firm performance forces top management to deal with major environmental changes; and (d) poor firm performance motivates senior leadership to seek out additional information about competitor firms. The chapter concludes with directions for future research and implications for management practice.

Guided by socio-emotional selectivity theory, the article proposes 2 competing hypotheses regarding whether older workers react more or less positively to job autonomy than younger workers do. In a meta-analysis of 415 empirical samples, we observed that job autonomy was positively and significantly related to a wide variety of positive work outcomes (in both cross-sectional and longitudinal designs). The results provide partial support for each hypothesis. For example, the relationships of job autonomy to job self-efficacy and job performance were stronger for older workers, but the relationships of job autonomy to job satisfaction and affective commitment were weaker for older workers.