Sandy J Wayne
Biographic Data
| ID | 3611038 |
|---|---|
| NAME | Sandy J Wayne |
| GIVEN NAMES | Sandy J |
| FAMILY NAME | Wayne |
| SIGNATURE | WAYNE S J |
| AFFILIATIONS | University of Illinois Chicago |
| VERIFIED | No |
| TOTAL WORKS | 27 |
| TOTAL CITATIONS | 191 |
| AUTHOR COUNT | 27 |
| EDITOR COUNT | 0 |
| FIRST PUBLICATION YEAR | 1987 |
| LATEST PUBLICATION YEAR | 2024 |
| H-INDEX | 6 |
Relaxing into differences and energizing into differences: How group‐based play enables demographically diverse adults to co‐create a climate of psychological safety
Psychological safety is a beneficial social‐psychological state that promotes positive outcomes in the workplace, such as greater information sharing and enhanced organizational learning. Yet, how psychological safety dynamically develops as a process in groups generally and in demographically diverse groups particularly is understudied. Moreover, there is an insufficient understanding of how peer group members—group members who are not the leade…
The roller coaster of happiness: An investigation of interns' happiness variability, LMX, and job-seeking goals
The ripple effect: A spillover model of the detrimental impact of work–family conflict on job success
Exploring the role of both the employee and supervisor, we tested a model of how cognition‐based work‐to‐family conflict manifests itself in the workplace, impacting employee job success. Based on conservation of resources theory and the concept of loss spirals, we hypothesized that when an employee's work interferes with family demands, the resulting work‐to‐family conflict spills over to the work domain via employee emotional exhaustion. We fur…
Self and senior executive perceptions of fit and performance: A time-lagged examination of newly-hired executives
Drawing on the person–organization fit literature and person-categorization theory, we proposed that new executive performance depends on both their self-perceptions as well as their fit as seen by senior executives. Using three-phased, multisource data from newly-hired executives of a Fortune 500 pharmaceutical company across their first six months on the job, we found that senior executive pre-entry person–organization fit expectations of their…
Job engagement, perceived organizational support, high‐performance human resource practices, and cultural value orientations: A cross‐level investigation
Drawing on social exchange theory, we developed and tested a cross‐level model of organizational‐level predictors of job engagement. Specifically, we examined the impact of high‐performance human resource (HR) practices on employee engagement and work outcomes. Based on a sample of 605 employees, their immediate supervisors, and HR managers from 130 companies, our results indicated that high‐performance HR practices were directly related to job e…
Servant Leadership
Servant leadership was first introduced in 1970, but was slow to attract the attention of academic researchers until recently. Today research on servant leadership is being conducted at an accelerated pace. Psychometrically sound measures are available, and servant leadership has passed the test of showing incremental validity after controlling for the two most widely studied approaches to leadership, leader-member exchange, and transformational …
Idiosyncratic deals in contemporary organizations: A qualitative and meta‐analytical review
Idiosyncratic deals (i‐deals) research focuses on the emergence of customized work arrangements employees negotiate with their employers. This article provides a critical review and synthesis of i‐deals research, combining a qualitative review of i‐deals theory and research with a supplementary meta‐analysis of 23 empirical studies ( k = 27 samples, N = 8110 individuals). The qualitative review examines the conceptualization and measurement of i‐…
A Trickle‐down Model of Abusive Supervision
Much of the abusive supervision research has focused on the supervisor–subordinate dyad when examining the effects of abusive supervision on employee outcomes. Using data from a large multisource field study, we extend this research by testing a trickle‐down model of abusive supervision across 3 hierarchical levels (i.e., managers, supervisors, and employees). Drawing on social learning theory and social information processing theory, we find gen…
Antecedents and outcomes of organizational support for development: The critical role of career opportunities.
This study examines antecedents and behavioral outcomes of employees' perceptions of organizational support for development. We first propose that employees' past participation in formal developmental activities and experience with developmental relationships positively relate to their perceptions of organizational support for development. We then propose that perceived career opportunity within the organization moderates the relationship between…
Not All Responses to Breach are the Same: The Interconnection of Social Exchange and Psychological Contract Processes in Organizations
We examine psychological contract breach and violation as they occur within social exchange relationships to account for employee outcomes. Results of a longitudinal study suggest that contract breach partially mediated the effects of POS and LMX (Time 1) on turnover intentions (Time 2). POS and LMX (Time 1) moderated the relationship between breach and violation (Time 2). Violation fully mediated the effects of breach on commitment and trust and…
The Impact of Psychological Contract Breach on Work‐related Outcomes: A Meta‐analysis
A meta‐analysis was conducted to examine the influence of psychological contract breach on 8 work‐related outcomes. Breach was related to all outcomes except actual turnover. Based on affective events theory, we developed a causal model integrating breach, affect (violation and mistrust), attitude (job satisfaction, organizational commitment, and turnover intentions), and individual effectiveness (actual turnover, organizational citizenship behav…
Leader-member exchange, differentiation, and task interdependence: Implications for individual and group performance
We investigated the effects of leader-member exchange (LMX) differentiation on individual and group performance with a sample of 120 work groups consisting of 834 employees who represented six different organizations. LMX differentiation was defined as the degree of variability in the quality of LMX relationships formed within work groups. Hierarchical Linear Modeling (HLM) results did not indicate support for a main effect of LMX differentiation…
The dual commitments of contingent workers: An examination of contingents' commitment to the agency and the organization
A model based on social exchange theory was developed to examine antecedents and consequences of contingent workers' commitment to their agencies and their client companies. In terms of antecedents, it was hypothesized that organization (client) procedural justice would be positively related to perceived organizational support (client), which in turn would be positively related to commitment to the client organization. Similarly, we proposed that…
Understanding Social Loafing: The Role of Justice Perceptions and Exchange Relationships
We proposed that the social exchange relationships individuals form in the workplace would mediate the relation between perceptions of interactional and distributive justice and social loafing. Specifically, we argued that both leader-member exchanges (LMX) and team-member exchanges (TMX) would mediate the relation between interactional justice and social loafing, and that LMX would mediate the relation between distributive justice and social loa…
The role of fair treatment and rewards in perceptions of organizational support and leader-member exchange.
This study examined a model of the antecedents and consequences of perceived organizational support (POS) and leader-member exchange (LMX). It was predicted that organizational justice (procedural and distributive justice) and organizational practices that provide recognition to the employee (feelings of inclusion and recognition from upper management) would influence POS. For LMX, it was predicted that leader reward (distributive justice and con…
Sources of Support and Expatriate Performance: The Mediating Role of Expatriate Adjustment
This study examined the role of 3 sources of support in facilitating expatriate adjustment and performance. A model was developed that examined the effects of perceived organizational support (POS), leader‐member exchange (LMX), and spousal support on expatriates' adjustment to work, the country, and interacting with foreign nationals. In turn, it was expected that expatriate adjustment would influence expatriate task performance and contextual p…
An examination of the mediating role of psychological empowerment on the relations between the job, interpersonal relationships, and work outcomes.
A field investigation of 337 employees and their immediate superiors tested the mediating role of empowerment in relations between job characteristics, leader-member exchange (LMX), team-member exchange (TMX), and work outcomes. The meaning and competence dimensions of empowerment mediated the relation between job characteristics and work satisfaction. The meaning dimension also mediated the relation between job characteristics and organizational…
The role of human capital, motivation and supervisor sponsorship in predicting career success
Based on Turner's (1960) contest- and sponsored-mobility systems, a comprehensive model of the determinants of career success was examined. Human capital and motivational variables represented the contest-mobility system whereas leader–member exchange and supervisor career mentoring represented the sponsored-mobility system. Results based on data from 245 supervisor–subordinate dyads indicated limited support for the contest-mobility system and s…
Task Interdependence as a Moderator of the Relation Between Group Control and Performance
Data were collected from the managers of 77 groups in a large service organization and a large manufacturing organization. The results revealed that the relation between group control over decision making and group performance became more positive with increased levels of task interdependence. The main implication of the findings is that increasing group control over decisions may result in high performance only for groups that are highly task in…
An examination of automatic vs. controlled information processing in the employment interview: The case of minority applicants
Developing Leader-Member Exchanges: The Influence of Gender and Ingratiation
A longitudinal study on the early development of leader-member exchanges.
All in-text\treferences\tunderlined\tin\tblue\tare\tlinked\tto\tpublications\ton\tResearchGate, letting you\taccess\tand\tread\tthem\timmediately.
Commitment and employee behavior: Comparison of affective commitment and continuance commitment with perceived organizational support.
The social exchange view of commitment (R. Eisenberger, R. Huntington, S. Hutchison, & D. Sowa, 1986) suggests that employees' perceptions of the organization's commitment to them (perceived organizational support, or POS) creates feelings of obligation to the employer, which enhances employees' work behavior. The authors addressed the question of whether POS or the more traditional commitment concepts of affective commitment (AC) and continuance…
The Effects of Leader-Member Exchange on Employee Citizenship and Impression Management Behavior
A field study was conducted to examine the relationship between leader-member exchange (LMX) and two types of employee behavior: citizenship behavior and impression management. One form of citizenship behavior, altruism, and one form of impression management, other-focused were significantly related to LMX. Implications of the results are discussed
Extending Game Theoretic Propositions About Slack and Scarcity in Managerial Decision Making
Game theory proposes that slack makes mean (noncooperative) games kinder (more cooperative) and kind (cooperative) games meaner (less cooperative), while scarcity produces the opposite effects. But, organizational situations generally involve mixtures of kindness (cooperation) and meanness (conflict). A 2 x 2 x 2 mixed motive decision-making experiment varied slack, certainty, and political influence. Results indicate that, when there is slack, k…
Leader-member exchange, differentiation, and task interdependence: Implications for individual and group performance
We investigated the effects of leader-member exchange (LMX) differentiation on individual and group performance with a sample of 120 work groups consisting of 834 employees who represented six different organizations. LMX differentiation was defined as the degree of variability in the quality of LMX relationships formed within work groups. Hierarchical Linear Modeling (HLM) results did not indicate support for a main effect of LMX differentiation…
The Effects of Leader-Member Exchange on Employee Citizenship and Impression Management Behavior
A field study was conducted to examine the relationship between leader-member exchange (LMX) and two types of employee behavior: citizenship behavior and impression management. One form of citizenship behavior, altruism, and one form of impression management, other-focused were significantly related to LMX. Implications of the results are discussed
Idiosyncratic deals in contemporary organizations: A qualitative and meta‐analytical review
Idiosyncratic deals (i‐deals) research focuses on the emergence of customized work arrangements employees negotiate with their employers. This article provides a critical review and synthesis of i‐deals research, combining a qualitative review of i‐deals theory and research with a supplementary meta‐analysis of 23 empirical studies ( k = 27 samples, N = 8110 individuals). The qualitative review examines the conceptualization and measurement of i‐…
Job engagement, perceived organizational support, high‐performance human resource practices, and cultural value orientations: A cross‐level investigation
Drawing on social exchange theory, we developed and tested a cross‐level model of organizational‐level predictors of job engagement. Specifically, we examined the impact of high‐performance human resource (HR) practices on employee engagement and work outcomes. Based on a sample of 605 employees, their immediate supervisors, and HR managers from 130 companies, our results indicated that high‐performance HR practices were directly related to job e…
Understanding Social Loafing: The Role of Justice Perceptions and Exchange Relationships
We proposed that the social exchange relationships individuals form in the workplace would mediate the relation between perceptions of interactional and distributive justice and social loafing. Specifically, we argued that both leader-member exchanges (LMX) and team-member exchanges (TMX) would mediate the relation between interactional justice and social loafing, and that LMX would mediate the relation between distributive justice and social loa…
Task Interdependence as a Moderator of the Relation Between Group Control and Performance
Data were collected from the managers of 77 groups in a large service organization and a large manufacturing organization. The results revealed that the relation between group control over decision making and group performance became more positive with increased levels of task interdependence. The main implication of the findings is that increasing group control over decisions may result in high performance only for groups that are highly task in…
The ripple effect: A spillover model of the detrimental impact of work–family conflict on job success
Exploring the role of both the employee and supervisor, we tested a model of how cognition‐based work‐to‐family conflict manifests itself in the workplace, impacting employee job success. Based on conservation of resources theory and the concept of loss spirals, we hypothesized that when an employee's work interferes with family demands, the resulting work‐to‐family conflict spills over to the work domain via employee emotional exhaustion. We fur…
The dual commitments of contingent workers: An examination of contingents' commitment to the agency and the organization
A model based on social exchange theory was developed to examine antecedents and consequences of contingent workers' commitment to their agencies and their client companies. In terms of antecedents, it was hypothesized that organization (client) procedural justice would be positively related to perceived organizational support (client), which in turn would be positively related to commitment to the client organization. Similarly, we proposed that…
The organizational tenure — Job involvement relationship: A job‐career experience explanation
Research on the job involvement‐organizational tenure relationship has shown no consistent relationship, but recent job and career experience models suggest that a relationship should be found. Using data from three organizations ( n = 216), polynomial regression analysis revealed a curvilinear job involvement‐organizational tenure relationship. This finding is discussed with reference to changes in workplace sensemaking that occur as work experi…
An examination of automatic vs. controlled information processing in the employment interview: The case of minority applicants
Developing Leader-Member Exchanges: The Influence of Gender and Ingratiation
Extending Game Theoretic Propositions About Slack and Scarcity in Managerial Decision Making
Game theory proposes that slack makes mean (noncooperative) games kinder (more cooperative) and kind (cooperative) games meaner (less cooperative), while scarcity produces the opposite effects. But, organizational situations generally involve mixtures of kindness (cooperation) and meanness (conflict). A 2 x 2 x 2 mixed motive decision-making experiment varied slack, certainty, and political influence. Results indicate that, when there is slack, k…
The organizational tenure — Job involvement relationship: A job‐career experience explanation
Research on the job involvement‐organizational tenure relationship has shown no consistent relationship, but recent job and career experience models suggest that a relationship should be found. Using data from three organizations ( n = 216), polynomial regression analysis revealed a curvilinear job involvement‐organizational tenure relationship. This finding is discussed with reference to changes in workplace sensemaking that occur as work experi…
Influence tactics, affect, and exchange quality in supervisor-subordinate interactions: A laboratory experiment and field study.
Extending Game Theoretic Propositions About Slack and Scarcity in Managerial Decision Making
Game theory proposes that slack makes mean (noncooperative) games kinder (more cooperative) and kind (cooperative) games meaner (less cooperative), while scarcity produces the opposite effects. But, organizational situations generally involve mixtures of kindness (cooperation) and meanness (conflict). A 2 x 2 x 2 mixed motive decision-making experiment varied slack, certainty, and political influence. Results indicate that, when there is slack, k…
A longitudinal study on the early development of leader-member exchanges.
All in-text\treferences\tunderlined\tin\tblue\tare\tlinked\tto\tpublications\ton\tResearchGate, letting you\taccess\tand\tread\tthem\timmediately.
Commitment and employee behavior: Comparison of affective commitment and continuance commitment with perceived organizational support.
The social exchange view of commitment (R. Eisenberger, R. Huntington, S. Hutchison, & D. Sowa, 1986) suggests that employees' perceptions of the organization's commitment to them (perceived organizational support, or POS) creates feelings of obligation to the employer, which enhances employees' work behavior. The authors addressed the question of whether POS or the more traditional commitment concepts of affective commitment (AC) and continuance…
The Effects of Leader-Member Exchange on Employee Citizenship and Impression Management Behavior
A field study was conducted to examine the relationship between leader-member exchange (LMX) and two types of employee behavior: citizenship behavior and impression management. One form of citizenship behavior, altruism, and one form of impression management, other-focused were significantly related to LMX. Implications of the results are discussed
An examination of automatic vs. controlled information processing in the employment interview: The case of minority applicants
Developing Leader-Member Exchanges: The Influence of Gender and Ingratiation
Task Interdependence as a Moderator of the Relation Between Group Control and Performance
Data were collected from the managers of 77 groups in a large service organization and a large manufacturing organization. The results revealed that the relation between group control over decision making and group performance became more positive with increased levels of task interdependence. The main implication of the findings is that increasing group control over decisions may result in high performance only for groups that are highly task in…
The role of human capital, motivation and supervisor sponsorship in predicting career success
Based on Turner's (1960) contest- and sponsored-mobility systems, a comprehensive model of the determinants of career success was examined. Human capital and motivational variables represented the contest-mobility system whereas leader–member exchange and supervisor career mentoring represented the sponsored-mobility system. Results based on data from 245 supervisor–subordinate dyads indicated limited support for the contest-mobility system and s…
An examination of the mediating role of psychological empowerment on the relations between the job, interpersonal relationships, and work outcomes.
A field investigation of 337 employees and their immediate superiors tested the mediating role of empowerment in relations between job characteristics, leader-member exchange (LMX), team-member exchange (TMX), and work outcomes. The meaning and competence dimensions of empowerment mediated the relation between job characteristics and work satisfaction. The meaning dimension also mediated the relation between job characteristics and organizational…
Sources of Support and Expatriate Performance: The Mediating Role of Expatriate Adjustment
This study examined the role of 3 sources of support in facilitating expatriate adjustment and performance. A model was developed that examined the effects of perceived organizational support (POS), leader‐member exchange (LMX), and spousal support on expatriates' adjustment to work, the country, and interacting with foreign nationals. In turn, it was expected that expatriate adjustment would influence expatriate task performance and contextual p…
The role of fair treatment and rewards in perceptions of organizational support and leader-member exchange.
This study examined a model of the antecedents and consequences of perceived organizational support (POS) and leader-member exchange (LMX). It was predicted that organizational justice (procedural and distributive justice) and organizational practices that provide recognition to the employee (feelings of inclusion and recognition from upper management) would influence POS. For LMX, it was predicted that leader reward (distributive justice and con…
The dual commitments of contingent workers: An examination of contingents' commitment to the agency and the organization
A model based on social exchange theory was developed to examine antecedents and consequences of contingent workers' commitment to their agencies and their client companies. In terms of antecedents, it was hypothesized that organization (client) procedural justice would be positively related to perceived organizational support (client), which in turn would be positively related to commitment to the client organization. Similarly, we proposed that…
Understanding Social Loafing: The Role of Justice Perceptions and Exchange Relationships
We proposed that the social exchange relationships individuals form in the workplace would mediate the relation between perceptions of interactional and distributive justice and social loafing. Specifically, we argued that both leader-member exchanges (LMX) and team-member exchanges (TMX) would mediate the relation between interactional justice and social loafing, and that LMX would mediate the relation between distributive justice and social loa…
Leader-member exchange, differentiation, and task interdependence: Implications for individual and group performance
We investigated the effects of leader-member exchange (LMX) differentiation on individual and group performance with a sample of 120 work groups consisting of 834 employees who represented six different organizations. LMX differentiation was defined as the degree of variability in the quality of LMX relationships formed within work groups. Hierarchical Linear Modeling (HLM) results did not indicate support for a main effect of LMX differentiation…
The Impact of Psychological Contract Breach on Work‐related Outcomes: A Meta‐analysis
A meta‐analysis was conducted to examine the influence of psychological contract breach on 8 work‐related outcomes. Breach was related to all outcomes except actual turnover. Based on affective events theory, we developed a causal model integrating breach, affect (violation and mistrust), attitude (job satisfaction, organizational commitment, and turnover intentions), and individual effectiveness (actual turnover, organizational citizenship behav…
Not All Responses to Breach are the Same: The Interconnection of Social Exchange and Psychological Contract Processes in Organizations
We examine psychological contract breach and violation as they occur within social exchange relationships to account for employee outcomes. Results of a longitudinal study suggest that contract breach partially mediated the effects of POS and LMX (Time 1) on turnover intentions (Time 2). POS and LMX (Time 1) moderated the relationship between breach and violation (Time 2). Violation fully mediated the effects of breach on commitment and trust and…
Antecedents and outcomes of organizational support for development: The critical role of career opportunities.
This study examines antecedents and behavioral outcomes of employees' perceptions of organizational support for development. We first propose that employees' past participation in formal developmental activities and experience with developmental relationships positively relate to their perceptions of organizational support for development. We then propose that perceived career opportunity within the organization moderates the relationship between…
A Trickle‐down Model of Abusive Supervision
Much of the abusive supervision research has focused on the supervisor–subordinate dyad when examining the effects of abusive supervision on employee outcomes. Using data from a large multisource field study, we extend this research by testing a trickle‐down model of abusive supervision across 3 hierarchical levels (i.e., managers, supervisors, and employees). Drawing on social learning theory and social information processing theory, we find gen…
Servant Leadership
Servant leadership was first introduced in 1970, but was slow to attract the attention of academic researchers until recently. Today research on servant leadership is being conducted at an accelerated pace. Psychometrically sound measures are available, and servant leadership has passed the test of showing incremental validity after controlling for the two most widely studied approaches to leadership, leader-member exchange, and transformational …
Idiosyncratic deals in contemporary organizations: A qualitative and meta‐analytical review
Idiosyncratic deals (i‐deals) research focuses on the emergence of customized work arrangements employees negotiate with their employers. This article provides a critical review and synthesis of i‐deals research, combining a qualitative review of i‐deals theory and research with a supplementary meta‐analysis of 23 empirical studies ( k = 27 samples, N = 8110 individuals). The qualitative review examines the conceptualization and measurement of i‐…
Job engagement, perceived organizational support, high‐performance human resource practices, and cultural value orientations: A cross‐level investigation
Drawing on social exchange theory, we developed and tested a cross‐level model of organizational‐level predictors of job engagement. Specifically, we examined the impact of high‐performance human resource (HR) practices on employee engagement and work outcomes. Based on a sample of 605 employees, their immediate supervisors, and HR managers from 130 companies, our results indicated that high‐performance HR practices were directly related to job e…
The ripple effect: A spillover model of the detrimental impact of work–family conflict on job success
Exploring the role of both the employee and supervisor, we tested a model of how cognition‐based work‐to‐family conflict manifests itself in the workplace, impacting employee job success. Based on conservation of resources theory and the concept of loss spirals, we hypothesized that when an employee's work interferes with family demands, the resulting work‐to‐family conflict spills over to the work domain via employee emotional exhaustion. We fur…
Self and senior executive perceptions of fit and performance: A time-lagged examination of newly-hired executives
Drawing on the person–organization fit literature and person-categorization theory, we proposed that new executive performance depends on both their self-perceptions as well as their fit as seen by senior executives. Using three-phased, multisource data from newly-hired executives of a Fortune 500 pharmaceutical company across their first six months on the job, we found that senior executive pre-entry person–organization fit expectations of their…
Psychology (26 works) · Social Psychology (25 works) · Job Satisfaction and Organizational Behavior (22 works) · Political science (14 works) · Social Psychology (14 works) · Management (11 works) · Organizational commitment (10 works) · Social exchange theory (7 works) · Applied Psychology (6 works) · Economics (6 works)