Effective assertive behavior in the workplace: Responding to unfair criticism

A social rules perspective was employed to identify the elements of socially appropriate responses to unfair criticism in the workplace. Women generally endorsed for themselves response strategies based on stronger obligation and softer rights components, while men endorsed responses based on stronger personal rights expression and weaker obligation components. In support of the utility of a social rules approach to operationalizing context-specific expectations, behavioral responses based on gender and status-specific rules were evaluated as more effective on task, relationship, and self-respect dimensions than were rights-only, rights-plus-empathy, or submissive strategies. Results are discussed in terms of the development of a context-specific model of interpersonal competence and implications for interpersonal skills and assertion training.

Workplace familism and psychological contract breach in the Philippines

The present study addresses the call for theory-based investigations on workplace familism. It contributes to the literature by proposing and testing the moderating role of workplace familism between psychological contract breach and civic virtue behaviour. We surveyed 267 full-time employees and found main effects of both types of workplace familism (i.e. workplace organisational and workplace supervisor familism) and breach of relational obligations on civic virtue behaviour. Workplace supervisor familism also moderated the relationship between breach and civic virtue behaviour, with the negative relationship between breach and civic virtue behaviour stronger when workplace supervisor familism was high. This suggests that employees with a high level of workplace supervisor familism may feel a sense of betrayal and, therefore, respond more negatively to contract breach. Implications for practice and directions for future research are discussed.

To learn from one's mistakes: The role of impulsivity in positive workplace behaviours

Recentiy a neuropsychological model of learning has been proposed Qackson, 2002) which argues that Responsibility provides a cognitive re-expression of Impulsivit)' in the prediction of functional and dysfunctional behaviour. Jackson argues that primitive, instinctive impulses lead to antisocial behaviours and socio-cognitive regulators such as Responsibility leads to the re-expression of Impulsivity in terms of pro-social behaviours. Study 1 tests and supports the measurement properties of the assessment methodology associated with the model. Study 2 provides evidence in favour of the instinctive basis of Impulsivity and the conscious basis of Responsibility, which reinforces the underlying neuropsychological basis of the model. Study 3 uses structural equation modelling to determine if Responsibility mediates Impulsivity in the prediction of a latent variable representing work performance, work commitment and team performance, but does not mediate Impulsivit}' in the prediction of a latent variable representing sexual proclivity, workplace deviancy, gambling and beer consumption. Results provide strong support for Jackson's model and suggest that Impulsivity and Responsibility are fundamental to both functional and dysfunctional learning

Workplace diversity: The moderating role of work context on the relationship between surface and deep level diversity and group functioning

This research examines the relationship between perceived group diversity and group conflict, and the moderating role of team context. Currentiy, diversity research predominantly focuses on surface and job-related dimensions, largely to the neglect of deep-level diversity (in terms of values, attitude and beliefs). First, this research hjfpothesised that all three dimensions of diversity would be positively related to group conflict, with deep-level diversity the strongest predictor of task. conflict. Second, it was hypothesised that team context would moderate the relationship between deep-level diversity and group conflict. Team context refers to the extent to which the work performed (1) has high consequences (in terms of health and well being for team members and others); (2) is relatively isolating, (3) requires a high reliance upon team members; (4) is volatile; and (5) interpersonal attraction and mutual helpfulness is essential. Two studies were conducted. The first study employed 44 part-time employees across a range of occupations, and the second study employed 66 full-time employees from a mining company in Australia. A series of hierarchical multiple regressions and moderated multiple regressions confirmed both hypotheses. Practical implications and future research directions are discussed.