The present longitudinal study investigated the relationships between experiences of workplace incivility and three work strain outcomes for the targets of incivility: 1) organizational deviance, 2) interpersonal deviance, and 3) negative emotions. This study also examined interpersonal humor styles as potential moderators that explain individual differences in the strain outcomes to workplace incivility. Participants consisted of 223 full-time employees from a public organization. Results showed that workplace incivility relate positively to all three strain outcomes. However, individuals high in affiliative sense of humor, compared with individuals low in this humor style, were not only less likely to engage in deviant behaviors but experience lower levels of negative emotions when they experience workplace incivility. Similarly, individuals high in selfdefeating humor were less likely to engage in interpersonal deviance compared with individuals low in self-defeating humor style. In contrast, individuals high, compared with low, in aggressive sense of humor were more likely to engage in interpersonal deviant acts when they experience workplace incivility. Study implications and limitations are discussed.
Calling in the context of career research and practice has recently been rediscovered and efforts are being made to delineate the definition and characteristics of the construct of the calling mainly among researchers abroad. To contribute to such movement and to clarify the characteristics of the construct of the calling in the Japanese context, a survey was conducted on a sample of 275 undergraduates in Japan. Based on literature survey, some of the relations of the calling and career-related variables were tested using hypotheses, while others were explored. As a result, the hypotheses regarding career self-efficacy and intrinsic motivation were supported, and through the exploratory approach, several findings were obtained about relations between work values/ vocational interests and the calling. A cluster analysis was then conducted to identify the types of those who reported a stronger sense of calling, and three types showing varying combinations of career-related valuables were identified. The author also discusses future research.
This study aims to extend our knowledge of organizational anticipatory socialization by examining the antecedents and consequences of learning of new recruits about an organization between the job offer and organizational entry. I collected longitudinal data from a large Japanese manufacturing company and analyzed the socialization programs conducted by the organization and proactive behaviors of new recruits. I found that proactive behaviors are significantly positively related to newcomer learning, while socialization programs have both positive and negative effects on newcomer learning. Moreover, I found that newcomer learning has significant positive effects on the distal organizational outcomes of affective commitment, expectation in the organization, and achievement motivation to work after organizational entry. The implications of these findings for organizational anticipatory socialization are discussed.