Researcher: Erdoğan, Berrin
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Erdoğan, Berrin
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Publication Metadata only Delineating and reviewing the role of newcomer capital in organizational socialization(Annual Reviews, 2014) Bauer, Talya N.; Department of Business Administration; Department of Business Administration; Erdoğan, Berrin; Researcher; College of Administrative Sciences and Economics; N/AIn this article, the organizational socialization literature is reviewed through the lens of newcomer capital. We give an overview of the socialization literature and examine established and proposed linkages among four components of newcomer personal capital: human, social, psychological, and cultural capital. Then, we theoretically explore and discuss how the socialization adjustment process, consisting of newcomer experience, role clarity, social acceptance, and self-efficacy, is affected by these types of capital for newcomers, veteran employees, and organizations. We hope that identifying and summarizing these links in one review article will help to advance research in both the capital and organizational socialization literatures.Publication Metadata only There are lots of big fish in this pond: the role of peer overqualification on task significance, perceived fit, and performance for overqualified employees(Amer Psychological Assoc, 2015) Hu, Jia; Bauer, Talya N.; Jiang, Kaifeng; Liu, Songbo; Li, Yuhui; Department of Business Administration; Department of Business Administration; Erdoğan, Berrin; Researcher; College of Administrative Sciences and Economics; N/AResearch has uncovered mixed results regarding the influence of overqualification on employee performance outcomes, suggesting the existence of boundary conditions for such an influence. Using relative deprivation theory (Crosby, 1976) as the primary theoretical basis, in the current research, we examine the moderating role of peer overqualification and provide insights to the questions regarding whether, when, and how overqualification relates to employee performance. We tested the theoretical model with data gathered across three phases over 6 months from 351 individuals and their supervisors in 72 groups. Results showed that when working with peers whose average overqualification level was high, as opposed to low, employees who felt overqualified for their jobs perceived greater task significance and person-group fit, and demonstrated higher levels of in-role and extra-role performance. We discuss theoretical and managerial implications for overqualification at the individual level and within the larger group context.Publication Metadata only Self and senior executive perceptions of fit and performance: a time-lagged examination of newly-hired executives(Sage, 2016) Hu, Jia; Wayne, Sandy J.; Bauer, Talya N.; Liden, Robert C.; Department of Business Administration; Department of Business Administration; Erdoğan, Berrin; Researcher; College of Administrative Sciences and Economics; N/ADrawing 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 followers (new executives) are positively related to their postentry person-organization fit perceptions through the partial mediating role of their leader-member exchange relationships. Furthermore, results also revealed that senior executive person-organization fit perceptions were significantly and positively related to new executive in-role and extra-role performance, but only when new executives' own perceptions of person-organization fit were low.Publication Metadata only Antecedents and consequences of fairness perceptions in personnel selection: a 3-year longitudinal study(Sage Publications Ltd, 2017) Konradt, Udo; Garbers, Yvonne; Boege, Martina; Bauer, Talya N.; Department of Business Administration; Department of Business Administration; Erdoğan, Berrin; Researcher; College of Administrative Sciences and Economics; N/ADrawing on Gilliland's selection fairness framework, we examined antecedents and behavioral effects of applicant procedural fairness perceptions before, during, and after a personnel selection procedure using a six-wave longitudinal research design. Results showed that both perceived post-test fairness and pre-feedback fairness perceptions are related to job offer acceptance and job performance after 18 months, but not to job performance after 36 months. Pre-test and post-test procedural fairness perceptions were mainly related to formal characteristics and interpersonal treatment, whereas pre-feedback fairness perceptions were related to formal characteristics and explanations. The impact of fairness attributes of formal characteristics and interpersonal treatment diminished over time, whereas attributes of explanation were only associated with pre-feedback fairness. Results are discussed in terms of theoretical implications for fairness research and for hiring organizations.Publication Metadata only Patterns of change in fairness perceptions during the hiring process(Wiley, 2016) Konradt, Udo; Garbers, Yvonne; Bauer, Talya; Department of Business Administration; Department of Business Administration; Erdoğan, Berrin; Researcher; College of Administrative Sciences and Economics; N/AThe justice literature, to date, shows that changes in fairness perceptions over time are consequential for job attitudes. However, few studies have been directed at explicating how fairness perceptions change over time or individual differences in patterns of change. The present research attempts to fill this gap by exploring patterns of temporal changes in fairness perceptions toward the selection process during a hiring process and potential determinants for such change. In a 3-wave longitudinal study of the entire hiring process (pre-, in-, and post-process) using a latent growth mixture modeling approach, different patterns of change in perceived fairness were modeled. In addition, the role of Big Five personality factors to predict classes of temporal patterns was examined. Results suggest that, on average, fairness perceptions declined in a non-linear way over time, with high initial levels of fairness perception corresponding to a lower rate of decline, and vice versa. Four unique classes of applicants exhibiting different initial scores and growth of fairness perceptions were identified, which were predicted by the personality factors of extraversion, agreeableness, and conscientiousness. Findings are discussed in terms of their implications for fairness theory and future research.Publication Metadata only Implications of perceived overqualification for employee's close social ties: the moderating role of external organizational prestige(Elsevier, 2019) Gkorezis, Panagiotis; Xanthopoulou, Despoina; Bellou, Victoria; N/A; Erdoğan, Berrin; Researcher; College of Administrative Sciences and Economics; N/AIn this study, we examine the relationship between perceived overqualification and life satisfaction of an employee's close social ties, as mediated by employee's perceived career performance and life satisfaction. Further, we propose that close social ties' perceptions of organizational prestige moderates this mediating process. In a sample of 118 employees from a Greek organization in the gambling industry and their close social ties (i.e., spouses, romantic partners, parents, siblings, or close friends), we found that close social ties' perceptions of organizational prestige moderated the relationships of perceived overqualification with both perceived career performance and employee life satisfaction in a way that these relationships were negative only when employees' close social ties perceived that the organization where employees worked had lower (vs. higher) prestige. Further, results showed that the indirect relationship between perceived overqualification and close social ties' life satisfaction via employee life satisfaction was negative only when prestige was lower, and nonsignificant when organizational prestige was higher. Implications for theory and practice are discussed.Publication Metadata only Individual deals within teams: investigating the role of relative i-deals for employee performance(American Psychological Association (APA), 2016) Vidyarthi, Prajya R.; Singh, Satvir; Chaudhry, Anjali; Posthuma, Richard; Anand, Smriti; Department of Business Administration; Department of Business Administration; Erdoğan, Berrin; Researcher; College of Administrative Sciences and Economics; N/AThe authors extend i-deals theory to an individual-within-a-team context. Drawing upon social comparison theory, they contend that individuals will react to their own i-deals within the context of group members' i-deals. Therefore, they examine the role of relative i-deals (an individual's i-deals relative to the team's average) in relation to employee performance. Furthermore, integrating social comparison theory with social identity theory the authors assert that the behavioral outcomes of relative i-deals are influenced by the team's social and structural attributes of team orientation and task interdependence. Finally, they contend that the perceptions of one's relative standing with the leader, or leader-member exchange social comparison (LMXSC), mediate the i-deals-outcome relationship in groups with low team orientation and task interdependence. Results of multilevel modeling using time-lagged data from 321 employees nested in 46 teams demonstrated that the positive relationship between relative i-deals and employee performance was stronger in groups with low team orientation and task interdependence, and the mediation effect of LMXSC was stronger in teams with low rather than high team orientation.Publication Metadata only Deeds that help and words that hurt: helping and gossip as moderators of the relationship between leader-member exchange and advice network centrality(Wiley, 2015) Bauer, Talya N.; Walter, Jorge; Department of Business Administration; Department of Business Administration; Erdoğan, Berrin; Researcher; College of Administrative Sciences and Economics; N/AWe examine the relationship between leader-member exchange (LMX) quality and advice network centrality using multisource data from a sample of 250 retail employees and their respective managers in Turkey to test our hypothesized model of value and costs of being sought out for advice. Drawing upon the tenets of network generation theory (Nebus, ), we predict that the tendency of focal actors to help others and their own tendency to gossip would be behavioral moderators of the relationship between LMX quality and their advice network centrality. Consistent with network generation theory, our results reveal that LMX quality is positively related to centrality only for those actors with a high tendency to help coworkers and a low tendency to gossip about coworkers, suggesting that behaviors indicating helpfulness and discretion are necessary for high LMX members to maintain a central position in their work group's advice network. Implications and future research directions are discussed.Publication Metadata only Management commitment to the ecological environment and employees: implications for employee attitudes and citizenship behaviors(Sage Publications Ltd, 2015) Bauer, Talya N.; Taylor, Sully; Department of Business Administration; Department of Business Administration; Erdoğan, Berrin; Researcher; College of Administrative Sciences and Economics; N/AIn this article, we examine the implications of perceived management commitment to the ecological environment for employee attitudes and behaviors. Following deontic justice theory, which suggests that individuals are capable of feeling and expressing moral outrage when others are treated poorly, even if such treatment has no direct implications for themselves, we expected that employee attitudes and behaviors would be related to perceived organizational treatment of the environment. At the same time, we expected that these reactions would be moderated by how employees themselves were treated by the organization, in the form of perceived organizational support. In a study of employees and supervisors in a textile firm in Turkey, the results indicate that perceived organizational support moderated the effects of management commitment to the environment on organizational justice, organizational commitment and organizational citizenship behaviors targeting the environment.Publication Metadata only An interpersonal perspective of perceived stress: examining the prosocial coping response patterns of stressed managers(Wiley, 2019) McCarthy, Julie M.; Bauer, Talya N.; Department of Business Administration; Department of Business Administration; Erdoğan, Berrin; Researcher; College of Administrative Sciences and Economics; N/AWe adopt an interpersonal perspective and examine the adaptive effects of managers' perceived stress on their behavior towards subordinates. Drawing from the transactional model of stress (Lazarus & Folkman, 1984), we advance a model that highlights the propensity for stressed managers to engage in prosocial coping behaviors towards their employees, which in turn are related to lower levels of turnover and higher levels of job performance. We tested our predictions in a sample of 281 employees and their 53 managers working in a clothing retailer in Turkey. Consistent with predictions, we found positive effects of managers' perceived stress on their prosocial coping behaviors and employee outcomes. Managers' perceived stress was positively related to sharing credit with employees for managers who held positive implicit prototypes about employees. Results also indicated that managers' perceived stress was positively related to sharing knowledge with their subordinates regardless of implicit follower prototypes. Both sharing credit and sharing knowledge, in turn, were related to turnover intentions and actual turnover, and sharing credit was related to job performance. This study extends past work by adopting an interpersonal perspective of stress and demonstrating that managerial stress can have positive effects on employee outcomes via prosocial coping behaviors.