Contemporary feedback researchers have adopted theoretical perspectives in which personal characteristics interact with aspects of the feedback environment to influence feedback-related perceptions, feedback seeking, and job performance. To test these assertions, this study incorporates implicit person theory, uncertainty reduction theory, and Korman's theory of work motivation (2001) to develop a model that links a critical aspect of the feedback environment (feedback quality) and goal orientation to perceptions of feedback utility, feedback seeking, role clarity, and task performance and organizational citizenship behaviors. Results from supervisor–subordinate dyadic data (N = 202) obtained from employed students largely support the hypothesized model. Implications are discussed.

Work-life balance and job stress are critical to health and well-being. Long-haul truck driving (LHTD) is among the unhealthiest and most unsafe occupations in the U.S. Despite these disparities, there are no extant published studies examining the influence of work, stress and sleep outcomes on drivers’ work-life balance. The current study investigated whether adverse work organization, stress, and poor sleep health among LHTDs are significantly associated with work-life conflict. Logistic regression was used to examine how work organization characteristics, job stress, and sleep influenced perceived stress and a composite measure of work-life conflict among a sample of 260 U.S. LHTDs. The pattern of regression results dictated subsequent analyses using structural equation modeling (SEM). Perceived job stress was the only statistically significant predictor for work-life balance. Fast pace of work, sleep duration and sleep quality were predictors of perceived job stress. SEM further elucidated that stress mediates the influences of fast work pace, supervisor/coworker support, and low sleep duration on each of the individual work-life balance indicators. There is an urgent need to address work conditions of LHTDs to better support their health, well-being, and work-life balance. Specifically, the findings from this study illustrate that scheduling practices and sleep outcomes could alleviate job stress and need to be addressed to more effectively support work-life balance. Future research and interventions should focus on policy and systems-level change.

To answer calls by organizational scholars for empirical works examining the important individual and contextual antecedents of personal initiative, we develop and test a model in which spirituality and alignment with organizational spiritual values result in greater personal initiative ratings by supervisors through the mediating effects of psychological empowerment. Results from supervisor–subordinate dyadic data (N = 150) obtained from employed MBA students indicated that psychological empowerment partially mediates the influence of spirituality on personal initiative and fully mediates the relationship between organizational spiritual values alignment and personal initiative. These results suggest that spirituality and organizational spiritual values alignment represent key antecedents of personal initiative and that psychological empowerment is an important intermediary of these links. Implications are discussed.

Based on social influence theory, we develop a model in which the use of peer intimidation by Machiavellian employees results in greater promotability ratings by supervisors. However, consistent with interdependence theory, we expect that this process is qualified by job autonomy and the political skill of the supervisor making the promotability rating. Based on a sample of 204 supervisor–subordinate dyads, we find that peer intimidation mediates the Machiavellianism–promotability relationship when supervisor political skill is low rather than high, and when job autonomy is high rather than low, thereby yielding a pattern of moderated mediation, and supporting the hypotheses. These results suggest that job autonomy and supervisor political skill represent key interdependent mechanisms that regulate the effectiveness of social influence attempts made with intimidation in organizations.