Although research on blood donor motivation abounds, most studies have typically focused on small sets of variables, used different terminology to label equivalent constructs, and have not attempted to generalize findings beyond their individual settings. The current study sought to synthesize past findings into a unified taxonomy of blood donation drivers and deterrents and to estimate the prevalence of each factor across the worldwide population of donors and eligible nondonors. Primary studies were collected, and cross-validated categories of donation motivators and deterrents were developed. Proportions of first-time, repeat, lapsed, apheresis, and eligible nondonors endorsing each category were calculated. In terms of motivators, first-time and repeat donors most frequently cited convenience, prosocial motivation, and personal values; apheresis donors similarly cited the latter 2 motivators and money. Conversely, lapsed donors more often cited collection agency reputation, perceived need for donation, and marketing communication as motivators. In terms of deterrents, both donors and nondonors most frequently referred to low self-efficacy to donate, low involvement, inconvenience, absence of marketing communication, ineffective incentives, lack of knowledge about donating, negative service experiences, and fear. The integration of past findings has yielded a comprehensive taxonomy of factors influencing blood donation and has provided insight into the prevalence of each factor across multiple stages of donors' careers. Implications for collection agencies are discussed.

Studies on abusive supervision have adopted justice and resource perspectives to explain its effects on employee organizational citizenship behavior (OCB) and counterproductive work behavior (CWB). However, these studies have not provided a comprehensive account of why abusive supervision affects OCB and CWB and which of these two mediating mechanisms matters more. To address these questions, we conducted two studies using meta-analytic structural equation modeling. In the main study, we analyzed 427 primary studies that incorporated 973 independent correlations (N = 336,236). The results showed that both organizational justice (the justice lens) and work stress (the resource lens) mediated the influence of abusive supervision on OCB and CWB. Furthermore, organizational justice accounted for a greater proportion of abusive supervision’s effect on OCB than did work stress, whereas work stress accounted for a greater proportion of abusive supervision’s effect on CWB than did organizational justice. Finally, between-study moderation analyses showed that the effect of abusive supervision on CWB was stronger in masculine cultures than in feminine cultures. The supplementary study incorporated effect sizes from six existing meta-analyses (N = 151,381) and largely replicated the main study’s findings.

Employees' participation in informal learning activities benefits their workplace performance, and ultimately their long-term career development. While research has identified several individual- and organizational-level factors that promote participation, to date, the role of human resource management (HRM) in facilitating informal learning activities is not well understood. We investigate the effects of perceptions of performance appraisal quality and HRM system strength on three informal learning activities: reflection on daily activities, knowledge sharing with colleagues, and innovative behavior. Using a sample of 238 employees from 54 work teams, we examine over a year changes in levels of participation in the informal learning activities. Performance appraisal quality was found to be positively associated with increased participation in each activity over time, and HRM system strength positively moderated these relationships. Implications of the findings for educational institutions and other organizations are discussed.