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The purpose of this study was to use recent conceptual and methodological advances in the area of personality and group processes to reexamine the relationship between personality and individual behavior in groups. Two self-report dispositional measures, the Masculinity and Femininity scales of the Bem Sex-Role Inventory, were used as predictors of interpersonal behavior as measured by the System for the Multiple Level Observation of Groups (SYMLOG). As predicted, masculinity was positively associated with dominant behavior in the group. The hypothesized relationship between femininity and positive, friendly interpersonal behavior was found using retrospective ratings of behavior but failed to reach significance using the observational method. The current findings show that personality is an important variable affecting interaction in groups. Implications for the design and performance of task groups are explored.

Scholars typically view employee responses to psychological contract (PC) fulfillment as a form of reciprocity; in exchange for the organization fulfilling its promises, the employee willingly contributes their time and effort toward company goals. In this article, we ask if employee responses are based not on gratitude, but rather on the employee's desire to maintain the benefits associated with PC fulfillment. Specifically, we argue that PC fulfillment embeds employees in the organization by increasing the costs of leaving ('sacrifices'), and this in turn motivates their extra-role performance. Furthermore, we expect this effect to be even stronger for employees with strong ties to colleagues or work groups ('links') or good fit with job demands or organizational values ('fit'). Data from 149 employees and their immediate supervisors supported our predictions: PC fulfillment was positively related to organizationally-directed citizenship behaviors and work-role innovation through its positive relation to sacrifices. Furthermore, these indirect effects were stronger for employees with stronger links and better fit. The present findings provide a novel theoretical account of how and when PC fulfillment relates to positive employee behaviors. Theoretical and practical implications for managing employees' PCs are discussed.