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Purpose
– The purpose of this paper is to empirically verify a theoretical model of candidates' feedback integration in the context of individual psychological assessment (IPA).


Design/methodology/approach
– Structural equation modeling analyses were conducted in a two-wave longitudinal study. A total of 97 candidates completed questionnaires immediately after their feedback session as well as three months later.


Findings
– Results indicate that candidates' motivational intention to act on IPA feedback is a pivotal variable linking feedback perceptions and post-feedback behaviors. Source credibility, assessment face validity, as well as perception that the feedback helped increase candidate's awareness were related to motivational intention. Conversely, feedback acceptance was not related to candidates' motivation to act on feedback and post-feedback behaviors.


Research limitations/implications
– Because the authors relied on self-report questionnaires, future studies would benefit from including externally assessed behavioral outcomes. Future research efforts should continue distinguishing candidates' acceptance and awareness based on their distinctive contributions in the feedback integration process.


Practical implications
– The results indicate that motivation created during the feedback session is a stronger predictor of day-to-day behavioral changes than it is of involvement in specific developmental activities.


Originality/value
– This research fills a gap in IPA literature by highlighting some IPA benefits and the processes involved in increasing feedback value for the participant.

AbstractAdaptive performance (AP) is crucial for individuals to respond to changes in their work role. Cognitive flexibility (CF) plays a role in AP, but the impact of the work environment on this relationship is not clear. Situational strength theory suggests that a strong situation, characterized by clarity, consistency, constraints, and consequences, weakens the effect of individual characteristics on behavior. This study aimed to examine if situational strength moderates the CF‐AP relationship. A sample of 464 workers were recruited. Overall, the research hypothesis was not supported, indicating no moderation effect of situational strength. However, exploratory analysis suggests that constraints limit the contribution of CF to AP. Organizations should reduce constraints to leverage workers' CF for adaptive behaviors.

PurposeThis paper seeks to examine the relationships between affective commitment and organizational citizenship behaviors (OCBs) across four foci: organizations, supervisors, coworkers, and customers. Further, it aims to determine whether relationships among commitments and OCBs involve mediated linkages.Design/methodology/approachThis study relies on matched employee‐supervisor data (n=216). The relative fit of different models representing relationships among commitments and OCBs was examined using structural equations modeling.FindingsResults revealed that commitments to coworkers, customers and supervisors displayed positive relationships with OCBs directed at parallel foci. In addition, commitment to the global organization partially and negatively mediated the relationship of commitments to coworkers and customers to parallel OCBs dimensions. Results also revealed cross‐foci relationships between local commitments and OCBs. Finally, no commitment target was significantly associated with organization‐directed OCBs but the latter were positively related to local OCBs.Originality/valueThe paper demonstrates that multiple commitments and OCBs are involved in a complex net of relationships among which local foci play a critical, and positive, role.

Organizational changes are costly ventures that too often fail to deliver the expected outcomes. Psychological empowerment and affective commitment to change are proposed as especially important in turbulent contexts characterized by multiple and ongoing changes requiring employees' continuing contributions. In such a context, employees' beliefs that the changes are necessary, legitimate and will be supported, are presumed to increase psychological empowerment and affective commitment to change. In a three-wave longitudinal panel study of 819 employees, we examined autoregressive and cross-lagged relations among latent constructs reflecting change-related beliefs (necessity, legitimacy, support) and psychological reactions (psychological empowerment, affective commitment to change). Our findings suggest that psychological empowerment and affective commitment to change represent largely orthogonal reactions, that psychological empowerment is influenced more by beliefs regarding support, whereas affective commitment to change is shaped more by beliefs concerning necessity and legitimacy.