Showing papers in "Journal of Occupational and Organizational Psychology in 2017"

A meta-analysis of emotional intelligence and work attitudes

Abstract: Our meta-analysis of emotional intelligence (EI) demonstrates that: First, all three types of EI are significantly related with job satisfaction (ability EI: ρ = .08; self-report EI: ρ = .32; and mixed EI: ρ = .39). Second, both self-report EI and mixed EI exhibit modest yet statistically significant incremental validity (ΔR2 = .03 for self-report EI and ΔR2 = .06 for mixed EI) and large relative importance (31.3% for self-report EI and 42.8% for mixed EI) in the presence of cognitive ability and personality when predicting job satisfaction. Third, we found mixed support for the moderator effects (i.e., emotional labor demand of jobs) for the relationship between EI and job satisfaction. Fourth, the relationships between all three types of EI and job satisfaction are mediated by state affect and job performance. Fifth, EI significantly relates to organizational commitment (self-report EI: ρ = .43; mixed EI: ρ = .43) and turnover intentions (self-report EI: ρ = -.33). Sixth, after controls, both self-report EI and mixed EI demonstrate incremental validity and relative importance (46.9% for self-report EI; 44.2% for mixed EI) in predicting organizational commitment. Seventh, self-report EI demonstrates incremental validity and relative importance (60.9%) in predicting turnover intentions.

Weekly job crafting and leisure crafting: Implications for meaning‐making and work engagement

Abstract: The present paper addresses two crafting strategies employees may display in different life domains in order to attain desired outcomes. On the one hand, job crafting is targeted at increasing social and structural job resources and challenging job demands. On the other hand, leisure crafting is the proactive pursuit of leisure activities targeted at goal setting, human connection, learning, and personal development. We hypothesized that job crafting relates positively to employee work engagement and meaning-making, especially when occupational role salience is high. Furthermore, we hypothesized that leisure crafting relates positively to meaning-making, especially when job crafting opportunities are low. Using a sample of 105 Dutch employees and a weekly survey with three measurements, we found support for most of our hypotheses. All job crafting dimensions related positively to work engagement when occupational role salience was high. Also, increasing structural resources related positively to meaning-making when occupational role salience was high. Leisure crafting related positively to meaning-making when job crafting opportunities were low. We discuss directions for future research on work and leisure, and suggest how employees and organizations may benefit by encouraging job and leisure crafting. Practitioner points Employees can proactively build their own work engagement using job crafting, especially when they view their work as a source of personal satisfaction and development. In workplaces where opportunities to craft are low, employees could focus on their leisure time as a source of meaning and self-reflection. Managers can empower and coach employees to proactively seek growth and self-fulfilment both at work and outside work, via job crafting and leisure crafting. Organizations and managers should encourage employees to flourish not only at work but also during leisure time, communicating that work and leisure are two life domains that can help and complement each other.

Dynamic relationships between personal resources and work engagement in entrepreneurs

Abstract: The paper presents a longitudinal study that tests the postulates of social cognitive theory in real-life settings on a sample of entrepreneurs – people who established and managed their firms. This study explores the reciprocal relationships between entrepreneurs’ personal resources and work engagement over time. It extends the dynamic understanding of entrepreneurship, explaining the role of work-related self-efficacy and positive affect – enthusiasm in relation to entrepreneurial activity engagement. In a longitudinal field study with three measurement times, 206 entrepreneurs took part. The results of structural equation modelling revealed that the model with reciprocal relationships between variables is the best fitting model. In this model, enthusiasm predicts work-related self-efficacy in the next two measurement times and is positively related to work engagement in entrepreneurs. Self-efficacy beliefs, in turn, predict work engagement and enthusiasm, while work engagement predicts enthusiasm. In consequence, the results reveal that there are reciprocal relationships between self-efficacy, positive affect, and work engagement among entrepreneurs, uncovering the dynamic interrelations between personal resources and work engagement over time. The resource gain spirals have not been confirmed. Practitioner points Work-related self-efficacy and enthusiasm towards work lead to engagement in entrepreneurial activity, which in turn mobilize further positive beliefs and affect. The development of interventions that aim at increasing self-efficacy and help to regulate affect may lead entrepreneurs to maintain engagement in their work.

Workaholism profiles: Associations with determinants, correlates, and outcomes

Abstract: The present series of studies examines how the two dimensions of workaholism (working excessively and compulsively) combine within different profiles of workers. This research also documents the relations between these workaholism profiles and a series of correlates (psychological need thwarting) and adaptive and maladaptive work outcomes. In addition, this research investigates the role of emotional dissonance and employees’ perceptions of their workplaces’ psychosocial safety climate (Study 1, n = 465), as well as job demands, resources, and perfectionism (Study 2, n = 780) in the prediction of profile membership. Latent profile analysis revealed four identical workaholism profiles in both studies. In Study 1, emotional dissonance predicted a higher likelihood of membership in the Very High, Moderately High, andModerately Low profiles relative to the Very Low profile. In contrast, Study 2 revealed a more diversified pattern of predictions. In both studies, levels of need thwarting were the highest in the Very High and Moderately High profiles, followed by the Moderately Low profile, and finally by the Very Low profile. Finally, in both studies, the most desirable outcomes levels (e.g., lower levels of work–family conflict and emotional exhaustion, and higher levels of perceived health) were associated with the Very Low profile, followed by the Moderately Low profile, then by theModerately High profile, and finally by the Very High profile.

Examining conscientiousness as a key resource in resisting email interruptions: Implications for volatile resources and goal achievement

Abstract: Within the context of the conservation of resources (COR) model, when a resource is deployed, it is depleted – albeit temporarily. However, when a ‘key’, stable resource, such as Conscientiousness, is activated (e.g. by using a self-control strategy, such as resisting an email interruption), we predicted that (1) another, more volatile resource (affective well-being) would be impacted, and that (2) this strategy would be deployed as a trade-off, allowing one to satisfy task goals, at the expense of well-being goals. We conducted an experience-sampling field study with 52 email-users dealing with their normal email as it interrupted them over the course of a half-day period. This amounted to a total of 376 email reported across the sample. Results were analysed using random coefficient hierarchical linear modelling (HLM), and included cross-level interactions for Conscientiousness with strategy and well-being. Our first prediction was supported – deploying the stable, key resource of Conscientiousness depletes the volatile, fluctuating resource of affective well-being. However, our second prediction was not fully realized. Although resisting or avoiding an email interruption was perceived to hinder well-being goal achievement by Conscientious people, it had neither a positive nor negative impact on task goal achievement. Implications for theory and practice are discussed.

Contextualizing leadership: Transformational leadership and Management-By-Exception-Active in safety-critical contexts

Abstract: Within the existing leadership literature, the role of context for shaping the effectiveness of leadership is yet to be fully understood. One type of context that poses particular challenges for leaders is an environment where safety is highly critical (i.e., high exposure to risk and likelihood of an accident). We hypothesize that such environments call for specific transformational and transactional leadership behaviours, which differ from those behaviours most effective in less safety-critical contexts. We tested for moderating effects of perceptions of hazard exposure and accident likelihood on the relationship between transformational leadership and Management-By-Exception-Active with safety and job performance outcomes. The moderation effects of accident likelihood on the link between transformational/MBEA leadership and subordinate performance were supported, demonstrating variation in the effectiveness of leader behaviours dependent on followers’ perceptions about the likelihood for an accident. MBEA leadership was found to be more strongly linked to contextual performance and safety participation if accident likelihood was high, but not under low accident likelihood conditions. Transformational leadership was found to be less strongly related to these performance outcomes in contexts where safety was perceived as highly critical. Our findings have important theoretical and practical implications, and call into question the universality of the transformational–transactional leadership framework. Practical considerations focus on the implications for managers and supervisors who operate in safety-critical contexts. Practitioner points Safety-critical contexts pose particular challenges to leaders. If safety is perceived as highly critical, leaders and/or followers may hold different expectations about leadership and different leadership styles could be required compared to contexts where safety is not critical. Perceived effectiveness of transformational leadership and Management-By-Exception-Active for employees’ safety participation and contextual performance is influenced by employees’ perceptions of the risk for an accident within their work context. Management-By-Exception-Active is effective for enhancing team members’ extra effort for safety and contextual performance if the perceived risk of an accident is high, but less effective if perceptions of accident likelihood are low. Managers and supervisors should therefore pay attention to employees’ perceptions of risk of an accident and the factors that determine how employees perceive their context.

Revisiting the relationship between job demands and job performance: The effects of job security and traditionality

Abstract: textThe findings on the relationship between job demands and job performance have been inconsistent in previous studies. Drawing on social exchange theory, we examined the moderating effect of job security on the job demands-job performance relationship. Three studies with cross-sectional and time-lagged designs were conducted. The results of Studies 1 and 2 consistently demonstrated that job demands significantly improved employee performance in the context of higher job security, whereas job demands impaired performance to some extent when job security was lower. Study 3 replicated these findings and also showed that the positive moderating effect was stronger for employees with lower rather than higher levels of traditionality. The importance of job security to improving employees' performance in stressful workplaces was affirmed. These findings contribute to theories linking job demands to job performance and have practical implications for managers in high-stress environments, especially in developing countries. Practitioner points: Job demands may lead to good performance when employees' job security is high. Appropriate human resource practices should promise employees' perceived job security rather than only reducing job demands. Employers should pay more attention to maintaining the social exchange relationships with employees having lower traditional values.

The interactive effects of dual‐earner couples’ job insecurity: Linking conservation of resources theory with crossover research

Abstract: The present study examines job insecurity in the context of dual-earner couples. Linking conservation of resources theory (e.g., Hobfoll, 1989, Am. Psychol., 44, 513) with crossover research (e.g., Westman, 2001, Hum. Relat., 54, 717), we proposed that a partner's job insecurity constitutes an additional resource threat. Thus, the partner's job insecurity would exacerbate a person's negative reaction to his or her own job insecurity in terms of attitudinal (i.e., work engagement) and both health- and withdrawal-related outcomes (i.e., psychological health and turnover intention). Using a time-lagged design and multisource data from 171 mixed-gender dual-earner couples, multilevel path analysis applying the Actor-Partner-Interdependence Model revealed interesting gender differences. The negative relationship between the husband's job insecurity and his work engagement was stronger, the higher his wife's job insecurity was. The data further showed a moderated mediation, such that the husband's job insecurity was negatively and indirectly related to both psychological health and turnover intention (via reduced work engagement) if his wife experienced a medium or high level of job insecurity. Our study demonstrates the interactive effects of stressors in dual-earner couples, and highlights the importance of overcoming an overly individualistic perspective when studying job insecurity in particular and stressors more generally.

Investigating the role of discrete emotions in silence versus speaking up

Abstract: Silence in the workplace is a highly prevalent behaviour, but more is needed to understand the causes and consequences of such behaviour. In this article, we draw on theory and research to examine the role of discrete emotions in decisions to remain silent or to speak up. Three studies with full-time employees were carried out utilizing both qualitative and experimental methodologies. Study 1 (n = 110) demonstrated that there are many reasons for being silent and established fear as the main emotion associated with silence behaviour. Building on the results of Study 1 and using a quasi-experimental vignette design, Study 2 (n = 142) confirmed that different silence motives provoke different emotional experiences. Exploring the behavioural effects of emotions using a further experimental design, Study 3 (n = 80) showed that anger is an antecedent to speaking up about an observed transgression, whereas less intense anger was associated with staying silent. This pattern was not evident for fear. Taken together, these three studies provide empirical data regarding the relationship between silence, emotions, and actions. We contribute to theory and research at the intersection of silence, emotions, and behaviour and offer valuable insights into the dynamics of these concepts in the workplace. Practitioner points Our study demonstrates that employees are silent for many reasons and that managers need to be sensitive to the multiple motives driving silence behaviour Managers need to be aware that silence provokes specific emotions, with fear and anger being particularly common emotional consequences of silence. Employees are more likely to take action when emotions are intense and so managers need to incorporate a sensitivity to employee emotions in understanding worker silence and voice

Bringing work stress home: The impact of role conflict and role overload on spousal marital satisfaction

Abstract: Many previous studies have explored the possibility that work stressors negatively impact the well-being of an individual's spouse with little success. This study aimed to extend the existing literature by exploring boundary conditions of the relationship including the possibility that political skill and gender modify the relationship between role conflict, role overload, and spousal marital satisfaction. It also suggests that men and women differ in their propensity to cope with different types of stressors. Using a sample of 139 matched marital dyads, analytical results generally support these hypotheses. Political skill was a significant moderator of the role conflict–marital satisfaction relationship for the husband-to-wife transaction, but not the wife-to-husband transaction. In addition, political skill was a significant moderator of the role overload–marital satisfaction relationship for the wife-to-husband transaction but not the husband-to-wife transaction. These findings are important to both research and practice in that they highlight the issue of stress crossover and the importance of coping in the workplace. Practitioner points It is advantageous for an employee's marital well-being to deal with work stressors using work-related resources. Males tend to use coping resources to address role conflict, while females divert these resources to role overload.

Perceptions of supervisor support: Resolving paradoxical patterns across gender and race

Abstract: This work reconciles previous discrepancies regarding when and how the demographic composition of supervisor–subordinate dyads relates to perceived supervisor support. We draw from social identity theory to argue that building relationships with higher-status group members, while distancing oneself from the lower-status group, is a contextually induced way female and racial minority employees may cope with identity threat in the workplace. Our results supported the hypotheses, indicating that this self-distancing effect via reduced perceived supervisor support only emerges in settings where gender or racial identities may be considered threatened (in organizations with climates of higher perceived gender inequity, Study 1; or climates of higher perceived diversity inequity, Study 2). Such results are particularly important and timely given the recent ample attention in popular media and academic outlets regarding the ‘queen bee’ effect, the ‘crabs in the barrel’ mentality, and diversity-valuing behaviour of leaders. The current research suggests that such behaviours are not generalizable to all female or minority employees; rather, this effect seems to be context-driven. Practitioner points Organizational climates that are higher in gender and/or diversity inequity may bring about negative in-group behaviours between supervisors and subordinates. To increase perceptions of supervisor support, especially among traditionally low-status employees, organizations should improve their diversity climates to be more inclusive for all employees. Building active mentoring programmes for under-represented groups and increasing the number of women and non-White employees in senior positions, while emphasizing equal opportunity for all employees, are some ways organizations can reduce perceptions of gender and diversity inequity. A career-lattice approach to employee career development would allow employees to engage in more lateral transfers – enabling them to gain diverse skills, be exposed to multiple mentors, and to remove themselves from a potentially harmful supervisor–subordinate relationship.

A model of leadership motivations, error management culture, leadership capacity, and career success

Abstract: We integrated ideas from literature on error management culture, leadership motivation, and career development to create several contributions for the research literature. First, we examined two situational factors – error management/aversion culture perceptions – that affect employees’ leadership-relevant motivations. Second, we distinguish between two types of leader motivations, motivation to lead (MTL) and motivation to develop leadership skills (MTDL). We offer evidence of discriminant and predictive validity of the two leadership motivations on key leadership processes and outcomes. Third, we tested a linkage model in which error management/aversion perceptions influenced leadership motivations (MTL and MTDL) and these motivations predicted leadership capacity and leader career success (i.e., promotions, increased leadership responsibility, and pay increases). Based upon multisource data collected from 151 employees and their supervisors from diverse occupations and organizations over a period of 1 year, we found that error management perceptions were positively associated with social-normative MTL (the motive to lead out of a sense of duty and obligation) and with MTDL whereas perceptions of error aversion were negatively related with affective-identity and non-calculative MTL. MTDL was distinguishable from MTL and demonstrated better predictive validity on leadership capacity and career success than MTL. We discuss a number of implications for both theory and practice. Practitioner Points Creating a culture in which errors are constructively managed enhances leadership motivations, leadership capacity (leader behaviour, development, and potential), and career success. In managing leadership development and performance, distinguishing between motivation to be a leader and motivation to develop leadership skills is important, both in terms of how these motivations are influenced by error management and aversion and in terms of the how the motivations influence leadership capacity and success. Motive to lead out of a sense of duty is key.

What seals the I-deal? Exploring the role of employees' behaviours and managers' emotions

Abstract: Idiosyncratic deals (I-deals) are work arrangements between an employee and a manager, aimed at meeting the employee's specific work-related needs (Rousseau, 2005, I-deals: Idiosyncratic deals employees bargain for themselves, M. E. Sharpe, New York, NY). Studies to date have focused on the effects of successful I-deal negotiations, but have paid little attention to what determines whether negotiated I-deals are also obtained. We propose that managers play a crucial role in this process, and explore the role of managers' emotions in translating negotiation into obtainment. We suggest that I-deals are more likely to be obtained when managers feel more positive and less negative about an employee's I-deal process in the aftermath of the negotiation. We then aim to determine what shapes managers' emotions about the I-deal process. Given that I-deals are intended to be beneficial for the entire team (Rousseau, 2005, I-deals: Idiosyncratic deals employees bargain for themselves, M. E. Sharpe, New York, NY), we expect that managers feel more positive about the I-deal process of employees who engage in socially connecting behaviours following their I-deal negotiation. In contrast, managers feel more negative about the I-deal process of employees who engage in socially disconnecting behaviours. Results from a two-wave study of employees and their managers supported our hypotheses. Our findings contribute to research on I-deals by distinguishing between the negotiation and obtainment of I-deals and by highlighting the role of managers' emotions in translating negotiated I-deals into obtainment and the importance of employees' socially connecting and disconnecting behaviours following I-deal negotiations.

Offence or defence? Approach and avoid goals in the multi‐agency emergency response to a simulated terrorism attack

Abstract: When operating in multiteam settings, it is important that goals are cohesive between team members, especially in high-stakes, risky, and uncertain environments. This study explored goal consistency during a multiteam emergency response simulation. A total of n = 50 commanders from the UK Police Services, Fire and Rescue Services, and Ambulance Services took part in a simulated terrorism exercise, who were split into n = 13 teams. Each team responded to the same simulated terrorist event, which was based on a ‘Marauding Terrorist Firearms Attack’ (MTFA) at a city centre train station. Data were collected using electronically time-stamped ‘decision logs’ and post-incident questionnaires that measured team members’ self-reported goals. Goals that were ‘attack’ focussed (e.g., ‘treat patients’) were coded as ‘approach’ (i.e., focussed on achieving positive outcomes) and goals that were ‘defence’ focussed (e.g., protect emergency responders) were coded as ‘avoid’ (i.e., focussed on avoiding negative outcomes). It emerged that different agencies prioritized different goal types; Fire commanders initially prioritized avoid goals but then increased approach orientations, Ambulance commanders were consistently approach oriented, and Police commanders showed goal conflict (tensions between adopting approach and avoid goals). Despite goal differences, participants rated that their interagency goals were consistent in a post-scenario questionnaire, suggesting that commanders were unaware of the nuanced differences between their agency-specific objectives. At the multiteam level, teams who predominantly held attack/approach goals were significantly faster at decision logging early in the incident, yet defend/avoid teams were faster at decision logging later into the incident. Implications for multiteam coordination are discussed.

Family fairness and cohesion in marital dyads: Mediating processes between work–family conflict and couple psychological distress

Abstract: The well-being of employed adults is linked to demands and resources in both work and family domains. This study takes a family systems approach to understand how an employee's work–family conflict and their spouse's observed work–family conflict can create stress within a family unit by negatively impacting employee and spousal perceptions of fairness in the division of household labour. This decreased fairness is related to reduced family cohesion, which we argue is a key resource in the family domain. These variables were assessed by data collected from military personnel and their spouses in a sample of 78 marital dyads. Analyses using the actor–partner interdependence model and maximum likelihood bootstrapping supported our contention that work–family conflict is related to family cohesion through perceived fairness in the division of household labour. However, after accounting for the strong direct effect employee's reported work-to-family conflict has on employee's psychological distress, reduced family cohesion was only directly related to the psychological distress of employee's spouses, and not employees themselves. We suggest that these findings support the importance of taking a family systems approach to more fully contextualize the impact of dual-domain challenges on employee well-being. Practitioner points Organizations need to take the family into consideration when assessing employee well-being. Work–family conflict directly impacts an employee's psychological well-being and has the potential to create distress within the employee's family. Employers should provide employees with more family-supportive resources to reduce the strain created by work–family conflict.

How empathic concern helps leaders in providing negative feedback: A two‐study examination

Abstract: The role of leader empathic concern is examined in the context of negative feedback delivery. We argue that leader displays of empathic concern decrease negative affect and increase positive affect following negative feedback, resulting in more positive evaluations of the leader's feedback-giving effectiveness and improving the leader's promotability. In a video-based online experiment (Study 1) using a US sample (n = 177), both conditions experienced a decline in negative affect over the course of the feedback episode; however, participants exposed to leader empathic concern experienced a significantly greater increase in positive affect and evaluated the leader's behaviour as more effective than those in the control condition. In a field-study (Study 2) using archived multisource data on a sample of organizational leaders (n = 306), the positive relationship between leader negative feedback quality (subordinate-rated) and (boss-rated) promotability was strengthened by subordinate perceptions of leader empathic concern. Practitioner points Leaders should show empathic concern when delivering feedback to subordinates. Leaders should be trained in how to recognize subordinates’ emotional reactions and to communicate their understanding and concern for subordinates’ well-being during the provision of performance feedback. Organizations should reward leaders who demonstrate empathic concern for their subordinates when providing feedback. Leaders should be educated about the career-related benefits associated with demonstrating high-quality negative feedback and empathic concern.

Consequences of regulatory fit for leader–follower relationship quality and commitment

Abstract: A central tenet of regulatory focus theory is that people hold more positive appraisals and exhibit greater dedication when their regulatory focus is congruent with the orientation of the immediate context, a phenomenon known as regulatory fit Unfortunately, scant attention has been paid to regulatory fit in interpersonal contexts and the consequences of relationship partners having congruent promotion and prevention foci Integrating regulatory fit theory with theories of relational leadership, we predicted that regulatory fit would enhance relationship quality and commitment within leader–follower dyads These predictions were examined across three samples, using data collected from multiple sources and at multiple times Our results indicated that promotion fit, prevention fit and the interaction between them predicted relationship quality and commitment to the leader, which in turn predicted leader-targeted citizenship behaviour and withdrawal cognition These relationships remained after controlling for demographic fit and followers’ and leader's individual regulatory foci Practitioner points Leader–follower regulatory fit predicts high-quality relationship with one's supervisor Leader–follower promotion fit predicts affective commitment to supervisor Leader–follower prevention fit predicts normative commitment to supervisor Promotion fit and prevention fit interact to have synergistic effects on outcomes

Cross-culture and gender invariance of the Warr (1990) job-related well-being measure

Abstract: The job-related affective well-being measure developed by Warr (1990, J. Occup. Psychol., 63, 193) has been a frequently used tool estimating affect in the work context. The main purpose of this study was to test the measurement invariance of the instrument across cultures and genders. The model with four correlated factors, representing anxiety, comfort, depression, and enthusiasm, had a superior fit compared to alternative models in a sample of 807 employees and was used as the basis of measurement invariance tests. The results of multigroup confirmatory factor analysis showed partial metric invariance across samples of employees from the Netherlands (n = 254), Poland (n = 436), and Spain (n = 207), as well as full scalar invariance across genders (female n = 323; male n = 466). This indicates that cross-cultural comparisons of relationships between job-related affect as measured with this instrument and other constructs can be meaningful. Additionally, mean scores on the scales of the instrument can be meaningfully compared across genders, but not across countries. Practitioner points Warr's job-related affective well-being measure is a valid and reliable operationalization of four correlated affective dimensions: anxiety, comfort, depression, and enthusiasm. Mean scores on these dimensions can be meaningfully compared across genders, but comparisons of mean scores between countries should be interpreted with caution.

The internal structure of situational judgement tests reflects candidate main effects: Not dimensions or situations

Abstract: Despite their popularity and capacity to predict performance, there is no clear consensus on the internal measurement characteristics of situational judgment tests (SJTs). Contemporary propositions in the literature focus on treating SJTs as methods, as measures of dimensions, or as measures of situational responses. However, empirical evidence relating to the internal structure of SJT scores is lacking. Using generalizability theory, we decomposed multiple sources of variance for three different SJTs used with different samples of job candidates (N1 = 2,320; N2 =989; N3 = 7,934). Results consistently indicated that (a) the vast majority of reliable observed score variance reflected SJT-specific candidate main effects, analogous to a general judgment factor and that (b) the contribution of dimensions and situations to reliable SJT variance was, in relative terms, negligible. These findings do not align neatly with any of the proposals in the contemporary literature; however they do suggest an internal structure for SJTs.

Compensating need satisfaction across life boundaries: A daily diary study

Abstract: Self-determination theory suggests that satisfaction of an individual's basic psychological needs (for competence, autonomy, and relatedness) is a key for well-being. This has gained empirical support in multiple life domains, but little is known about the way that need satisfaction interacts between work and home. Drawing from ideas of work–home compensation, we expect that the benefits of need satisfaction in the home domain are reduced when needs are satisfied in the work domain. We tested this hypothesis with a daily diary study involving 91 workers. Results showed that individuals particularly benefit from satisfaction of their need for competence in the home domain when it is not satisfied during the working day. No such interactions were found between the needs for autonomy or relatedness. Our study highlights that the interaction of need satisfaction across domains represents a boundary condition for the beneficial effects of need satisfaction. Practitioner points The study examines the interplay between daily need satisfaction at work and at home and its relation to employee well-being at bedtime. Employees particularly benefit from competence need satisfaction at home (e.g., doing a hobby which challenges them) on days when they do not get a sense of competence from their job (e.g., if the tasks are not particularly challenging, or they are underperforming).

Cross‐cultural differences in self‐promotion: A study of self‐citations in management journals

Abstract: We study cross-cultural differences in self-promotion by comparing the self-citation behaviour of scholarly authors originating from individualist and collectivist cultures, using original data on 1,346 journal articles published between 2009 and 2014 in the fields of Management and Business. Our main finding is that articles by authors from individualist cultures are about twice as likely to contain many self-citations. Our results confirm the presence of a gender gap in self-citations, but we show that this effect is smaller than the cultural effect and that the effect appears to be stable across cultures. These findings show that the structure of rewards and costs associated with particular self-promotion tactics differ from culture to culture. Implications of cultural variations in self-promotion are discussed. Practitioner points We develop theory and provide empirical evidence about cultural and gender differences in self-promoting behaviour. As the workforce diversifies, a broader awareness of these differences might affect the actions of both employees and HR departments.

Knowledge acquisition and effective socialization: The role of the psychological contract

Abstract: Although studies reveal that acquiring knowledge about a new workplace during organizational socialization leads to better integration, the pathway through which this occurs is not well understood. Previous research has explored the psychological contract as an outcome of socialization. This study explores its role within the socialization process. A total of 161 organizational newcomers undertook surveys at months one and three of tenure, with data used to test a model within which four psychological contract dimensions mediate the relationship between knowledge acquisition and employee outcomes. At month one, organizational and employee promise strength mediated the relationship between knowledge and outcomes. At month three, organizational and employee promise fulfilment mediated this relationship. Findings confirm the role of the psychological contract in the socialization process and suggest that effective integration requires extensive knowledge provision and active employee knowledge acquisition. Practitioner points Acquisition of knowledge about a new work environment during the very early stages of tenure can positively affect newcomers’ attitudes and perceived employment relationships. Learning leads to mutual promises that are perceived to be stronger and more likely to be fulfilled, as well as reduced stress, greater commitment, and greater service quality behaviour. Employers should provide newcomers with information about their role, team, and organization, whilst newcomers should be encouraged to ask questions.

Aggregate personality and organizational competitive advantage

Abstract: Based on attraction–selection–attrition theory, human capital resources theory, person-organization fit theory and organizational climate/culture strength theory we hypothesize that (1) Big 5 aggregate conscientiousness, emotional stability and agreeableness will be significantly related to organizational financial performance (only conscientiousness is significant), (2) that interaction effects of Big 5 means and SDs will be reflected in organizational financial performance (not supported), and (3) that Big 5 strength (variance) alone is a significant correlate of organizational financial performance (supported for all but extraversion). In addition, an aggregate of strength across the Big 5 facets is also a significant correlate of organizational financial performance. Limitations and implications of these findings for future research on aggregate personality and practice are discussed. Practitioner points Selection on the basis of conscientiousness will yield not only effective individual performance but may also be reflected in organizational financial performance as well. Firms should be attentive to the variance in the attributes of those hired because smaller aggregate variance on all but extraversion Big 5 attributes is significantly reflected in organizational financial performance.

Age discrimination within a P-E fit paradigm: Maintaining fit with an active work style

Abstract: In the context of work environment and within-person change, age discrimination represents a substantial and important challenge for mid- to late-career workers. This present research expands the current literature by examining age discrimination within a P-E fit paradigm. Utilizing the theory of work adjustment, we examined the effect of perceived age discrimination upon demands–abilities (D-A) fit and needs–supplies (N-S) fit in two, two-wave studies. Consistent with hypotheses, Study 1 (N = 1345) demonstrated that as individuals perceived increasing experiences of age discrimination, both D-A and N-S fit decreased over time. Study 2 (N = 665) included active work styles, defined as an individual's general level and pattern of workplace effort and activity, as a possible moderating variable of the relationship between age discrimination and D-A fit. As expected, the engagement of a highly active work style ameliorated the deleterious effects of age discrimination. Implications for future empirical research and possible workplace applications deriving from these studies are discussed. Practitioner points Age discrimination has a negative impact upon employees being able to maintain their fit with the work environment. An employee may minimize the impact of age discrimination by maintaining a highly active work style. Organizations need to facilitate a positive age diversity climate by actively challenging negative stereotypes through education and training programmes, and the enforcement of fair and just diversity policies.

An experimental investigation of the interpersonal ramifications of lateness to workplace meetings

Abstract: Individuals often attend meetings at work to which at least one person arrives late. Building from attributional theories of interpersonal behaviour, we conducted an experiment to determine the cognitive, affective, and behavioural components of people's reactions to meeting lateness. Participants read one of eight experimental vignettes that described someone arriving 5 or 15 min late to an important or unimportant meeting, after which the person who arrived late offered either a controllable or an uncontrollable reason for being late. Participants reported greater anger and a willingness to punish the late arrival who gave a controllable excuse, whereas sympathy and prosocial intentions followed the late arrival who gave an uncontrollable excuse. To establish generalizability, we replicated the results using a survey of workers who reported on their thoughts and experiences in their last meeting to which someone arrived late. Overall, our findings also indicated that accounting for the severity of the transgression uniquely contributed to emotional and behaviour reactions, which is an improvement on existing attributional models. Practitioner points Arriving late to workplace meetings can have negative effects on interpersonal relationships, despite the prevalence of the behaviour. Organizations and managers should encourage all meeting attendees to arrive to meetings on time – this avoids the negative effects of lateness and also sets the stage for positive meeting interactions. Managers can take steps to mitigate the effects of lateness if it occurs. Agendas should be flexible to allow the movement of discussion points if someone arrives late.

Being an organizational ‘lynchpin’: Development and validation of the core‐versus‐peripheral position scale

Abstract: This article explores whether holding a core organizational position – being a ‘lynchpin’ – provides employees with psychological benefits, such as higher experienced meaningfulness and affective commitment, as well as lower job insecurity and burnout. Understanding whether being in a core position leads to psychological benefits could help workers make better career choices. To this end, the purposes of this study were to provide a unified definition of core-versus-peripheral positions (CPP; i.e., core position is high in criticality, non-substitutability, pervasiveness, and immediacy), as well as develop and validate a new measurement to assess CPP. In Study 1 and Study 2, we examined the factor structure and reliabilities of the CPP scale. In Study 3, we examined its convergent and discriminant validity. In Study 4, two samples were used to explore its predictive validity. Specifically, we found that criticality, non-substitutability, pervasiveness, and immediacy predicted experienced meaningfulness, affective commitment, job insecurity, and burnout measured at a different time point. In Study 5, we demonstrated the consistency between self-reported and other-reported CPP. By demonstrating the benefits of being an organizational ‘lynchpin’, individual employees may consider the core-versus-peripheral nature of their job position before entering an organization. Practitioner points Using the position of landscape maintenance worker as an example, the same job position might be core in one organization (a landscaping business) and peripheral in another (e.g., working as a gardener at a university). Holding all else constant, the gardener in a landscaping company might have more positive outcomes (e.g., higher experienced meaningfulness and affective commitment, and lower job insecurity and burnout) than a gardener at a university. From the organization's perspective, managerial efforts to enhance employee well-being and satisfaction should be focused more on those in the peripheral positions than on core positions because employees in peripheral positions are likely to experience low psychological well-being compared to those in core positions. In an attempt to maximize their effective operation and competitive advantages, organizations may benefit most from hiring employees with high knowledge, skills, and abilities to take on core positions.