Journal of Applied Psychology最新文献

One of the most perplexing aspects of the COVID-19 pandemic is that although it created employment uncertainty, employees were reporting a higher-than-expected intent to turnover. To understand this COVID-19-induced "Great Resignation," we applied terror management theory (TMT). Specifically, we hypothesized that death anxiety from COVID-19 indirectly relates to turnover intentions via the increase in the need for meaningful work, and that task significance would conditionally moderate this indirect effect. We tested these hypotheses across four studies, including a multiwave field study, an online experiment study, a quasi-experiment study, and a field study based on five-wave longitudinal data collected weekly. Our findings illustrate that death anxiety caused by COVID-19 indirectly relates to turnover intentions via an increase in the need for meaningful work. Further, this effect holds at lower levels of task significance, but not at higher levels of task significance. This suggests that a job characteristic-task significance-can satisfy employees' death anxiety-induced increase in the need for meaningful work, such that it does not eventuate in increased turnover intentions. Theoretical and practical implications related to COVID-19 and TMT as it relates to work contexts are discussed. (PsycInfo Database Record (c) 2023 APA, all rights reserved).

The artificial intelligence (AI) revolution has arrived, as AI systems are increasingly being integrated across organizational functions into the work lives of employees. This coupling of employees and machines fundamentally alters the work-related interactions to which employees are accustomed, as employees find themselves increasingly interacting with, and relying on, AI systems instead of human coworkers. This increased coupling of employees and AI portends a shift toward more of an "asocial system," wherein people may feel socially disconnected at work. Drawing upon the social affiliation model, we develop a model delineating both adaptive and maladaptive consequences of this situation. Specifically, we theorize that the more employees interact with AI in the pursuit of work goals, the more they experience a need for social affiliation (adaptive)-which may contribute to more helping behavior toward coworkers at work-as well as a feeling of loneliness (maladaptive), which then further impair employee well-being after work (i.e., more insomnia and alcohol consumption). In addition, we submit that these effects should be especially pronounced among employees with higher levels of attachment anxiety. Results across four studies (N = 794) with mixed methodologies (i.e., survey study, field experiment, and simulation study; Studies 1-4) with employees from four different regions (i.e., Taiwan, Indonesia, United States, and Malaysia) generally support our hypotheses. (PsycInfo Database Record (c) 2023 APA, all rights reserved).

Scholars have long upheld the notion that exposure to nature benefits individuals. Recently, organizational researchers have theorized that these benefits extend to the workplace, leading to calls for organizations to incorporate contact with nature into employees' jobs. However, it is unclear whether the effects of nature are strong enough to meaningfully impact employee performance, thereby justifying organizations' investments in them. In this research, we draw on self-determination theory to develop a theoretical model predicting that exposure to nature at work satisfies employees' psychological needs (i.e., needs for autonomy, relatedness, and competence) and positively affects their subsequent task performance and prosocial behavior. In addition, we theorize that the effects of nature on need satisfaction are weaker in employees higher on speciesism (i.e., the belief that humans are superior to other forms of life). We test these predictions with a mixed-method approach comprised of an online experiment in the United States (Study 1), a field experiment in Hong Kong (Study 2), a multiwave, multisource field study in Taiwan (Study 3), and a multiwave, multisource field study (with objective performance scores) in New Zealand (Study 4). Overall, our findings largely support our theoretical model. (PsycInfo Database Record (c) 2023 APA, all rights reserved).

Only recently, the question whether within-person personality variability is a blessing or a curse for job performance has reached the agendas of industrial and organizational (I-O) psychology researchers. Yet, this limited stream of research resulted in inconsistent findings, and only little understanding exists about the role of rater source and mean-level personality in this relationship. Broadly following socioanalytic theory, the present study examined the extent to which self- and other-rated within-person personality variability predicts self- and other-rated job performance, and whether this is moderated by mean-level personality. Within-person personality variability indices and job performance evaluations were obtained from an experience sampling study including N = 166 teachers, N = 95 supervisors, and N = 69 classes (including 1,354 students). Results showed that-above and beyond the effects of mean-level personality-self-rated within-person variability was positively associated with self-rated job performance, while other-rated within-person variability was negatively associated with other-ratings of performance. Many interactions with mean-level personality were found, mainly demonstrating negative effects of variability for those with a less adaptive personality profile (cf. variability as a "curse"), while showing positive effects of variability for those with a more adaptive trait profile (cf. variability as a "blessing"). Importantly, however, additional analyses provided little evidence for associations across type of rater source. These findings contribute to the field of I-O psychology by highlighting that perceptions of within-person personality variability may impact performance evaluations beyond personality traits, although its desirability seems to depend on individuals' personality trait level. Implications and limitations are discussed. (PsycInfo Database Record (c) 2023 APA, all rights reserved).

The literature on abusive supervision largely presumes that employees respond to abuse in a relatively straightforward way: When abuse is present, outcomes are unfavorable, and when abuse is absent, outcomes are favorable (or, at least less unfavorable). Yet despite the recognition that abusive supervision can vary over time, little consideration has been given to how past experiences of abuse may impact the ways employees react to it (or, its absence) in the present. This is a notable oversight, as it is widely acknowledged that past experiences create a context against which experiences in the present are compared. By applying a temporal lens to the experience of abusive supervision, we identify abusive supervision inconsistency as a phenomenon that may have different outcomes than would otherwise be predicted by the current consensus in this literature. We draw from theories on time and stress appraisal to develop a model that explains when, why, and for which employees, inconsistent abusive supervision may have negative outcomes (specifically, identifying anxiety as a proximal outcome of abusive supervision inconsistency that has downstream effects on turnover intentions). Moreover, the aforementioned theoretical perspectives dovetail in identifying employee workplace status as a moderator that may buffer employees from the stressful consequences of inconsistent abusive supervision. We test our model using two experience sampling studies with polynomial regression and response surface analyses. Our research makes important theoretical and practical contributions to the abusive supervision literature, as well as the literature on time. (PsycInfo Database Record (c) 2023 APA, all rights reserved).

Domain-specific roles of service climate and safety climate are well-established, but little is known about their cross-domain roles. In this study, we examined the cross-domain main roles of service climate (on safety performance) and safety climate (on service performance) and their joint roles in predicting service and safety performance. Drawing on the exploration-exploitation framework, we further introduced team exploration and team exploitation as explanatory mechanisms for the cross-domain relationships. We conducted two multiwave, multisource field studies using nursing teams in hospitals. Results from Study 1 showed that service climate had a positive relationship with service performance but a nonsignificant relationship with safety performance. Safety climate, though, had a positive relationship with safety performance but a negative relationship with service performance. Study 2 found support for all main relationships and also revealed that safety climate moderated the indirect relationships that service climate had with safety and service performance through team exploration. Moreover, service climate moderated the indirect relationships that safety climate had with service and safety performance through team exploitation. We extend the climate literature by uncovering the missing cross-domain relationships between service and safety climates. (PsycInfo Database Record (c) 2023 APA, all rights reserved).

An important issue that has received little attention to date is how different types of work activities may interplay to influence workday energy, a critical resource for individuals' performance at work. Integrating the notion of workday design with event system theory, we examine two prominent types of work activities for knowledge workers-meetings and individual work-to investigate how time allocation and pressure complementarity between them influence workday energy. We conducted two experience sampling studies, one with 245 knowledge workers from diverse organizations and the other with 167 employees from two technology companies. We found a time allocation effect, such that for a given period of the workday (i.e., the morning or the afternoon), the greater the proportion of time a knowledge worker spent in meetings relative to individual work, the less this person engaged in microbreak activities for replenishment during that period. The reduction in microbreak activities, in turn, harmed energy. We also found a pressure complementarity effect in the morning (though not in the afternoon), such that when a meeting involved low pressure in the presence of high-pressure individual work or vice versa, when a meeting involved high pressure in the presence of low-pressure individual work, such complementarity benefited energy. Overall, this research advances our understanding of how everyday work activities relate to knowledge workers' energy and sheds new light on the issue of work and workday designs. (PsycInfo Database Record (c) 2023 APA, all rights reserved).

Despite empirical findings that have established the dynamic nature of emotional exhaustion (EE), the temporal processes underlying the development of EE over meaningful spans of time have largely been ignored in research. Drawing from theories that outline the roles of resources and demands at work (Demerouti et al., 2001; Halbesleben et al., 2014; Hobfoll, 1989; ten Brummelhuis & Bakker, 2012), the present study developed and tested hypotheses pertaining to the form and predictors of workday EE trajectories. Experience sampling methodology was utilized to assess the momentary EE of 114 employees three times per day over a total of 925 days and 2,808 event-level surveys. Within-day EE growth curves (i.e., intercepts and slopes) were then derived, and the variance of these growth curve terms was partitioned into within-person (i.e., variance in growth curve parameters across days for each person) and between-person (i.e., variance in average growth curve parameters across people) sources. Results supported an increasing pattern of EE across the workday and also demonstrated substantial between- and within-person variance in intercepts (i.e., start) and slopes (i.e., growth) over the workday. In addition, support was found for a set of resource-providing and resource-consuming predictors of EE growth curves, including customer mistreatment, social interactions with coworkers, prior evening psychological detachment, perceived supervisor support, and autonomous and controlled motivations for one's job. (PsycInfo Database Record (c) 2023 APA, all rights reserved).

For individuals who hold leadership positions in their organizations, identifying as a leader day-to-day can have significant implications for their performance and interactions with followers. Despite the importance of leader identity, however, little is known about how leaders can start their workday in a cognitive state that allows them to identify more strongly with their leader role. Integrating recovery research with leader identity theory, we investigated the implications of psychological detachment and affect-focused rumination for leader identity and leader performance on a day-to-day basis at work. We conducted two experience sampling studies to test our expectations. In the first experience sampling study, we found that psychological detachment after hours helped leaders identify more strongly with their leader role the next day because they felt recuperated (i.e., lower levels of depletion), whereas affect-focused rumination after hours hindered leader identity via depletion. In turn, leader identity influenced leaders' enactment of transformational behaviors and power that day at work, as rated by their followers. We also found that the downstream effects of affect-focused rumination on leader behaviors via depletion and leader identity were weaker for more (vs. less) experienced leaders. We constructively replicated the negative effects of depletion on transformational behaviors and enacted power via leader identity in a supplemental experience sampling study using leaders' self-reports of their behaviors. We discuss theoretical and practical implications of our research for leaders at work. (PsycInfo Database Record (c) 2023 APA, all rights reserved).

Although prior research predicts mainly that followers expect leaders to exert less paternalistic control (such as emphasis on discipline, didactic instruction, and belittling followers), we argue that such an expectation may not be stable overtime or across settings. Based on the connectionist perspectives of implicit leadership theories, we propose a follower expectation model of paternalistic control, in which followers compare their perceived with expected levels of paternalistic control. Two inconsistent conditions-insufficient and excessive control-are identified, and the consistency between perceived and expected paternalistic control is predicted to relate to favorable follower outcomes. We examine this model by conducting two daily experience sampling studies in Taiwan. Our findings indicate that insufficient control is as unfavorable as excessive control in lowering followers' job satisfaction and citizenship behavior, and this pattern is particularly salient in terms of emphasis on discipline and the belittling of followers. A supplemental, qualitative analysis additionally demonstrated the conditions under which the expectation-perception consistency regarding belittling followers relates to favorable follower responses. (PsycInfo Database Record (c) 2023 APA, all rights reserved).