Pub Date : 2021-09-16DOI: 10.1026/0932-4089/a000369
Laura Klebe, Katharina Klug, J. Felfe
Abstract. By disrupting routines at work, the Covid-19 pandemic may have undermined the extent and effectiveness of health-oriented leadership (HoL) in terms of staff-care and self-care. In a survey with two measurement points in the spring of 2020 ( Nt1=264; Nt2=123), we examined whether the stronger the crisis the lower HoL is, while becoming more effective in terms of follower health. Crisis severity turned out to be indirectly related to exhaustion via staff-care and self-care. Staff-care was more effective for follower health the stronger the crisis was. The results were largely supported in a subsample when exhaustion was measured 1 week later. Moreover, the Covid-19 pandemic was indirectly related to crisis severity via hindrance stressors. Findings underline that staff-care was jeopardized but gained in importance during the pandemic. By displaying staff-care, leaders can buffer negative crisis effects on followers. Organizations should strengthen HoL to protect the health of both leaders and followers during crises.
{"title":"The Show Must Go On","authors":"Laura Klebe, Katharina Klug, J. Felfe","doi":"10.1026/0932-4089/a000369","DOIUrl":"https://doi.org/10.1026/0932-4089/a000369","url":null,"abstract":"Abstract. By disrupting routines at work, the Covid-19 pandemic may have undermined the extent and effectiveness of health-oriented leadership (HoL) in terms of staff-care and self-care. In a survey with two measurement points in the spring of 2020 ( Nt1=264; Nt2=123), we examined whether the stronger the crisis the lower HoL is, while becoming more effective in terms of follower health. Crisis severity turned out to be indirectly related to exhaustion via staff-care and self-care. Staff-care was more effective for follower health the stronger the crisis was. The results were largely supported in a subsample when exhaustion was measured 1 week later. Moreover, the Covid-19 pandemic was indirectly related to crisis severity via hindrance stressors. Findings underline that staff-care was jeopardized but gained in importance during the pandemic. By displaying staff-care, leaders can buffer negative crisis effects on followers. Organizations should strengthen HoL to protect the health of both leaders and followers during crises.","PeriodicalId":44883,"journal":{"name":"Zeitschrift Fur Arbeits-Und Organisationspsychologie","volume":null,"pages":null},"PeriodicalIF":1.2,"publicationDate":"2021-09-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"79892912","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"心理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-09-16DOI: 10.1026/0932-4089/a000370
Michèle Rieth, V. Hagemann
Abstract. This study examines the impact of telework and closure of educational and childcare facilities on working people during COVID-19. We compare telework versus nontelework conditions and people with and without stay-at-home children. Data from 465 working people in Germany were collected via an online survey. People who do not work from home experience more stress, more negative and less positive affect, less life satisfaction and trust in government, and less loss of control over career success than those working from home. Concerning the conservation of resources theory, working from home can thus be seen as a resource gain, representing, in accordance with the self-regulation theory, a way to deal with pandemic threats. However, home office only seems to be beneficial if working conditions at home are supportive; otherwise, it is experienced as a resource threat or loss, especially with stay-at-home children.
{"title":"The Impact of Telework and Closure of Educational and Childcare Facilities on Working People During COVID-19","authors":"Michèle Rieth, V. Hagemann","doi":"10.1026/0932-4089/a000370","DOIUrl":"https://doi.org/10.1026/0932-4089/a000370","url":null,"abstract":"Abstract. This study examines the impact of telework and closure of educational and childcare facilities on working people during COVID-19. We compare telework versus nontelework conditions and people with and without stay-at-home children. Data from 465 working people in Germany were collected via an online survey. People who do not work from home experience more stress, more negative and less positive affect, less life satisfaction and trust in government, and less loss of control over career success than those working from home. Concerning the conservation of resources theory, working from home can thus be seen as a resource gain, representing, in accordance with the self-regulation theory, a way to deal with pandemic threats. However, home office only seems to be beneficial if working conditions at home are supportive; otherwise, it is experienced as a resource threat or loss, especially with stay-at-home children.","PeriodicalId":44883,"journal":{"name":"Zeitschrift Fur Arbeits-Und Organisationspsychologie","volume":null,"pages":null},"PeriodicalIF":1.2,"publicationDate":"2021-09-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"89176408","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"心理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-09-16DOI: 10.1026/0932-4089/a000368
Marina Klostermann, Greta Ontrup, Lisa Thomaschewski, A. Kluge
Abstract. In 2020, the COVID-19 pandemic forced organizations to adjust co-located teams to virtual teams instantly. The applicability of known success factors for virtual teamwork to this situation is uncertain. Therefore, this study addresses the following research question: what factors relate to successful team adjustment to the new virtual work context? We hypothesize that perceived team success is influenced by individual and team factors and that these effects of team-related factors on perceived team success are moderated by team processes and team-/task-technology fit. A time-lagged online study was conducted at two timepoints during the initial lockdown in Germany with N = 110 employees working in teams. We found trust, task-technology fit, and communication to be significantly associated with perceived team performance. The results suggest that the instant adjustment might have led to a new phase related to team cycle episodes. We propose guidelines to prepare teams for future instant adjustments.
{"title":"Something Old or Something New?","authors":"Marina Klostermann, Greta Ontrup, Lisa Thomaschewski, A. Kluge","doi":"10.1026/0932-4089/a000368","DOIUrl":"https://doi.org/10.1026/0932-4089/a000368","url":null,"abstract":"Abstract. In 2020, the COVID-19 pandemic forced organizations to adjust co-located teams to virtual teams instantly. The applicability of known success factors for virtual teamwork to this situation is uncertain. Therefore, this study addresses the following research question: what factors relate to successful team adjustment to the new virtual work context? We hypothesize that perceived team success is influenced by individual and team factors and that these effects of team-related factors on perceived team success are moderated by team processes and team-/task-technology fit. A time-lagged online study was conducted at two timepoints during the initial lockdown in Germany with N = 110 employees working in teams. We found trust, task-technology fit, and communication to be significantly associated with perceived team performance. The results suggest that the instant adjustment might have led to a new phase related to team cycle episodes. We propose guidelines to prepare teams for future instant adjustments.","PeriodicalId":44883,"journal":{"name":"Zeitschrift Fur Arbeits-Und Organisationspsychologie","volume":null,"pages":null},"PeriodicalIF":1.2,"publicationDate":"2021-09-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"89680873","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"心理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-07-29DOI: 10.1026/0932-4089/a000362
Mona Rynek, T. Ellwart, Henrike Peiffer, Elisabeth Endres, Thomas Moldzio
Abstract. Leaders working part time struggle with a lack of respect and acceptance from their subordinates and their management colleagues. Leadership as a part-time role does not match the traditional expectation of leaders being omnipresent and always responsive (Jochmann-Döhl, 2017). Although leaders working part time (LPT) are supported by subordinates and colleagues, their supportive behavior is often coupled with accusations that work-related problems occur only because the leader is working part time. According to the stress-as-offense-to-self theory (SOS, Semmer et al., 2007 ; Semmer et al., 2019 ), such dysfunctional supportive behavior triggers threats by offending the need for belonging. This study serves to strengthen SOS theory and extend its application beyond stress research by investigating the effects of LPT threat experiences on rumination, LPT job satisfaction, and role identification. Further, it empirically confirms the need-based threat mechanism. Results based on an online questionnaire ( N = 101 LPT) show that dysfunctional support by subordinates and management colleagues relates to a feeling of exclusion by significant others as an indicator of an offended need for belonging. Furthermore, the results indicate that the feeling of exclusion mediates the relationship between dysfunctional support and role identification and between dysfunctional support and LPT job satisfaction. No mediation effect was found for rumination. In addition to providing a theoretically differentiated understanding and prediction of threats, the study includes important practical starting points for the risk management of LPT.
摘要做兼职工作的领导者往往难以得到下属和管理层同事的尊重和认可。作为兼职角色的领导不符合领导者无所不在和总是响应的传统期望(Jochmann-Döhl, 2017)。虽然兼职领导得到了下属和同事的支持，但他们的支持行为往往伴随着指责，认为与工作相关的问题只是因为领导兼职而发生的。根据压力即自我冒犯理论(SOS, Semmer et al.， 2007;Semmer等人，2019)，这种功能失调的支持行为会通过冒犯归属感的需求来引发威胁。本研究旨在通过研究LPT威胁经历对反刍、LPT工作满意度和角色认同的影响，加强SOS理论，并将其应用范围扩展到压力研究之外。进一步，从经验上证实了基于需求的威胁机制。基于在线问卷(N = 101 LPT)的结果显示，下属和管理同事的功能失调支持与被重要他人排斥的感觉有关，这是一种被冒犯的归属感需求的指标。排除感在功能失调性支持与角色认同、功能失调性支持与LPT工作满意度之间起中介作用。反刍没有中介作用。除了在理论上提供对威胁的差异化理解和预测外，该研究还为LPT的风险管理提供了重要的实践起点。
{"title":"Threats to Professional Roles in Part-Time Leadership","authors":"Mona Rynek, T. Ellwart, Henrike Peiffer, Elisabeth Endres, Thomas Moldzio","doi":"10.1026/0932-4089/a000362","DOIUrl":"https://doi.org/10.1026/0932-4089/a000362","url":null,"abstract":"Abstract. Leaders working part time struggle with a lack of respect and acceptance from their subordinates and their management colleagues. Leadership as a part-time role does not match the traditional expectation of leaders being omnipresent and always responsive (Jochmann-Döhl, 2017). Although leaders working part time (LPT) are supported by subordinates and colleagues, their supportive behavior is often coupled with accusations that work-related problems occur only because the leader is working part time. According to the stress-as-offense-to-self theory (SOS, Semmer et al., 2007 ; Semmer et al., 2019 ), such dysfunctional supportive behavior triggers threats by offending the need for belonging. This study serves to strengthen SOS theory and extend its application beyond stress research by investigating the effects of LPT threat experiences on rumination, LPT job satisfaction, and role identification. Further, it empirically confirms the need-based threat mechanism. Results based on an online questionnaire ( N = 101 LPT) show that dysfunctional support by subordinates and management colleagues relates to a feeling of exclusion by significant others as an indicator of an offended need for belonging. Furthermore, the results indicate that the feeling of exclusion mediates the relationship between dysfunctional support and role identification and between dysfunctional support and LPT job satisfaction. No mediation effect was found for rumination. In addition to providing a theoretically differentiated understanding and prediction of threats, the study includes important practical starting points for the risk management of LPT.","PeriodicalId":44883,"journal":{"name":"Zeitschrift Fur Arbeits-Und Organisationspsychologie","volume":null,"pages":null},"PeriodicalIF":1.2,"publicationDate":"2021-07-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"89736288","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"心理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-07-29DOI: 10.1026/0932-4089/a000363
A. Kunzelmann, T. Rigotti
Abstract. This study investigates the relationship of challenge demands (i. e., time pressure, job complexity) on employee resilience. We provide insights into potential pathways (i. e., learning, cognitive irritation) for how challenge stressors influence employee resilience. We employed a two-wave, time-lagged design to examine the influences of challenge stressors and explanatory pathways on employee resilience 2 months later. The data from 359 participants (52.1 % male) were analyzed using a Bayesian time-lagged path model. Results indicate that time pressure and job complexity are negatively related to employee resilience via cognitive irritation. In contrast, we found a positive, indirect effect of job complexity and resilience via learning. This paper contributes to existing employee resilience and stress research by highlighting the roles of learning and cognitive irritation to explain the relationships of challenge stressors on employee resilience. Moreover, the results provide us with a deeper understanding of which factors foster or drain employee resilience.
{"title":"Challenge Demands and Resilience","authors":"A. Kunzelmann, T. Rigotti","doi":"10.1026/0932-4089/a000363","DOIUrl":"https://doi.org/10.1026/0932-4089/a000363","url":null,"abstract":"Abstract. This study investigates the relationship of challenge demands (i. e., time pressure, job complexity) on employee resilience. We provide insights into potential pathways (i. e., learning, cognitive irritation) for how challenge stressors influence employee resilience. We employed a two-wave, time-lagged design to examine the influences of challenge stressors and explanatory pathways on employee resilience 2 months later. The data from 359 participants (52.1 % male) were analyzed using a Bayesian time-lagged path model. Results indicate that time pressure and job complexity are negatively related to employee resilience via cognitive irritation. In contrast, we found a positive, indirect effect of job complexity and resilience via learning. This paper contributes to existing employee resilience and stress research by highlighting the roles of learning and cognitive irritation to explain the relationships of challenge stressors on employee resilience. Moreover, the results provide us with a deeper understanding of which factors foster or drain employee resilience.","PeriodicalId":44883,"journal":{"name":"Zeitschrift Fur Arbeits-Und Organisationspsychologie","volume":null,"pages":null},"PeriodicalIF":1.2,"publicationDate":"2021-07-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"80715320","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"心理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-07-01DOI: 10.1026/0932-4089/A000360
C. R. Hossiep, J. Märtins, G. Schewe
Abstract. Even though there is strong theoretical support that transparency in organizations leads to trust between employees and managers as well as increasing job satisfaction (e. g., Albu & Flyverbom, 2019 ; Giri & Kumar, 2010 ), such research lacks consistent empirical evidence. This inconsistency might be explained by the use of specific nongeneralizable scales ( Schnackenberg & Tomlinson, 2016 ). Therefore, Schnackenberg et al. (2020) developed a multidimensional transparency scale consisting of three dimensions: disclosure, clarity, and accuracy (so-called DCA-transparency). This paper validates a German version of the scale as well as conceptually and empirically extends its utility by adding the two dimensions of timeliness and relevance. We conducted three quantitative studies to examine the factorial structure ( N = 325), content validity ( N1 = 133 , N2 = 120), and usefulness ( N = 376, with a representative longitudinal sample). The results support the accuracy and utility of the extended German DCA scale in organizational settings and its multidimensionality.
{"title":"DCA-Transparency","authors":"C. R. Hossiep, J. Märtins, G. Schewe","doi":"10.1026/0932-4089/A000360","DOIUrl":"https://doi.org/10.1026/0932-4089/A000360","url":null,"abstract":"Abstract. Even though there is strong theoretical support that transparency in organizations leads to trust between employees and managers as well as increasing job satisfaction (e. g., Albu & Flyverbom, 2019 ; Giri & Kumar, 2010 ), such research lacks consistent empirical evidence. This inconsistency might be explained by the use of specific nongeneralizable scales ( Schnackenberg & Tomlinson, 2016 ). Therefore, Schnackenberg et al. (2020) developed a multidimensional transparency scale consisting of three dimensions: disclosure, clarity, and accuracy (so-called DCA-transparency). This paper validates a German version of the scale as well as conceptually and empirically extends its utility by adding the two dimensions of timeliness and relevance. We conducted three quantitative studies to examine the factorial structure ( N = 325), content validity ( N1 = 133 , N2 = 120), and usefulness ( N = 376, with a representative longitudinal sample). The results support the accuracy and utility of the extended German DCA scale in organizational settings and its multidimensionality.","PeriodicalId":44883,"journal":{"name":"Zeitschrift Fur Arbeits-Und Organisationspsychologie","volume":null,"pages":null},"PeriodicalIF":1.2,"publicationDate":"2021-07-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"77626208","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"心理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-06-11DOI: 10.1026/0932-4089/A000365
H. Zacher, C. Rudolph, Melina Posch
The goal of this longitudinal study was to examine how three dimensions of self-reported work performance, including task proficiency, adaptivity, and proactivity, changed between December 2019 and September 2020 in Germany. Based on event system and transition theories, we expected work performance to decline due to the “lockdown” between early April and early May 2020, and to subsequently increase when restrictions were eased between early May and early September 2020. Additionally, we hypothesized that high levels of core self-evaluations (i.e., employees’ fundamental evaluations about themselves) buffer the decline and strengthen the recovery in work performance. Data were collected from N = 591 full-time employees across eight measurement points. Results based on discontinuous latent growth curve modeling largely supported the expected trajectories in work performance. Moreover, core self-evaluations positively predicted the levels of work performance, as well as the slopes indicating recovery in task proficiency and adaptivity, but not proactivity.
{"title":"Individual Differences and Changes in Self-Reported Work Performance During the Early Stages of the COVID-19 Pandemic","authors":"H. Zacher, C. Rudolph, Melina Posch","doi":"10.1026/0932-4089/A000365","DOIUrl":"https://doi.org/10.1026/0932-4089/A000365","url":null,"abstract":"The goal of this longitudinal study was to examine how three dimensions of self-reported work performance, including task proficiency, adaptivity, and proactivity, changed between December 2019 and September 2020 in Germany. Based on event system and transition theories, we expected work performance to decline due to the “lockdown” between early April and early May 2020, and to subsequently increase when restrictions were eased between early May and early September 2020. Additionally, we hypothesized that high levels of core self-evaluations (i.e., employees’ fundamental evaluations about themselves) buffer the decline and strengthen the recovery in work performance. Data were collected from N = 591 full-time employees across eight measurement points. Results based on discontinuous latent growth curve modeling largely supported the expected trajectories in work performance. Moreover, core self-evaluations positively predicted the levels of work performance, as well as the slopes indicating recovery in task proficiency and adaptivity, but not proactivity.","PeriodicalId":44883,"journal":{"name":"Zeitschrift Fur Arbeits-Und Organisationspsychologie","volume":null,"pages":null},"PeriodicalIF":1.2,"publicationDate":"2021-06-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"83781278","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"心理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-06-08DOI: 10.1026/0932-4089/A000359
Cathrin Becker, Roman Soucek, J. Gunkel, Sarah S. Lütke Lanfer, und Anja S. Göritz
Zusammenfassung. Die Digitalisierung und Globalisierung fordern von Unternehmen vermehrte Flexibilität, was sich in der Gestaltung von Bürokonzepten niederschlägt. Es entstehen häufig Activity-Based Flexible Offices, die sich durch ein offenes und flexibles Raumkonzept auszeichnen. Dabei befindet sich ein Großteil der Arbeitsplätze in offenen Bereichen ohne Zwischenwände und ohne fest zugewiesene Arbeitsplätze. Dieses Konzept ist für den Austausch ausgelegt, bietet aber auch Rückzugsmöglichkeiten wie etwa Konzentrationszellen. In drei international agierenden Unternehmen wurde eine webbasierte Tagebuchstudie durchgeführt, die den Einfluss der aufgabenbezogenen Konzentrationserfordernisse und des Arbeitsortes auf die wahrgenommene Passung zwischen Arbeitsaufgabe und Arbeitsort sowie das psychische Wohlbefinden untersuchte. Die Ergebnisse zeigen, dass offene Arbeitsbereiche bei Aufgaben mit hohen Konzentrationserfordernissen als nicht passend wahrgenommen werden, jedoch nicht im Homeoffice. Generell geht die Passung zwischen Arbeitsaufgabe und Arbeitsort mit dem psychischen Wohlbefinden der Beschäftigten einher. Zusammenfassend sollte das Activity-Based Flexible Office als ganzheitliches Konzept mit Rückzugsmöglichkeiten innerhalb als auch außerhalb des Unternehmens verstanden werden.
{"title":"Tagebuchstudie zu Activity-Based Flexible Offices","authors":"Cathrin Becker, Roman Soucek, J. Gunkel, Sarah S. Lütke Lanfer, und Anja S. Göritz","doi":"10.1026/0932-4089/A000359","DOIUrl":"https://doi.org/10.1026/0932-4089/A000359","url":null,"abstract":"Zusammenfassung. Die Digitalisierung und Globalisierung fordern von Unternehmen vermehrte Flexibilität, was sich in der Gestaltung von Bürokonzepten niederschlägt. Es entstehen häufig Activity-Based Flexible Offices, die sich durch ein offenes und flexibles Raumkonzept auszeichnen. Dabei befindet sich ein Großteil der Arbeitsplätze in offenen Bereichen ohne Zwischenwände und ohne fest zugewiesene Arbeitsplätze. Dieses Konzept ist für den Austausch ausgelegt, bietet aber auch Rückzugsmöglichkeiten wie etwa Konzentrationszellen. In drei international agierenden Unternehmen wurde eine webbasierte Tagebuchstudie durchgeführt, die den Einfluss der aufgabenbezogenen Konzentrationserfordernisse und des Arbeitsortes auf die wahrgenommene Passung zwischen Arbeitsaufgabe und Arbeitsort sowie das psychische Wohlbefinden untersuchte. Die Ergebnisse zeigen, dass offene Arbeitsbereiche bei Aufgaben mit hohen Konzentrationserfordernissen als nicht passend wahrgenommen werden, jedoch nicht im Homeoffice. Generell geht die Passung zwischen Arbeitsaufgabe und Arbeitsort mit dem psychischen Wohlbefinden der Beschäftigten einher. Zusammenfassend sollte das Activity-Based Flexible Office als ganzheitliches Konzept mit Rückzugsmöglichkeiten innerhalb als auch außerhalb des Unternehmens verstanden werden.","PeriodicalId":44883,"journal":{"name":"Zeitschrift Fur Arbeits-Und Organisationspsychologie","volume":null,"pages":null},"PeriodicalIF":1.2,"publicationDate":"2021-06-08","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"80514707","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"心理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-04-19DOI: 10.1026/0932-4089/A000358
Lisa S. Grützmacher, C. Schermuly
Abstract. Because of its relevance for organizations and their employees, psychological empowerment (PE) has received a great deal of attention in research and practice. Supervisors play an important role in the promotion of subordinates’ PE. In the present article, and on the basis of social learning theory, we examine how the supervisor’s perceived and self-reported PE influence the subordinate’s PE. The results of two multi-wave studies involving more than 1,000 participants suggest that the supervisor’s perceived PE can predict the subordinate’s PE. The supervisor’s self-reported PE did not affect the subordinate’s PE: PE does not seem to trickle down from supervisor to subordinate. The relationship between the supervisor’s perceived PE and the subordinate’s PE was stronger when trust in the supervisor was higher. Supervisors who want to promote subordinates’ PE through modeling should therefore ensure that they are perceived as psychologically empowered and invest in relationships of trust with their subordinates.
{"title":"A Social Learning Perspective on the Trickle-Down of Psychological Empowerment from Supervisor to Subordinate","authors":"Lisa S. Grützmacher, C. Schermuly","doi":"10.1026/0932-4089/A000358","DOIUrl":"https://doi.org/10.1026/0932-4089/A000358","url":null,"abstract":"Abstract. Because of its relevance for organizations and their employees, psychological empowerment (PE) has received a great deal of attention in research and practice. Supervisors play an important role in the promotion of subordinates’ PE. In the present article, and on the basis of social learning theory, we examine how the supervisor’s perceived and self-reported PE influence the subordinate’s PE. The results of two multi-wave studies involving more than 1,000 participants suggest that the supervisor’s perceived PE can predict the subordinate’s PE. The supervisor’s self-reported PE did not affect the subordinate’s PE: PE does not seem to trickle down from supervisor to subordinate. The relationship between the supervisor’s perceived PE and the subordinate’s PE was stronger when trust in the supervisor was higher. Supervisors who want to promote subordinates’ PE through modeling should therefore ensure that they are perceived as psychologically empowered and invest in relationships of trust with their subordinates.","PeriodicalId":44883,"journal":{"name":"Zeitschrift Fur Arbeits-Und Organisationspsychologie","volume":null,"pages":null},"PeriodicalIF":1.2,"publicationDate":"2021-04-19","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"84063172","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":4,"RegionCategory":"心理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-04-19DOI: 10.1026/0932-4089/A000357
M. T. Thielsch, Dilara Erdal, Viola Merhof
Zusammenfassung. Hochwertiges Personalmarketing ist der essenzielle erste Schritt im Recruiting. Qualifizierte Bewerber_innen müssen auf offene Positionen erfolgreich aufmerksam gemacht werden, wofür Unternehmen und Organisationen verschiedene Online- und Offline-Maßnahmen zur Verfügung stehen. Zentral ist dabei die Wahrnehmung des Personalmarketings durch die Bewerbenden, deren Sicht bislang allerdings wenig betrachtet wurde. In der vorliegenden Studie wird daher mithilfe einer für die deutsche Arbeitsbevölkerung repräsentativen Stichprobe ( N = 1.070) die Nutzung und Bewertung von klassischen und neuartigen digitalen Personalmarketingmaßnahmen in sozialen Medien untersucht und zusätzlich digitale Ansprachemethoden experimentell überprüft. Bekannte und etablierte Online- und Offline-Personalmarketingmaßnahmen weisen hohe Nutzungszahlen auf und sind zugleich am beliebtesten. Soziale Medien werden hingegen von den Bewerber_innen vergleichsweise wenig präferiert. Kongruent dazu wird im experimentellen Setup die klassische Benachrichtigung per Post neuartigen digitalen Kommunikationswegen (WhatsApp, Facebook, Alexa Voice System) vorgezogen. Die Ergebnisse dieser Studie können in der Praxis zur gezielten Ansprache potenzieller Bewerber_innen und für den optimalen Einsatz verschiedener Methoden genutzt werden.
摘要.优质人力资源营销是招款的第一步符合资格的妇女需要成功地引起对空缺的认识，公司和机构可以通过多种在线和线下活动进行帮助。其中的关键是评估者如何管理员工市场但是目前为止他们的观点很少被人关注因此，本项研究通过代表德国工作人口的样本(N = 1,070)考察了经典和新近数字人力资源市场措施的使用和评价，同时也考察了数字化响应模式。广为人知的在线和跨国员工市场营销不但有利可图，而且也是最受欢迎的。社会媒体进入后的优惠并不会很优惠。“konganent”会在实验性Setup网站上以WhatsApp脸书、Alexa public phone系统支持。本研究的结果可在实际工作中挑出潜在候选人，并使各种方法得到最佳利用。
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