Applied Psychology-An International Review-Psychologie Appliquee-Revue Internationale最新文献

In general, supervisor abuse is directed toward low-performing subordinates. Similarly, envy is typically felt by professionals in lower ranks toward those in higher positions. By contrast, this study investigates the counterintuitive relationship between the abusive behavior of envious leaders toward their competent subordinates. Specifically, we argue that supervisors become envious of competent employees when they are anxious about losing power. Multisource, time-lagged data collected from dyads (198 supervisors and 198 subordinates) in Pakistan-based organizations support the proposed hypotheses. The findings show a positive relationship between perceptions of subordinate competence, supervisors' downward envy, and abusive supervision. In addition, the relationship between perceived subordinates' competence and supervisors' envy is strong when supervisors' power loss concerns are high. This study provides useful theoretical and practical insights for human resource managers dealing with unethical workplace behavior.

Liabilities of smallness, family relations, leadership style, and preferences are all reasons why owners of small and medium-sized family enterprises (family SMEs) apply procedures to manage employees inconsistently. For family and non-family employees of family SMEs, inconsistencies in human resource management (HRM) may be a source of frustration that hampers their performance and wellbeing. Using a sample of 713 respondents in 116 family SMEs, we examined how HRM consistency as a whole, and as three HRM bundles (ability, motivation, and opportunity) could enhance the perceived organizational justice of employees in family SMEs, and whether this differs for family and non-family employees. We indeed found that HRM consistency is a condition for perceived organizational justice of employees and that this effect was more pronounced for non-family employees than for family employees. We explain this difference by the distinct environment where the fairness heuristics of employees developed. Where non-family employees develop their fairness heuristics only in the business sphere, family employees start to develop their fairness heuristics earlier on in the family sphere. We also found evidence that inconsistencies in the motivation-enhancing HRM bundle were most susceptible to negative perceptions of organizational justice.

Does the configuration of personal values in teams matter to team performance? Drawing from research on team composition and personal values, we conduct two studies in an effort to answer this question. In Study 1, we develop a shorter and more reliable instrument to measure personal values, the Variable Length Values Inventory (VLVI), which is unique in that the overall length of the scale can be varied; the instrument can be as short as 26 items or as long as 60 items, depending on the research question(s) of interest. In Study 2, we utilize the VLVI to test the impact of team members' values (i.e., benevolence and achievement values) on team performance. Results from 48 teams demonstrated that team member benevolence values and achievement values were related to team performance. Additionally, the achievement values of the team leader impacted performance above and beyond the influence of other team members' values. Study 2 contributes to our understanding of team composition by examining the personal values of team members and the team leader.

Nielsen, K., & Yarker, J. (2024). Thrivers, survivors or exiteers: A longitudinal, interpretative phenomenological analysis of the post-return-to-work journeys for workers with common mental disorders. Applied Psychology, 73(1), 267–295. https://doi.org/10.1111/apps.12479

This article is part of the ‘Inclusion of People with Limitations in Organizational Contexts’ special section and meant to be included as the first article after the Editorial but it was inadvertently published in the January 2024 issue.

We apologize for the error.

Current research is unclear regarding the associations between authentic leadership (AL), intrinsic motivation, and exhaustion. Following self-determination theory (SDT), we hypothesize that AL indirectly increases intrinsic motivation and decreases exhaustion by increasing basic psychological need satisfaction (BPNS). We propose that these processes occur through increased AL in leader-employee interactions and a higher average display of AL. To test these hypotheses, we conducted three studies using a mixed-methods approach. Results of Study 1 (cross-sectional survey; N = 597) supported the indirect effects of AL on employees' intrinsic motivation and exhaustion via BPNS. Study 2 (experience sampling; two samples, replication, Ns = 63; 128 observations = 231; 460) supported the indirect effects of AL experiences in daily leader-employee interactions. Study 3 (semi-structured interviews; N = 38) provided additional support for the proposed effects. However, Study 3 also showed potential adverse effects of AL. Some employees perceived a fully open leader as irritating, exhausting, and damaging to the job climate, particularly, when leaders violated role expectations and engaged in hostile behaviors. As these adverse effects were rare, we conclude that the beneficial effects of increased and higher average AL on employees' BPNS, motivation, and exhaustion outweigh the adverse effects.

While the majority of employees in foreign subsidiaries are host country nationals (HCNs) who use English as a second language in their work tasks, little research focuses on the impact of English proficiency on their career-related behaviors and outcomes. This paper applies social cognitive career theory (SCCT) to link HCN employees' English proficiency to their career-related behaviors and outcomes in two time-lagged studies in foreign subsidiaries. Study 1 conducted with 542 HCN employees in the Philippines suggests that career environment exploration mediates the positive English proficiency–turnover intention relationship. Study 2 conducted with 493 HCN employees in Japan suggests self-initiated headhunter contacts to mediate the positive English proficiency–voluntary turnover relationship and job embeddedness moderate the self-initiated headhunter contact-turnover relationship.

The prevalence of information communication technology (ICT) enables employees to conveniently communicate with coworkers and clients regardless of time and place. However, recent studies have revealed a negative side of ICT use, especially its capacity to invade the family domain. This study was developed based on the spillover–crossover model (SCM) to test how ICT availability demand shapes employees' family experiences and how this demand crosses over to spouses. A total of 961 cases nested in 101 dual-earner couples were collected using a 10-week experience sampling method. Multilevel structural equation modelling revealed that (1) employees' work interference with family (WIF) mediated the indirect impact of employees' ICT availability demand on their family satisfaction and family undermining; (2) employees' WIF mediated the indirect impact of employees' ICT availability demand on their spouses' family satisfaction and family undermining; and (3) employees' ICT control buffered these two indirect relationships by which employees' ICT availability demand impacted their own and their spouses' family satisfaction and family undermining. This research elaborates on the spillover and crossover process through which ICT availability demand shapes family experience, thus contributing to the literature on ICT availability demand and the SCM.

This study investigated the impact of two low-resource interventions on esport competitors' responses to pressure, focusing primarily on state anxiety, challenge and threat appraisals, and action performance. In Experiment 1, a single-session arousal reappraisal intervention demonstrated a significant influence on high-pressure esports performance. Notably, it not only prompted a shift in appraisals from threat to challenge but also reduced cognitive and somatic anxiety, increased quiet eye durations and heightened cognitive effort. In Experiment 2, a preliminary assessment of the Mindset-Reappraisal intervention was undertaken, demonstrating enhancements in esport action performance, including accelerated completion times and heightened shooting accuracy. This intervention cultivated a stress-enhancing mindset, lowered cognitive and somatic anxiety, fostered challenge appraisals and underscores the practical efficacy of cost-effective interventions within the specific context of our performance task. Effective management of arousal levels and educating esports competitors on stress mindset implications may improve performance under pressure, offering valuable insights for esports performance psychology. These findings suggest opportunities for refining pressure-response strategies, paving the way for comprehensive approaches to optimise performance in competitive esports.

Although previous studies pointed towards a positive association of ethical leadership and team performance, we suggest that ethical leadership may have unintended, paradoxical effects on interpersonal dynamics within the team, and, ultimately, team performance. Drawing on social information processing theory, we propose that ethical leadership can be a mixed blessing, with paradoxical impacts on team performance via two distinct pathways—task and relationship conflicts, contingent upon the team's informal power disparity. Specifically, we propose that ethical leadership has a positive indirect effect on team performance via reducing relationship conflict but a negative indirect effect on team performance via suppressing task conflict. Those indirect effects are more pronounced when the team has a more egalitarian power structure among their members. Results from a three-wave field study, in which we surveyed 90 work teams in China, provided support for our conceptual model. Our findings reveal the benefits and costs of ethical leadership and the importance of examining informal power disparity in this leadership process.

This study explored the mediation role of follower organization-based self-esteem (OBSE) and the moderation role of workplace friendship in the relationship between transformational leadership and follower qualitative job insecurity. We adopted a three-wave longitudinal design and collected survey data from 142 Chilean employees. Cross-lagged mediation panel analysis indicated that transformational leadership had a lagged effect on follower OBSE, which, in turn, had a lagged effect on follower qualitative job insecurity. Further, follower workplace friendship moderated the effect of transformational leadership on follower OBSE such that transformational leadership only promoted follower OBSE when followers had high workplace friendship but did not significantly moderate the indirect effect of transformational leadership on follower qualitative job insecurity via OBSE. Integrating the leadership literature with the job insecurity literature, our study takes the first attempt to explore how, why, and when transformational leadership may influence follower qualitative job insecurity.