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

Research exploring relationships between leadership behaviors and sickness absence is scarce. Grounded in self-determination theory (SDT), the present study examined: (i) the relationship between need-supportive leadership and sickness absence; and (ii) whether satisfaction of the basic psychological needs mediates the relationship between need-supportive leadership and sickness absence. Municipal employees (n = 347, 78% women, age span = 19–66 years) provided baseline data on perceived need-supportive leadership and reported their need satisfaction at work 8 weeks later. Sickness absence data were obtained from municipality records. Two-part regression models showed that need-supportive leadership was negatively associated with sick days (b = −0.28, 95% CI [−0.45, −0.11]). Need-supportive leadership had an indirect effect on the number of sick days through a composite score of need satisfaction (ab = −1.96, 95% CI [−5.11, −0.12]). Mediation models with each need separately indicated that autonomy (ab = −2.12, 95% CI [−5.33, −0.23]) and relatedness (ab = −1.33, 95% CI [−3.41, −0.11]) mediated the relationship between need-supportive leadership and number of sick days. Need-supportive leadership and need satisfaction at work may function as protective factors that provide followers with opportunities to deal with symptoms of ill health and reduce the risk of prolonged sickness absence.

Previous research has shown that both receiving support and providing support enhance employee well-being and work engagement. In the current study, we integrate social exchange theory (SET) and conservation of resources (COR) theory to investigate under which conditions receiving and providing daily support are most likely to occur. Specifically, we test the hypotheses that receiving requested support and reciprocating received support are more likely when the support is requested or received from a co-worker who perceives the quality of the exchange relationship as high (vs. low), and less likely when the support is requested or received from a co-worker high (vs. low) on workaholism. To test these hypotheses, we collected data among 45 employees and their co-workers during two moments per day for five consecutive working days (N = 90 participants; N = 614 work episodes). Multilevel analyses supported all hypotheses, except for the moderating effect of partner's workaholism on the link between receiving and providing support. These findings imply that receiving and providing support do not occur automatically but are dependent on characteristics of the exchange relationship and the exchange partner. We discuss the implications for SET and COR theories, as well as practical implications.

Integrating the dualistic model of passion in the recovery literature, the present study investigates how playing video games after work hours can facilitate recovery from work stress. We predicted that passion for gaming would relate to gaming more hours in the evening. Next, we hypothesized that playing video games in the evening would relate to (a) feeling recovered the next morning through psychological detachment and (b) feeling vigorous the next morning through mastery experiences while gaming. We further hypothesized that harmonious passion would strengthen, and obsessive passion would weaken the links between gaming hours and (a) psychological detachment and (b) mastery. In total, 65 employees filled in short questionnaires in the mornings and evenings of at least five workdays (total n = 502). Results of multilevel hierarchical regression analyses supported the proposed mediation model, indicating that playing video games indeed helps replenish energy resources during leisure time. Findings additionally showed that gaming also predicted feeling recovered in the morning through mastery experiences. Players with a harmonious passion may benefit more from playing video games; harmonious (but not obsessive) passion strengthened the relationship between gaming and mastery experiences.

Salesperson humor usage (SPHU) is often linked with positive outcomes, but little is known about its potential negative effects on salespeople. This study uses ego depletion theory to investigate the negative spillover effect of daily SPHU on work–family conflict via experience sampling method, using data from 109 salespeople over 10 workdays. Results show that daily SPHU is positively associated with daily work–family conflict through increased daily ego depletion. Moreover, the study examines daily supervisor developmental feedback as a context-relevant moderator that can alleviate the relationship between daily SPHU and ego depletion. By detailing the mediating and moderating mechanisms of daily SPHU spill-over in a sales interaction context, this study not only supports the perspective of ego depletion in understanding the dark sides of daily SPHU but also offers insights for organizations to inhibit its negative effects.

Using the tenets of learned helplessness theory, we propose and test a model suggesting how the perception of supervisor narcissism impacts acquiescent silence and employee creativity. We further suggest acquiescent silence as a mediator, and law and code ethical climate as a moderator, in the link between supervisor narcissism and creativity. We found good support for the proposed hypotheses using multi-wave data collected from 258 employees of service-oriented companies in North America. Results show that supervisor narcissism prompts employees to exhibit acquiescent silence, which also mediates the link between supervisor narcissism and employee creativity. The law and code ethical climate moderates the effect of supervisor narcissism on acquiescent silence and that of silence on creativity. Therefore, this study identifies a key factor, acquiescent silence, through which supervisor narcissism impedes employee creativity, and it also reveals how this process might be buffered by the law and code ethical climate. We discuss the theoretical and practical implications of our findings.

Research on whether interviewees can improve their interview ratings through impression management (IM) relative to an honest condition has focused on highly structured interviews whereas traditional interviews have received little attention. Thus, this study aimed to determine how prone traditional compared to highly structured interviews are to effects of IM. Therefore, we conducted simulated selection interviews using a 2 × 2 within-subjects design. All participants went through a condition in which they were asked to present themselves as honestly as possible and a condition in which they were instructed to act like an applicant. Additionally, each interview contained eight traditional and eight structured questions. The differences in the usage of self-reported honest and deceptive IM between the honest and applicant conditions were comparable for both interview types. Furthermore, interview ratings were better in the applicant condition compared to the honest condition, and importantly, this improvement was larger for the traditional interview part compared to the structured interview part. Even though the larger performance improvement was not reflected in self-reported honest and deceptive IM, our results suggest that it is easier for applicants to intentionally improve their performance ratings in traditional interviews. Additionally, performance improvements correlated positively with applicants' ability to identify criteria.

The purpose of this paper is to develop a model to explain why and how some expatriate managers engage in misbehavior in host countries, a notoriously elusive phenomenon in the academe. Integrating social cognitive and fraud triangle theories, we conceptualize this phenomenon as an externally driven, cognitive decision-making process. Specifically, we theorize that discrepancies between both home and host country environments and expatriate managerial and parent-company performance expectations and on the ground realities that expatriates face trigger expatriate managerial cognitive self-regulatory dynamics. Consequently, extrinsic reputation and intrinsic self-esteem threats provide motivation for managers to learn vicariously from the host social environment about the effectiveness of misbehavior for achieving their goals. Expatriate self-efficacy and the propensity to morally disengage moderate this process. Parent company controls also impact the influence of vicarious learning on expatriate managers' development of motivation, justification, and opportunities for misbehavior. Our model contributes to the misbehavior and expatriate literatures and extends social cognitive and fraud triangle theories.

This study examined how and when employee perceptions of change fairness increase their engagement in innovative behavior during organizational change. Drawing upon fairness heuristic theory, we suggest that change fairness plays a pivotal role as a key heuristic about trustworthiness of leaders and managers in motivating employees to engage in innovative behavior. We also suggest that this change fairness effect becomes stronger or weaker depending on social contexts (change norms, change norm strength, and status differentiation) within a group. Our findings from survey data (N = 318; 35 teams) supported our hypotheses, showing that change fairness is positively related to innovative behavior and that this relationship becomes weaker when (a) group members demonstrate supportive behaviors for the planned change on average (positive change norms), (b) all group members uniformly demonstrate change-supportive behaviors (strong change norms), and (c) group members' social status perceptions are similar (low status differentiation). We provide insights into theory development and change implementation in practice by highlighting the crucial role of fairness as a key decision heuristic about the trustworthiness of management and demonstrating how social contexts substitute the fairness effect on innovative behavior.

The experience of loneliness has become ubiquitous in society today. However, despite the prevalence and considerable effects of loneliness, research on how this societal issue relates to the workplace remains limited. To address this shortcoming, we propose that loneliness is a permeating force that has a robust and persistent negative effect on employees' job satisfaction. We test our proposition using a nationally representative longitudinal sample of 627 Dutch employees surveyed each year between 2016 and 2018. Results of latent growth modeling indicate that loneliness is negatively related to job satisfaction, offering support for loneliness as a permeating force. Further, the effect of loneliness on job satisfaction remains significant despite controlling for well-established predictors of job satisfaction found in the Jobs-Demand Resource model (i.e., robustness) and has a significant influence on the trajectory of employees' job satisfaction over several years (i.e., persistence). On the basis of these results, we make the theoretical contribution of proposing that loneliness is a permeating force that infiltrates individuals' experiences at work. We further argue that the ramifications of loneliness on employees, and subsequently the organizations that employ them, are likely far more significant, sustained, and irrespective of work characteristics than previously understood.