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

This research examines the detrimental impact of remote employees' work-to-family conflict (WFC) on divorce intentions for both the remote employee and spouse. Building upon the spillover-crossover framework and relative deprivation theory, we examine the paths of spillover to the remote employee's divorce intentions, crossover influences of a remote employee's WFC on divorce intentions through the spouse (i.e., relative deprivation, resentment toward the employee's remote work, and relationship tension), and crossback of the remote employee's WFC through the spouse and back to their own divorce intentions. Surveying 311 remote employees and their spouses at two-time points, we find that remote employee WFC predicts divorce intentions for the remote employee through the spillover path. Further, the remote employee WFC crosses over to the spouse through two different paths to impact spouse divorce intentions. Taken together, our research extends the existing WFC literature and broadens our understanding of the spillover and crossover effects through which remote employees' WFC could undermine both partners' perceptions of the marital relationship.

Extreme work contexts are characterized by highly demanding labor under intense, stressful, and risky conditions. The literature has to date been predominantly focused on operational, organizational, and institutional responses to these challenges. Consequently, scant attention has been paid to how individuals understand and respond to extreme work contexts when managing their careers. We conducted semi-structured interviews with 33 Iranian merchant ship officers and developed a grounded theory model of career proactivity in extreme work contexts. Our model delineates two stages leading to proactive career behaviors: The first stage is sensemaking, where individuals wake up to the challenges of their extreme work context, engage in comparative elaboration, and arrive at a settled understanding of the extremity of their work context. The second stage is agency, where individuals engage in experimentation of when they can modify situations or adapt to them, which ultimately helps them choose one of the following proactive career behaviors: exit planning, job crafting, career drifting, and job embracing. To support the generalizability of our model, we interviewed nine firefighters, which confirmed the model's applicability to another extreme context. We discuss the theoretical and critical implications of our model for recent conversations in extreme context research and career research.

Entrepreneurs are often depicted as lone heroes. However, they are encouraged to seek and use feedback from their social environment to refine their venture ideas and enhance performance. Surprisingly, systematic research on entrepreneurs' feedback-seeking is in its infancy, and this nascent research is marked by conceptual vagueness about the feedback-seeking process and the limitations of related concepts. This article leverages the rich research on feedback seeking from organizational behavior/applied psychology to explicate the nature of entrepreneurs' interpersonal feedback seeking while considering the specific demands of entrepreneurship. We delineate feedback seeking from related concepts and theorize a process model of how entrepreneurs seek feedback to pursue instrumental, ego, symbolic, and relational goals, resulting in outcomes not only for entrepreneurs but also for their ventures and immediate and wider social environments. This article provides a foundation for research on entrepreneurs' feedback seeking that is attentive to their personal goals and vulnerabilities while also considering the impact of this process on their social environment. Our conceptual model also offers new insights for organizational behavior/applied psychology research on feedback seeking in relation to the future of work.

Human resource (HR) professionals regularly draw personality inferences from applicants' resumés. Building on the lens model, we illuminate resumés' potential for accurately inferring personality by examining valid resumé cues indicating personality. We assessed self-reported big five traits and narcissism of 141 business students at career start applying with resumés for a fictional position. Drawing on personality theory and empirical findings, 70 resumé cues (e.g., appealing look and creative hobbies) were post hoc selected from a larger cue set comprising 160 cues coded by 11 trained coders. Computing bivariate correlations and multiple linear regressions, we identified easy-to-interpret valid resumé cues explaining substantial personality variance, with conscientiousness, openness, and narcissism being best explained by resumé cues (R² > 20%). Although all considered personality traits were expressed in resumé cues, only a fraction of the cues (16 out of 70 cues) were related to personality traits. This suggests a rather mediocre upper limit to the potential of accurately inferring personality from resumés. We contribute to the literature on personality inferences at zero-acquaintance by adding valid resumé cues to recruitment-related information bases allowing to make (somewhat) accurate personality inferences. The results have practical implications for applying resumé-based personality inferences in recruitment and improving HR professionals' accuracy.

The effects of political skill on the actors themselves have been extensively studied, yet there has been a lack of comprehensive analysis regarding its influence on the reactions of coworkers. Drawing upon social comparison theory, we developed and tested a model to explore potential reactions from coworkers toward employees high in political skill. We theorized that employees high in political skill hold a more prominent status within the team, which in turn exposes them to being the target of coworker envy, and ultimately coworker different reactions (observational learning and negative gossip). We also hypothesized that the serial-mediated relationships are moderated by workplace friendship. Using time-lagged data from 830 dyad of 350 employees in 107 teams, our results supported that political skill was positively and indirectly related to coworker envy, via relative leader-member exchange (RLMX). Furthermore, the results of our study supported the positive and indirect effect of political skill on observational learning and negative gossip via RLMX and coworker envy. Workplace friendship has a moderating effect on the relationship between coworker envy and observational learning/negative gossip, and between political skill and observational learning/negative gossip. This research provides an explanation of when and why coworkers engage in observational learning or negative gossip about employees high in political skill, contributing to a more comprehensive and balanced understanding of the management practices related to political skill guidance.

Founders benefit from identifying with their founding teams because identification facilitates cooperation in the team, aligns founders' actions with the norms and interests of the team, and, ultimately, enhances team performance. High identification with the team is likely to be shaped by structural characteristics of the founding team and, more specifically, founders' equity stakes—that is, founders' legal ownership of the venture. In the present study, we explore the consequences of equity ownership on a founder's subsequent identification with the team. We build on psychological ownership theory to theorize that, on the one hand, equity can trigger feelings of responsibility and care for the venture, but, on the other, it can also drive possessiveness and territoriality. These two opposing sides of psychological ownership suggest a curvilinear relationship between equity ownership and a founder's subsequent identification with the team. As equity is a team reward, we suggest that founders' perceptions of team performance accentuate the relationship. Longitudinal data including 156 data points from 82 founders support our theorizing. We discuss implications for the literatures on team identification, equity ownership, and psychological ownership.

With a social–cognitive framework, this article presents the further development and a six-step validation procedure for a team cultural intelligence (TCQ) scale that measures the abilities that cross-cultural teams need to perform vital tasks, extract information, and make decisions by leveraging the unique perspectives of diverse team members. In the first step, the confirmation of the content validity of the instrument is based on extant literature, which indicates a second-order latent factor TCQ and five first-order latent dimensions. The other validity tests appear in four empirical studies with different samples, mainly of employees working in cross-cultural teams. Reliability testing shows that, after the removal of one item, TCQ and its dimensions attain adequate to good reliability, leading to a 20-item TCQ scale. The third step reveals robust psychometric properties, in support of the assumed factor structure, and points to adequate convergent and discriminant validity. Next, tests indicate nomological and criterion-related validity of TCQ and its dimensions in relation to team performance outcomes and other team characteristics. Finally, in the sixth validation step, TCQ exhibits incremental validity for explaining variance in innovative work behavior, beyond team members' individual CQ. These findings have relevant implications and suggest avenues for further research.

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.