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

Based on the socially embedded model of thriving, the present study examined a moderated mediation framework, which involves the mediating role of employee thriving and the moderating role of career adaptability in the relationship between emotional intelligence (EI) and safety performance. A two-wave survey was administered among full-time commercial pilots working for airlines (N = 131). Our results showed that EI had a positive influence on employee thriving, which in turn positively affected safety performance. In addition, the results further revealed that the positive effect of EI on safety performance was stronger among pilots with a higher level of career adaptability. These findings have important implications for theoretical developments on EI, thriving, and performance in a safety context, and they also provide practical insights on how to enhance workplace safety.

Through job crafting, employees proactively change or modify their tasks, thus reducing adverse job demands or protecting resources. There is still a lack of understanding of the impact that job crafting may have on colleagues at work (crossover effect), and how this may affect their ability to disconnect from work (spillover effect). In the present daily diary study, we examine these two processes among 82 dyads of colleagues (N = 164 employees) over five consecutive working days (N = 820 observations). We found a number of crossover and differential spillover effects. For example, when the focal employee starts new challenging projects, their colleague reacts by reducing the number of stressful tasks. This, in turn, affects psychological detachment from work. Specifically, whereas increasing challenging demands hinders daily detachment, decreasing hindering demands facilitates it. Taken together, these findings demonstrate that the impact of job crafting goes beyond the focal employee and beyond the work domain.

We respond to calls to examine the implications of creative performance by exploring the mediating role of pride in the relationship between self-rated creative performance and job self-efficacy and the moderating role of workaholism in these relationships. We collected data from a sample of 405 employees in China with a three-wave time-lagged design in Study 1 and a sample of 352 employees in the United States with a three-wave panel design in Study 2. Study 1 and Study 2 provided convergent evidence that self-rated creative performance at Time 1 positively is related to pride at Time 2, which, in turn, positively related to job self-efficacy at Time 3. Extending Study 1, Study 2 indicated that the indirect effect of self-rated creative performance on job self-efficacy via pride was only significant for employees with low workaholism. Our study contributes to the literature by taking the first attempt to explore how, why, and when self-rated creative performance is related to job self-efficacy and by highlighting the critical roles of pride and workaholism. Theoretical and practical implications are discussed.

In an effort to aid the reopening of workplaces and curb the spread of COVID-19 in the workplace, the Occupational Safety and Health Administration (OSHA) in the United States of America issued a set of guidelines for COVID-19. While the importance of these measures has been touted, studies focusing on antecedents of compliance with workplace safety guidelines, including those of COVID-19, are at a nascent stage. The current research draws on social cognitive theory to investigate the effect of psychological entitlement on adherence to COVID-19 workplace safety protocols. Specifically, the present study proposes that psychological entitlement increases one's tendency for moral disengagement, which subsequently reduces compliance with COVID-19 workplace safety protocols. Consistent with social cognitive theory, the study further proposes moral identity as a conditional moderator in mitigating the proposed relationships. The current study finds general support for the hypothesized moderated mediation model by employing multi-wave data collected from various organizations in the United States (N = 351). Theoretical and practical implications, as well as future research directions, are discussed.

Academic interest in the relationship between leaders' personality and subordinates’ perception of destructive leadership behavior is increasing. However, results so far have been weak, contradictory, and inconsistent to theory. Here, we examine if using facets of neuroticism, rather than the broader trait, can be more informative and increases the predictive power. Next, we explore the interplay between personality dimensions by examining if the relationship between the facet angry hostility in neuroticism and destructive leadership behavior is moderated by the trait agreeableness. Four hundred and twenty emergent leaders were examined in a military selection context, combining the leaders' self-rated neuroticism (T1) with subordinates' subsequent perception of abusive supervision and laissez-faire leadership in a field exercise two weeks later (T2). The results indicated that using facets instead of the broad factor of neuroticism improved the prediction of examined outcomes. Only some of the facets of neuroticism were related to perceived leader behavior, with specific facets being identified for abusive supervision and laissez-faire leadership, respectively. Further, the relationship between angry hostility and both leadership styles was moderated by agreeableness.

Three distinguished scholars have provided insights on our article “Cyberloafing: A review and research agenda”. We thank them for their thoughtful comments and suggestions on how research on cyberloafing can move forward. We reflected on their insights and provided our responses to their commentaries.

Drawing upon social comparison theory, we investigated the influencing mechanism between relational job crafting and workplace loneliness and its boundary condition. A multiple-source, multi-wave field study was conducted with data collected from 267 employee–peer dyads in three Chinese firms. The results showed that there is an inverted U-shaped relationship between promotion-oriented relational crafting and loneliness via peer social undermining. Meanwhile, prevention-oriented relational crafting is positively related to loneliness through peer social undermining. Moreover, impression management motive moderates the inverted U-shaped relationship between promotion-oriented relational crafting and peer social undermining. Implications of these findings are discussed.

Drawing on conservation of resources (COR) theory, we examine the relationship between citizenship pressure and knowledge hiding, exploring the underlying mechanism between the two through citizenship fatigue and supervisor–subordinate guanxi. Two three-wave sets of data were collected and analyzed with PROCESS. Study 1 revealed that employees' perceived pressure to engage in organizational citizenship behavior (OCB) can lead them to experience citizenship fatigue and to seek to conserve resources through deceptively hiding knowledge (i.e., evasive hiding and playing dumb). However, rationalized hiding will not be adopted by employees as a strategy to reserve resources under citizenship pressure. Supervisor–subordinate guanxi also serves as a reverse moderator, in that high guanxi mitigates the direct impact of citizenship pressure on citizenship fatigue and the indirect impact of citizenship pressure on evasive hiding and playing dumb through citizenship fatigue. Study 2 replicated and extended the findings of Study 1 by considering the negative affect as a potential mediator and the leader–member exchange (LMX) as a potential moderator. The findings show that citizenship pressure has a positive effect on evasive hiding and playing dumb through the mediating role of citizenship fatigue; and supervisor–subordinate guanxi negatively moderates the positive effect of citizenship pressure on citizenship fatigue and the mediating effect of citizenship fatigue, whereas LMX has no significant moderating effect on these linkages. This research advances our understanding of the “dark side” of OCB and enriches knowledge hiding studies by introducing a new predictor about extra-role work stressors.

Student workers are largely understudied in organizational research, yet they represent an important part of the workforce. Their numbers are expected to rise as tuition continues to increase, and many adult workers are returning to school. The current study utilizes a person-centric approach to investigate latent patterns of work–school conflict (WSC) and work–school facilitation (WSF) as well as the antecedent (i.e., supervisor work–school support) and outcomes (i.e., job satisfaction, well-being, and school outcomes) tied to these latent patterns across school weeks. In a pilot study (n = 178 student workers), we first confirmed whether classes of WSC and WSF could be identified using latent profile analysis. Then, using 347 weekly WSC and WSF experiences, multilevel latent profile analysis identified four distinct profiles of WSC and WSF at the week level. Also, this modeling demonstrated that individuals tend to fluctuate between at least two profiles across weeks. Supervisor work–school support was found to predict weekly profile membership. Furthermore, the week-level profiles exhibited distinct relations with weekly outcomes (i.e., job satisfaction, well-being, and school preparedness). The results provide important theoretical and practical insights into the joint experience of interrole conflict and facilitation among student workers.

Our study examines individual differences in vacation-related well-being gains by investigating general work engagement and general well-being as moderators. We examined the effect of vacation on employees' affective well-being (negative activation and vigor) concerning three different vacation effects (change in affective well-being over time): “vacation effect (during)” (before-during vacation), “vacation effect (after)” (before-after vacation), and “fade-out effect” (during-after vacation). A sample of 144 employees completed at least four out of five questionnaires: general (4 weeks before), pre-vacation (3 days before), on-vacation, Post-1 (first day after), and Post-2 (2 weeks after). Regarding vacation effects, affective well-being was higher during and after vacation than before. After work resumed, gains in affective well-being faded out (Exception: Negative activation did not differ from its level during vacation). Work engagement moderated vacation effects (during) and fade-out effects: Employees with lower levels of work engagement benefitted more while on vacation but experienced a greater fade-out. Lower levels of general well-being were related to increases in affective well-being during and after vacation. Well-being did not moderate fade-out effects. Our findings underscore the importance of work engagement and general well-being for vacation-related well-being gains and the importance of work engagement for the sustainability of vacation effects.