Journal of Occupational and Organizational Psychology最新文献

Research on meaningful work (MW) has largely presumed that its effects are determined by absolute levels: when MW is high, outcomes are favourable, and when it is low, outcomes are less so. Yet, this assumption overlooks the fact that employees interpret current experiences against the backdrop of the past. In this study, we apply a temporal lens to MW by examining how directional changes (gains vs. losses) and inconsistency (deviations from prior experiences) shape organizational citizenship behaviour (OCB). Across two experience-sampling studies (daily: 252 participants, 2200 observations; weekly: 387 participants, 2600 observations), we find that relative evaluations of MW explain OCB beyond absolute levels. Increases in MW generally enhance OCB more than decreases, but at the weekly level, inconsistency and even increases can undermine OCB. These findings underscore that MW is inherently dynamic and relative, advancing theory on how temporal comparisons shape work experiences and highlighting practical risks for sustaining employees' discretionary effort.

While leader–member exchange (LMX) research has traditionally viewed the quality of relationships between leaders and followers – known for their beneficial implications – as stable over time, this perspective is increasingly challenged. Understanding how LMX relationships evolve is especially important in an era where hybrid work disrupts the foundations of high-quality LMX relationships. Accordingly, this study aims to (1) examine changes in LMX relationships over 6 months to identify profiles of trajectories; and (2) assess the impact of the current hybrid work context on these LMX trajectories by focusing on telework intensity and monitoring practices (observational or interactional). Using three-wave longitudinal data from 769 workers across industries, we identified five distinct profiles. Among these, four displayed significant changes over time, supporting a dynamic view of LMX. Interestingly, greater fluctuations in LMX quality were associated with decreasing LMX trajectories, while higher telework intensity tended to reduce these fluctuations. Results demonstrated that monitoring practices played a critical role: observational monitoring was linked to the least desirable profiles, while interactional monitoring reduced the likelihood of belonging to those profiles. Moreover, monitoring practices impacted LMX trajectories, regardless of profile membership. The implications for LMX theory and managerial practices in a hybrid work context are discussed.

Recently, multiple, speeded assessments (MSAs) have emerged as an attractive selection and assessment method that confronts candidates with a large set of job-related behavioural simulations. This study draws on the theory of behavioural signatures (Mischel & Shoda, 1995, Psychological Review, 102, 246) to argue that there is untapped potential in MSAs. Besides obtaining information on candidate's mean level, it also allows assessing their intraindividual patterns of behaviour variations (“behavioural signatures”) across these simulations. We predicted that an assessment of behavioural signatures represents substantive information and improves the prediction of future performance above and beyond mean scores. Data were obtained from a sample of 96 junior managers who were rated by assessors on four interpersonal dimensions in an MSA that contained 18 short interpersonal role-plays. Results showed that participants can indeed be characterized by unique intraindividual patterns of behaviour variations across the role-plays and that participants differ in terms of these behavioural signatures. Moreover, between-person differences in behavioural signatures matter because, for submissiveness, affiliation and quarrelsomeness, they predict supervisory ratings of communication skills above and beyond participants' mean levels of submissiveness, affiliation and quarrelsomeness. The conceptual, research and practical implications of introducing the notion of behavioural signatures in assessment contexts are discussed.

This study investigates whether encouraging employees to actively reframe their thinking can stimulate behavioural job crafting, that is, optimizing their job demands and resources. Grounded in the functional theory of counterfactual thinking (CFT), we theorize that upward CFT—mentally contrasting negative work situations with better imagined alternatives—can function as a self-regulatory strategy that helps people to recognize and act on job crafting opportunities by triggering proactive goal setting. In Study 1, we find significant correlations between upward self-referent (S-R) CFT and approach- and avoidance-oriented job crafting using cross-sectional data (N = 201). In Study 2, we develop and test a new electronic upward S-R CFT micro-intervention using a 10-day experience sampling study (N = 191). Specifically, we demonstrate that this micro-intervention indirectly promotes daily job crafting behaviours in workers through triggering proactive goal setting, which in turn enhances their work engagement and task performance. Our research seeks to contribute to Job Demands-Resources theory by integrating upward S-R CFT as a metacognitive strategy that can motivate people to set and act on job crafting goals, thereby addressing calls for deeper insight into the psychological mechanisms underlying job crafting. Practically, we offer a scalable self-regulatory tool to complement existing job crafting interventions.

There is mounting evidence that psychosocial safety climate (PSC) is positively associated with employees' mental well-being and negatively associated with burnout. Drawing on a crafting perspective, we hypothesized that these relationships are mediated by both on-job and off-job crafting. We further hypothesized that organizational identification moderates the relationship between PSC and crafting, constituting a first-stage moderated mediation model. In a pre-registered, time-lagged study with three measurement waves, we collected data from 266 employees. As predicted, PSC was positively related to mental well-being and negatively to both disengagement and emotional exhaustion. Supporting our hypotheses, on-job crafting mediated the relationships between PSC and mental well-being, and between PSC and disengagement, but not emotional exhaustion. Off-job crafting, in turn, mediated the relationships between PSC and both well-being and emotional exhaustion, but not disengagement. Although organizational identification did not moderate indirect effects via on-job crafting, it did moderate the mediation pathways through off-job crafting for both mental well-being and emotional exhaustion, but not disengagement. In conclusion, our study advances PSC research by integrating a job crafting lens and by identifying organizational identification as a key boundary condition influencing PSC's effectiveness.

Rapid Response Measurement (RRM) presents stimuli in rapid succession, which has been shown to effectively limit applicant faking. This study validates a novel measure integrating forced choice item pairs with RRM. Three assessment formats were evaluated for their susceptibility to faking, construct and criterion-related validity, and potential adverse impact: Single Stimulus (SS), traditional Forced Choice (traditional FC) and the new Rapid Response Forced Choice (RRFC). Faking susceptibility was highest for SS, followed by traditional FC, with RRFC exhibiting the greatest resistance. Both FC and RRFC demonstrated enhanced fake resistance at low selection ratios. Notably, our findings suggest that RRFC maintains criterion-related validity even in simulated applicant conditions where maximal faking is expected. Although construct validity degraded in the SS format, it was preserved in both the FC and RRFC formats. Respondents completed the RRFC approximately three times faster on average and showed the least potential for adverse impact compared to the other two formats. Given the speeded nature of the RRFC, it may be uniquely capable of limiting AI-based cheating. Future directions are discussed.

It is well known that low levels of job control are problematic, but research has recently begun to examine whether the same can be true for too much job control. Based on self-determination theory and the vitamin model, we investigate the relationship between job control and psychological needs within and beyond the work context, and the moderating effects of leisure crafting. We assume that not only too little, but also too much job control can negatively affect the satisfaction of context-free psychological needs (the needs for autonomy, competence, and relatedness) through frustrated needs at work. By examining the moderating role of leisure crafting, we further seek to shed light on strategies that may counteract the spillover of frustrated needs in the work context to other life domains. To test our model, we conducted a longitudinal study with 248 employees who completed four surveys over the course of 6 weeks. We found support for a curvilinear relationship between job control and frustrated psychological needs at work (most notably autonomy and competence needs) that further extends to reduced context-free needs satisfaction. Leisure crafting counteracts a negative spillover (for autonomy and competence needs).

Virtual meetings are an important communication channel in organizations, introducing a range of contextual cues (e.g., background objects, lighting, positioning). Building on the lens model, we examine whether contextual virtual meeting cues signal displayers' traits and are used to form basic interpersonal impressions in genuine virtual interactions. We assessed traits (Big Five, narcissism, intelligence) and mutual impressions (assertive, trustworthy, calm, competent) of 362 participants completing assessment centre group tasks via Zoom. Using a broad set of 26 contextual virtual meeting cues derived from a combined top-down/bottom-up approach, we found contextual virtual meeting cues to explain variance beyond basic demographics in all traits and most impressions. Yet, cue validities/utilizations were only moderate (r ≤ .18), as were the incremental explained variances (ΔR² ≤ .11). Whereas there appears to be some substance to the notion that traits manifest through contextual virtual meeting cues and that these cues shape impression formation, the effects seem to be smaller than suggested by widespread practitioner advice and early experimental research. The lens model emerged as a powerful framework for guiding theoretical explanations of trait expression and impression formation in virtual business meetings, and for identifying practical implications for organizational decision-makers and meeting attendees.

As population ageing intensifies and the fertility rate of the population is decreasing, labour shortages have made the utilization of older workers' human capital a critical organizational priority. Based on the self-categorization theory, we proposed a model to explore the relationship between intergenerational contact and older workers' self-perceived employability through self-categorization processes. Specifically, in Study 1, we used a matched sample of 142 older and younger Chinese employees. The results indicated a positive association between intergenerational contact and older workers' self-perceived employability, which was partially mediated by both providing and obtaining knowledge at a dyadic level. Study 2 extended Study 1 from an individual perspective, and introduced a boundary condition by conducting a two-wave survey study among 385 older workers. The results replicated the positive relationship between intergenerational contact and self-perceived employability found in Study 1, and revealed indirect effects through both providing and obtaining knowledge. Furthermore, intergenerational climate was found to strengthen the positive associations between intergenerational contact and knowledge-sharing processes. Theoretical and practical implications are discussed.

This research introduces coordination flexibility idiosyncratic deals (i-deals), which allow employees to negotiate their current work tasks and pursue alternative job roles and work activities. This research examines when and how coordination flexibility i-deals affect employee well-being and burnout. Drawing on social exchange theory and conservation of resources theory, we propose that coordination flexibility i-deals have a more positive effect on well-being and a more negative effect on burnout for employees who have lower job insecurity than those facing higher job insecurity. This is because coordination flexibility i-deals lead employees who have lower (relative to higher) job insecurity to less objectify themselves as if they are instrumental tools. The results of two experimental studies and two multi-wave surveys have provided support for these hypotheses. This research extends the existing literature on flexibility i-deals and adds to our understanding of the boundary conditions and mechanisms through which coordination flexibility i-deals affect well-being and burnout.