Journal of Occupational and Organizational Psychology最新文献

How incentives are perceived by a receiver can determine how they affect their autonomy and intrinsic motivation. Guided by self-determination theory, we investigate the relationship between perceived financial incentive salience (PFIS) and change in intrinsic motivation by focusing on the mediating role of autonomy frustration and the moderating role of task heuristic. To test this model, we utilize a repeated-measure two-wave design in two field studies (n = 169 and 341) under a non-contingent versus contingent pay system. The findings demonstrated that perceived salience is a key determinant behind the undermining effect caused by financial incentives, independently of incentive contingency. In addition, task heuristic and autonomy frustration are crucial factors in understanding the nuances behind the undermining effect. Under both types of incentive systems (a) PFIS had a positive association with autonomy frustration, and (b) PFIS and autonomy frustration both related negatively to intrinsic motivation in high-heuristic tasks. However, the autonomy frustration-intrinsic motivation relationship and PFIS-intrinsic motivation relationship had considerable differences in low-heuristic tasks among non-contingent versus contingent systems. We discuss the implications of the findings for future research on incentive salience and work motivation.

The world of work is replete with daily hassles that make the experience of negative emotions ubiquitous. Conversations between leaders and followers during challenging times are often characterized by negative emotions, and thus, are of central importance in modern organizations. Yet, the intersection of negative emotion, difficult conversations and leader–follower relationships is often ignored, and these topics are treated as separate areas of study. We integrate these various streams with research on asymmetrical leader negative emotion displays to identify when and how difficult conversations laden with negative emotions result in benefits to leader–follower relationships. Using a grounded theory approach, we build a theoretical model based on interviews with 21 leaders and 17 followers describing 166 difficult conversations. Our work depicts specific communication strategies that leaders use to facilitate difficult conversations. These strategies, in turn, create shared meaning and validate followers' feelings during difficult conversations, which allows for beneficial relationship-specific outcomes to ensue. We unpack these findings in the context of the power differential between leaders and followers to advance current thinking on the intersection of negative emotions and communication in leader–follower relationships.

When first joining an organization, newcomers need to obtain information about relationships and tasks, as well as about the organization itself. Although many scholars have emphasized the role of information provided by organizational insiders (supervisors and coworkers) in facilitating newcomers' successful adjustment to the organization, the meaningful role of information from sources external to the organization has rarely been included in this line of research. In this study, we propose that both social media and customers can provide information about organizational performance and social image. Based on affective events theory and two fundamental social judgements of competence and warmth, we explore how positive information about organizational performance and social image from social media and customers, along with their interactive effects, affect newcomers' learning behaviours and socialization outcomes through promoting their pride in the organization. In an experiment and a four-wave, two-source survey, the results show that positive information from social media and customers plays a critical role in newcomer socialization. We discuss the implications for theory and practice.

As organizations face an ageing workforce, it is crucial to understand the role of leaders' age in their interactions with employees. Seminal theories on ageing cast age as a key factor shaping individuals' interpersonal behaviours, for example when handling conflicts. We integrate this notion with insights from generativity research to investigate the role of leaders' age in their active conflict management strategies through two distinct pathways. Depending on a leader's generativity, leaders' age may differentially shape both their perceptions of leader-member exchange (LMX) quality and their emotion regulation knowledge, thereby advancing either more constructive or more destructive approaches towards employee conflicts. Results from Study 1, a time-lagged study of 303 leaders, revealed that age is negatively related to their LMX perceptions and, thus, to leaders' constructive approaches towards employee conflicts—but only among leaders with lower generativity. Study 2, a cross-sectional study of 84 leader-employee teams, revealed that leaders' age is positively associated with their emotion regulation knowledge, which in turn is negatively related to their destructive conflict management—but only among leaders with higher generativity. Our findings reveal key mechanisms linking leader age to conflict management and underscore leader generativity as a crucial boundary condition in these relationships.

Whilst the existing literature highlights the importance of leader voice solicitation, limited research has explored its antecedent and consequence from a dyadic perspective. To fill this gap, we draw on signalling theory to investigate the effect of subordinate narcissism on leaders' voice solicitation behaviour towards them and its potential impacts on subordinates' work-related outcomes. We conducted two field studies with subordinate–leader dyadic samples (Ns = 453 and 393) to test our theoretical model. Both studies showed a positive relationship between subordinate narcissism and leader voice solicitation towards the subordinates, which strengthened as the quality of leader–member exchange increased. Moreover, we found that leader voice solicitation was positively related to subordinates' work engagement and organizational citizenship behaviour, and negatively related to their intention to leave. We also found evidence supporting the mediation and moderated mediation models. Our research provides theoretical and practical implications for voice solicitation literature.

The workplace coaching industry is growing through technology-based applications that are designed to enhance coaching accessibility and scalability. Despite the increasing adoption of these technological innovations among practitioners, researchers have little understanding of the theoretical mechanisms by which these technologies impact coachees. Further, rigorous research examining the outcomes of these applications is lacking. This study focused specifically on automated coaching, a nascent but growing type of coaching program that allows users to access customized insights about themselves and their colleagues in a digital application. We applied objective self-awareness theory to examine how engagement in an automated coaching platform facilitates self-reflective processes on a day-to-day basis. In an experience sampling study of 84 employed users of an automated coaching platform, we found that engagement in automated coaching significantly increased metacognitive activities on a daily basis. Further, these effects spilled over, positively influencing the next-day need for self-knowledge and learning goal orientation. We discuss the theoretical and practical implications of these findings as they relate to workplace coaching.

According to the incongruence model, unemployed people experience incongruence between their actual as compared to their desired employment status, which is an important source of distress. In contrast to other theories, this model is able to explain why unemployed people feel worse not only compared to employed people but also compared to people in other life situations, such as students, homemakers and retirees, who are assumed to experience low levels of incongruence. The current study analysed two longitudinal samples (n = 1066 and n = 1036 at T1) that were followed over 2.5 and 1.5 years, with six and five measurement points, respectively. The results show that (1) unemployed people who found new jobs experienced a reduction in their incongruence levels; (2) changes in incongruence were associated with changes in mental health; (3) changes in incongruence mediated the effects of changes in employment status on mental health. In addition, (4) mental health changes associated with other employment status changes such as entering (or leaving) the labour force (i.e., becoming a student, homemaker or retiree) were also mediated by changes in incongruence levels. Furthermore, the effects remained stable when the influence of the latent and manifest functions of employment was controlled.

The impact of family-supportive supervision at the team level has largely not been explored. Since teams are the cornerstone of organizational effectiveness, it is critical to understand how family-supportive managers can lead teams to achieve higher performance. We develop and test a team-level moderated mediation model that unpacks the team-level impact of Family Supportive Supervisor Behaviours (FSSB) on team performance. Drawing on Conservation of Resources (COR) theory, we hypothesize that a team's other-focused emotional climate mediates the positive effects of team FSSB on team performance and that managers' relational job characteristics attenuate the positive influence of team FSSB. Results from a two-wave, multi-source study of 435 employees and their managers across 56 electronic retail stores support our predictions. These findings advance current multi-level theorizing on FSSB by shedding new light on how and when family-supportive managers can drive team performance. The implications for theory and practice are discussed.

Servant leadership has been found to motivate followers to express constructive voice, but why is this the case? Studies so far have identified a ‘can do’ mechanism that enables followers to speak up and a ‘reason to’ mechanism that promote their willingness to do so. Nevertheless, these mechanisms have not considered the role of servant leadership in energizing both leaders and followers, which facilitates followers' constructive voice through an ‘energized to’ mechanism. This study aims to unpack the ‘energized to’ mechanism to understand how and when servant leadership can motivate followers' constructive voice. Drawing from conservation of resources theory, we propose that servant leadership can contribute to both leaders' and followers' energy, particularly among leaders with higher self-regulation ability. In turn, elevated energy levels in leaders and followers will promote followers' constructive voice. To test these hypotheses, we conducted a time-lagged supervisor–subordinate matched survey. Results show that servant leadership increases both leaders and followers' energy and then followers' constructive voice, but this effect is observed only among leaders with high self-regulation ability. This research offers new insights into how and when servant leadership not only energizes followers but also benefits the leaders themselves.

Political skill facilitates political influence, enabling individuals to distinguish themselves within an organization. The influence of political skill operates through three primary processes: interpersonal, behavioural and intrapsychic. These processes provide a comprehensive understanding of how political skill functions within an organizational context. According to political influence theory, we propose that political skill can promote informal leader emergence through its interpersonal process, which enhances team member relationship quality, and its behavioural process, which demonstrates peer-perceived competence. Furthermore, by integrating political influence theory with social interdependence theory, we identify outcome interdependence as a mechanism that elicits intrapsychic processes, specifically as a moderator that influences the indirect effect of political skill on informal leader emergence. Results from two multi-wave, multi-sourced studies provide empirical support for the notion that political skill encourages employees to emerge as informal leaders within a team by increasing team member relationship quality and peer-perceived competence. Additionally, outcome interdependence amplifies the indirect and positive effects of political skill on informal leader emergence. Theoretical and practical implications of these findings are discussed.