Journal of Occupational and Organizational Psychology最新文献

Ambient social sexual behaviour at work refers to sexual jokes and conversations at the workplace. Prior cross-sectional studies indicate that this behaviour is relatively widespread and tends to be associated with negative well-being. We revisit this research by investigating the outcomes of sexual jokes and conversations at work after 1 year in a comparatively large employee sample. The perceived frequency of sexual jokes and conversations at work was negatively related to job satisfaction and positively related to sick days and anger 1 year later, controlling for baseline levels. Moderating effects of gender and age were not significant. Half of the sample reported that such jokes and conversations were relatively common in their workplace, both before and after the onset of the MeToo movement. We discuss implications and propose ideas for studying the theoretical mechanisms of this phenomenon.

Status difference is prevalent within working groups, profoundly influencing employees' perceptions and behaviours towards coworkers and their groups. Despite this ubiquity, exploring the effects of status difference within groups remains relatively underexamined. Drawing on social identity theory, this study examined how and when horizontal status difference (i.e., status comparison between a focal employee and his/her peers) and vertical status difference (i.e., status comparison between a focal employee and his/her leader) influence employees' perceived insider status and proactive behaviour. Results from 421 employees across 113 working groups indicated that horizontal status difference was positively related to perceived insider status, but vertical status difference had a curvilinear effect on perceived insider status. Furthermore, perceived insider status significantly mediated the impact of horizontal and vertical status differences on proactive behaviour. We also demonstrated that promotion criteria significantly moderated the relationship between horizontal status difference and perceived insider status; in particular, this relationship was stronger when organizations used a relative rather than an absolute promotion criterion.

Compulsory citizenship behaviour (CCB) refers to extra-role behaviours that are not necessarily voluntary or driven by goodwill, and are often conducted under duress or performed in response to supervisor or coworker pressure. The literature is currently unclear about whether these behaviours have negative, positive, or a nuanced combination of outcomes. We address this confusion by drawing on Conservation of Resources Theory to explain employees' daily depletion and organization-based self-esteem (OBSE) mechanisms that capture respective costs and benefits of daily CCB. We also explain how employees' extraversion and leader–member exchange (LMX) are critical boundary conditions of these effects. Using an experience sampling method, we collected data twice per day from 186 full-time employees across 10 working days, yielding 1551 valid daily responses. The results of multilevel path analyses showed that: (a) daily CCB had a positive indirect effect on next-day interpersonal deviance via increased ego depletion, with extraversion buffering this positive indirect effect; and (b) daily CCB had a positive indirect effect on next-day proactive helping via increased OBSE, with LMX strengthening this positive indirect effect. These results suggest that employees' daily CCB has both costs (i.e., resource depletion) and benefits (i.e., positive self-focused beliefs).

Following the principles of dynamic equilibrium theory (DET), this study examined the stable (institutional) and dynamic (episodic) components of mistreatment [experienced incivility and perpetrated counterproductive work behaviours (CWB)] using two longitudinal field samples based on a latent trait–state modelling approach. Study 1 (N = 615) leveraged a weekly lag design over four assessment points and Study 2 (N = 880) leveraged a monthly lag design over five assessment points. Across the two studies, results indicated that the majority of variance in both mistreatment constructs was institutional (i.e., individuals have meaningful set points that persist over time). Furthermore, institutional experienced incivility was positively related to institutional perpetrated CWB (i.e., the set point for experiencing incivility was positively related to the set point for perpetrating CWB). Similarly, episodic experienced incivility was concurrently associated with episodic perpetrated CWB (i.e., atypical episodes of experienced incivility were concurrently related to atypical episodes of perpetrated CWB). Interestingly, episodic experienced incivility did not have a lagged effect on future episodic perpetrated CWB, while episodic perpetrated CWB did have a lagged effect on future episodic experienced incivility. As such, for minor atypical episodes of mistreatment (i.e., incivility), we found evidence of dynamic equilibrium in that there are immediate episodic changes in other forms of mistreatment, but internal adaptive mechanisms appear to neutralize these effects over time. Meanwhile, overt atypical episodes of mistreatment (i.e., CWB) appear to have both immediate and lasting effects on other forms of mistreatment. These results have implications for DET, as well as for predicting the effectiveness of mistreatment research methodologies and interventions.

This study draws from cognitive appraisal theory to examine when and how negative performance feedback could prevent employees from engaging in interpersonal counterproductive workplace behaviour towards the leader. We test the hypotheses using a three-wave survey and a scenario-based experiment with Chinese and Western samples, respectively. Our results indicate that negative performance feedback has a negative effect on perceived feedback quality when employees have a lower (vs. higher) level of trust in the leader. In addition, perceived feedback quality is negatively related to employee hostility towards leader and, in turn, interpersonal counterproductive workplace behaviour towards the leader. Theoretical and practical implications are discussed.

This study investigates how cognitive demands resulting from employer-oriented flexibility (i.e. to coordinate with others, to structure work tasks and to organize work and private obligations) relate to work–home outcomes among health care professionals. To understand the underlying psychological mechanisms of the relationship between cognitive demands resulting from employer-oriented flexibility and work–home outcomes, we combined the challenge–hindrance approach with role theory. We hypothesized a positive relationship between cognitive demands resulting from employer-oriented flexibility and work–home conflict via cognitive effort (strain process) and between cognitive demands resulting from employer-oriented flexibility and work–home enrichment via learning to self-organize (learning process). Eighty-eight health care professionals working in eldercare homes participated in a diary study and provided 407 day-level datasets. They completed questionnaires twice a day over 5 working days. Our analyses show that the relationships between daily cognitive demands resulting from employer-oriented flexibility and work–home outcomes depend on strain and learning processes. Furthermore, our results demonstrate that cognitive demands resulting from employer-oriented flexibility, although ambivalently related to work–home outcomes on the person level, trigger distinct strain and learning processes on the day level: daily coordinating with colleagues and daily structuring work tasks were related to work–home conflict via cognitive effort, whereas daily organizing work and family obligations was associated with work–home enrichment via learning to self-organize.

The current study examines the predictors and consequences of the ways coworkers react following sexual identity disclosure. We propose that employees may experience different reactions following disclosure depending on their social and sexual identities and that such reactions will impact their job attitudes, well-being, and subsequent identity concealment. Data were collected from 308 lesbian, gay, bisexual, and pansexual employees using a two-wave field survey design. Results for the predictors of coworker reactions indicate that employees who identified as Black, transgender/genderqueer, or bisexual/pansexual reported they experienced more unsupportive reactions from their coworkers following the disclosure of their sexual identity as compared to White, cisgender, and gay/lesbian employees. Supplemental analyses further indicate that Black bisexual/pansexual employees experienced the least positive reactions from coworkers as compared to the other referent groups. Results examining the outcomes of coworker reactions demonstrate that positive disclosure reactions are associated with decreased job satisfaction and increased turnover intentions, emotional exhaustion, and subsequent identity concealment, whereas negative disclosure reactions are associated with increased depressive symptoms and emotional exhaustion. Findings demonstrate a need to expand on conceptual and empirical work on identity disclosure to consider coworker reactions and underscore that the disclosure experiences of sexual minority employees are not uniform.

This study introduces the concept of pandemic safety climate (SC), employees' perceptions of an organization's policies, procedures and practices aiming to deal with the COVID-19 pandemic. Based on the theory of planned behaviour, we expected that the pandemic SC would be the base of employees' subjective norms, attitudes and perceived control in dealing with the COVID-19 pandemic-related challenges. We hypothesized that pandemic SC would be associated with a series of attitudinal and behavioural criteria that aim to prevent the spread of COVID-19 as well as promote other health and well-being outcomes. Using both prospective and cross-sectional datasets, we developed and validated a measure of pandemic SC which consisted of two scales. Organization pandemic SC refers to the employees' perceptions of the strategies and efforts at the organization level and consists of four dimensions: management commitment and proactivity, workplace flexibility and capacity, equipment and sanitization for COVID-19 prevention and COVID-19-related communication and training programmes. Group pandemic SC refers to the employees' perceptions of the intermediate support and care from supervisors and consists of three dimensions: supervisor commitment and proactivity, safety monitoring and COVID-19-related supervisory communication. Construct validity and criterion-related validity were supported. Theoretical and practical implications of the newly developed pandemic SC scales are discussed.

Existing research has convincingly demonstrated the deleterious impact of abusive supervision within the boundaries of the organization. However, we ask, can the harmful consequences of abusive supervision extend beyond organizational boundaries, and in particular, impact social good creation? To answer this crucial question, the present study investigates whether, how, and when abusive supervision affects employees' socially responsible behaviour (SRB). We build on ego depletion theory, and its theoretical extension, the integrative self-control theory, to develop and test a multi-level model that advances our understanding of the psychological mechanisms through, and boundary conditions under which abusive supervision affects employee SRB. Findings from a weekly diary study across 12 weeks support: (1) the role of ego depletion as a core psychological process that underlies the negative impact of weekly abusive supervision on employees' SRB and (2) the role of both trait abusive supervision and weekly impulse control demands as critical boundary conditions that determine whether weekly abusive supervision impacts SRB. These findings have important implications for the abusive supervision and social responsibility literatures, advancing our understanding of what organizations can do to alleviate the detrimental consequences of abusive supervision for social good creation.

Presenteeism, the act of attending work while sick, has gained significant research attention. However, the motivations driving this behaviour remain underexplored. This study seeks to contribute to this area by developing and validating a measurement tool that captures two distinct motivations for presenteeism: voluntary, stemming from personal choice, and involuntary, resulting from external pressures. Across four studies involving 1021 respondents from both the general working population and contexts known for high levels of presenteeism, the reliability and validity of an 8-item presenteeism motivation scale were established. Studies 1 and 2 confirmed the scale's two-factor structure and reliability. Study 3 further demonstrated its convergent, concurrent, and discriminant validity, as well as its ability to detect anticipated sex differences in presenteeism tendencies. Study 4 provided evidence towards criterion related validity, showing differential effects on employee well-being over time. Voluntarily presenteeism was associated with higher levels of work engagement and lower burnout rates, while involuntary presenteeism exhibited the opposite pattern. Additionally, the scale demonstrated measurement invariance across different working populations. The theoretical and managerial implications of these findings are discussed.