Journal of Occupational and Organizational Psychology最新文献

Self-sacrifice behaviour features in a number of well-known management concepts such as organizational commitment, pro-social motivation, and organizational citizenship behaviour, but is rarely acknowledged as a salient factor or examined directly. Drawing on theories of goal systems and personal resource allocation, and dyad data collected from 122 church ministers twice over 2 years and their partners, this study examines the extent to which worker self-sacrifice behaviour is simultaneously an enabler of high work effectiveness and a cost for personal wellbeing. Findings support the ‘doubled-edged’ nature of self-sacrifice, showing that while worker reports of self-sacrifice behaviour are positively related to increases in perceived role performance, they are also linked to partner ratings of worker emotional exhaustion and partner self-sacrifice behaviour 2 years later. This study therefore validates the importance of self-sacrifice behaviour in accounting for divergent work outcomes and its potential to spillover into the nonwork domain. The study further finds psychological detachment to partially moderate the relationship between worker self-sacrifice and the two problematic outcomes. Therefore, psychological detachment offers a potential means of sustaining high self-sacrifice behaviour over time and could play an effective role in related interventions.

The present study tested and extended the motivational process of the Job Demands-Resources (JD-R) theory to explicate the role of signature strengths use as a personal resource and organizational support for strengths use as a job resource for a host of organizational outcomes. Our greater interest was to examine serial and parallel mediation of employee-level variables (i.e., work engagement, job performance, and turnover intentions) between both types of resources (personal and job) and organizational outcomes (i.e., organizational performance and turnover). We collected data from 202 top managers from 56 branches of a large bank in Pakistan. The participants filled in data for most of the study variables, whereas the concerned bank officials provided objective ratings of organizational performance and turnover. The results indicated the indirect effect of signature strengths use and organizational support for strength use on perceived and objective organizational performance mediated by work engagement, job performance, and turnover intentions. Signature strengths use also showed a direct effect on perceived and objective organizational performance. The findings illustrate the potential benefits of using one's signature strengths for employee and organizational success and reiterate the importance of enhancing organizational support for strengths use for management groups who in turn can contribute substantially to organizational performance.

Job crafting refers to the self-initiated work behaviours employees use to change their job characteristics. According to job design theory, these crafting-induced changes in job characteristics should impact employee outcomes. Job characteristics can therefore be proposed as a key mechanism through which job crafting affects employee outcomes and we present cross-sectional meta-analytic structural equation modelling of this key mechanism (K = 58 independent samples, N = 20,347 employees). Results show significant indirect effects between task resource crafting and employee outcomes (well-being and positive job attitudes) via task resources, and significant indirect effects between social job crafting and employee outcomes (well-being and positive job attitudes) via social resources. Results also indicated that challenge and hindrance demand crafting increase job strain via increases in job demand. Overall, our findings indicate that job characteristics are an important job crafting mechanism, that employees may have difficulty in crafting job demands in ways that produce beneficial outcomes, and that future research needs to consider simultaneously the range of mechanisms through which job crafting affects outcomes.

We address a key unresolved issue in the social support literature—how social support relates to psychological health—by examining behavioural adaptation as a mechanism through which support from work and family domains, during the COVID-19 pandemic, impacts psychological health. Given support may not equally benefit all, we consider individual differences in demographics as moderators in the relationships between support, adaptation and health outcomes. We examine both within-domain and cross-domain effects of support on adaptation using a sample of 392 employees who responded to two surveys, 3 weeks apart, shortly after the COVID-19 lockdown. Consistent with expectations, adaptation both within and across domains mediated the relationships between social support and psychological health. Moreover, the family support–family adaptation and family adaptation–psychological health relationships were stronger among participants without a cohabiting partner. Our findings highlight the important role social support and adaptation play in maintaining well-being during crisis events, particularly for persons without cohabiting partners. Our results suggest that workers can protect their psychological health during a crisis event to the extent they engage in behavioural adaptation and, thus, organizations should consider adopting interventions that promote behavioural adaptation, such as micro-interventions focused on stress reappraisal.

The work–life conflict literature describes how employees manage conflict experiences, but little work has focused on experiences beyond work and family (or work and school) conflict to examine more broadly work, family, and professional development (e.g., when employees enter a graduate degree program). This study uses qualitative data to explore the work–life conflict experiences of employees undergoing professional career development in the form of gaining a graduate degree. We contribute to the literature on employees' work–life conflicts. To explore work–life conflicts, 41 semi-structured interviews were conducted, and revealed that employees report three types of work–life conflict experiences—energizing, depleting and maintaining. Utilizing the conservation of resources theory, we link work–life conflict experiences with resource management and self-leadership strategies enacted. We demonstrate that when employees report energizing experiences, they utilize behavioural strategies of self-goal setting and self-observation to acquire more resources. When employees report depleting experiences, they utilize constructive thought strategies for the evaluation of dysfunctional beliefs and self-talk to recover from resource loss. Finally, when employees report maintaining experiences, they utilize natural rewards strategies to protect their stock of resources. The link between self-leadership strategies and work–life conflicts plays a crucial role in understanding how conflict can be resolved.

Taking a temporal perspective, we examined how employees' mood (i.e., wakefulness-tiredness, calmness-tenseness, and pleasantness-unpleasantness) develops during the workday and tested employees' daily recovery from work as a predictor of these mood trajectories. Specifically, we analysed a serial mediation model with evening recovery experiences (i.e., psychological detachment, relaxation, mastery experiences, and control) being indirectly related to the development of next-day mood (i.e., linear slopes) via sleep quality and start-of-work mood. We collected data from 124 employees who completed up to 5 daily surveys over two workweeks. Multilevel growth curve models showed that, in general, wakefulness followed a negative quadratic, calmness a positive quadratic, and pleasantness no systematic trajectory during the workday. At the day level, path analyses showed that psychological detachment indirectly and relaxation directly predicted the three start-of-work mood states. Moreover, mastery experiences and control directly predicted start-of-work calmness. Additionally, psychological detachment and relaxation indirectly predicted the development of wakefulness and psychological detachment, relaxation, and mastery experiences indirectly predicted the development of calmness. Results suggest that some benefits of daily psychological detachment, relaxation (i.e., high start-of-work wakefulness and calmness), and mastery experiences (i.e., high start-of-work calmness) tend to subside during the workday.

Knowledge hiding – intentionally concealing knowledge from a colleague who requested it – is often damaging for individuals and organizations. Amongst the factors explaining knowledge hiding, one has been overlooked, despite being an important lens for understanding employee behaviours: gender. In this article, we investigate its relevance by examining whether and how gender shapes two complementary aspects of knowledge hiding behaviour: frequency of hiding, and the approaches that knowledge hiders employ to do so. Building on extant literature about gender roles at the workplace, we suggest that the social roles into which women and men are socialized, and the sanctions they face if they behave incongruently with these roles affect both aspects of knowledge hiding. We explore these ideas in a multi-wave study of full-time employees based in the United Kingdom (n = 449). Our findings suggest that men hide their knowledge from colleagues more frequently. In addition, both women and men hide knowledge in a way that is congruent with the expectations of others regarding their social role: that is, women use evasive hiding and playing dumb more than men, while men use rationalized hiding more than women. A male-dominated context reduces these differences between genders.

The phenomenon ‘help anyone, if helped by some’ is known as generalized reciprocity. Most research has considered generalized reciprocity from the perspective of social exchange theory, focusing on an obligated to process. In this study, we apply the interaction ritual chain (IRC) theory to theorize that individuals can pay it forward based on their previous emotional experiences. Specifically, we developed and examined a theoretical model to address why and when receiving social support could promote employees' helping others. In Study 1, a between-person three-wave time-lagged study of 627 employees, we found that emotional energy (EE) mediated the relationship between receiving social support at work and recipients' subsequent helping behaviours. In Study 2, a 10-day experience sampling study among 144 employees, we replicated the indirect effect of receiving social support on helping behaviour via EE at the within-person level. We also identified, consistent with IRC theory, a cross-level moderating effect of workplace status that differed depending on whom individuals received support from. Specifically, received supervisor support led to more EE for employees with higher workplace status than for those lower in status. With respect to received coworker support, the effect of support on EE was stronger for those lower in status than for those higher in status. Overall, our results shed light on the emotional experiences involved in workplace social interactions and suggested energized to as an alternative mechanism for interpreting generalized reciprocity beyond the obligated to process.

Is workaholism an antecedent or a product of job performance? Or is there a reciprocation between workaholism and job performance? To address this issue, we collected data from 352 employees using a two-wave panel design in Study 1, and 247 employee–supervisor dyads using a three-wave panel design in Study 2. In Study 1, job performance had a negative effect on working compulsively but not working excessively, whereas, in Study 2, job performance had a positive effect on working compulsively and working excessively. Across the two studies, working compulsively and working excessively had no lagged effect on job performance. Collectively, these findings suggest that job performance causes workaholism rather than the other way around, challenging the traditional view. The inconsistent effects of job performance across working excessively and working compulsively underscore the importance of separating workaholism dimensions. Collectively, our findings challenge the validity of the reinforcement theory of learning and the psychological model of addiction in explaining the development of workaholism. We encourage future research to address when job performance has a positive, negative or null effect on workaholism to further improve our understanding of the causal relationship between workaholism and job performance.

Based on gain and loss spiral principles from Conservation of Resources (COR) theory, we examined change-related reciprocal relations between three key resources (i.e. self-esteem, sense of belonging and perceived social support) and job insecurity. We adopted a latent change score (LCS) approach and examined the loss and gain spirals with a seven-wave longitudinal dataset from the New Zealand Attitudes and Values Study (N = 6518). The LCS models indicated that: (1) self-esteem predicts decreased job insecurity, but not vice versa, (2) sense of belonging predicts decreased job insecurity, but not vice versa and (3) there is a change-related reciprocal relationship between perceived social support and job insecurity. Inconsistent with the primacy of resource loss proposed by COR theory, we also confirm that the effects of self-esteem, sense of belonging and perceived social support on changes in job insecurity (i.e., gain spirals) are stronger than the effects of job insecurity on changes in these three resources (i.e., loss spirals). These findings provide a cautionary note to previous research based on cross-sectional or lagged designs and using regression or (traditional or random intercept) cross-lagged analyses. By taking a resource perspective, our research provides an impetus for understanding change-related reciprocal relations between resources and job insecurity.