Journal of Occupational and Organizational Psychology最新文献

How employees perceive their leaders' power can influence their view and treatment of organizations. This study examines how employees' perceptions of their leaders' power construal—primarily as responsibility (PaR) or primarily as opportunity (PaO)—influence employee malevolent creativity towards the organization, with organizational conspiracy beliefs mediating this relationship. We hypothesized that when leaders' power is perceived primarily as responsibility, it diminishes employee endorsement of conspiracy beliefs and, in turn, reduces malevolent creativity. Conversely, perceiving leaders' power mainly as opportunity was expected to amplify conspiracy beliefs and subsequently malevolent creativity. Study 1, a three-wave study among employees, showed that increased PaO was positively related to employee malevolent creativity through increased organizational conspiracy beliefs. Moreover, PaR was negatively related to malevolent creativity through organizational conspiracy beliefs. Study 2 (preregistered) experimentally tested these relationships and provided support for all hypotheses. Study 3 (also preregistered) manipulated exposure to organizational conspiracy theories (the mediator) to address the ‘measurement-of-mediation’ issue and found that conspiracy theories increase malevolent creativity. This study demonstrates the adverse consequences of leader's power construal as opportunity through employee's organizational conspiracy beliefs.

The aim of this study was to investigate long-term development in job crafting during the COVID-19 pandemic among employees with and without mental health issues (MHI). Furthermore, this study aimed to explore the role of job resources regarding these changes. We have analysed longitudinal panel data of six waves between 2019 (applied as pre-pandemic baseline) and 2022 from employees in Switzerland, Germany and Austria. Hierarchical linear modelling showed change differences in job crafting: employees with MHI experienced a higher decrease in job crafting during the COVID-19 pandemic compared with employees without MHI. When investigating the specific crafting dimensions, we found that there was a group difference only for crafting for structural resources, but not for crafting for social resources. Moreover, job resources buffered the decrease in job crafting among employees with MHI. Particularly, social support buffered the decrease in crafting for social resources and role clarity buffered the decrease in crafting for structural resources. These results suggest that in times of crisis, strengthening job resources can help employees with MHI maintain their job crafting behaviour.

This study contributes to research on how workplace coaching works by examining learning processes as a mediating mechanism of the impact of problem-specific interventions on goal attainment. This has rarely been investigated. Fifty-five coach–coachee dyads with 51 coaches and 55 coachees participated in the study. Workplace coaching lasted seven to eight coaching sessions in average. Coaches and coachees gave ratings in each session. We analysed this data (NLevel2 = 55, NLevel1 = 335–407) using longitudinal multilevel structural equation modelling accounting for the nested data structure. As expected, coachees' perceived goal attainment increased throughout the coaching process. The results of the study also revealed the mediating role of learning processes in the impact of problem-specific interventions, specifically clarification of meaning and mastery/coping, and, but to a lesser extent, implementation actuation, on goal attainment in coaching. Data for all hypothesised models showed a good or acceptable model fit. In contrast, the model fit was poor, when we explored differential mediation effects, which supported only single-loop learning as a mediator. These results underscore the importance of stimulating learning processes through specific interventions to improve the effectiveness of workplace coaching.

Career advancement offers employee motivation, but what happens when an upward path reaches a plateau? With a three-wave survey of 244 members of 58 work teams, the current study explores how and when career plateaus influence counterproductive work behaviours (CWBs), in accordance with negative reciprocity theory. The results show that at the individual level, individual job content plateaus relate positively to individual CWBs, through individual work alienation; individual task crafting weakens this mediating effect. At the team level, the team hierarchical plateaus relate positively to team CWBs through team work alienation, and team participation in decision-making weakens this mediating effect. This multi-level perspective establishes both theoretical contributions and practical implications.

Work attitude and perceptions surveys are useful to understand workforces and improve employee well-being. However, surveys are often lengthy, leading companies to use less effective methods or measure only a few constructs. Researchers have tried various scale reduction methods, including single-item measures (Matthews et al., Journal of Business and Psychology, 2022), but these and other scale-shortening methods often compromise content validity and reliability. This research tests a novel scale-shortening method called supervised construct scoring (SCS) to create shorter work attitude and perception measures. Despite using only 39% of the original items, SCS scores exhibited nearly equivalent psychometric properties as full-scale scores and superior psychometric properties when compared to single-item measures. SCS represents a paradigm shift in scale shortening, and the new Short Work Attitude and Perception Scales (SWAPS) algorithms are made freely available: https://osf.io/9tueh/?view_only=482dc89e3cbf4c1489e28aabff307caa.

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.