Journal of Occupational and Organizational Psychology最新文献

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.

Many leaders communicate with their followers via electronic devices during non-work time. However, prior research on information and communication technologies (ICT) in the workplace has largely neglected leaders' ICT use and its broader organizational implications. Guided by climate models of organizational functioning and effectiveness, we propose that the extent to which leaders use their smartphones after hours shapes organizational norms regarding employees' availability for and responsiveness to work-related communication via electronic devices during non-work time. Drawing from conservation of resources theory and the work–family literature, we develop and test an organizational-level model in which leaders' after-hours work-related smartphone use is positively associated with an organizational climate of constant connectivity, which in turn impairs employees' collective well-being. Findings from a large-scale, multi-source study of 5414 managerial and 17,962 non-managerial employees in 142 German organizations support our hypotheses. Moreover, we show that the indirect health-impairing effect of leaders' after-hours smartphone use is weaker in more formalized organizations. Our study integrates and contributes to ICT and work-family research by shedding light on the critical role of leaders in the emergence of shared availability norms in organizations and their implications for employees' collective well-being.

This study investigates the role of playful work design (PWD) as a proactive behavioural strategy within the motivational process described in the Job Demands-Resources (JD-R) theory. The first objective is to explore the flow state as a mediating mechanism that links daily PWD to daily performance. The second objective is to examine whether employees' perceptions of their organization being supportive of PWD predicts greater use of daily PWD and serves as an environmental condition for the effects of daily PWD. We employed a daily diary design and surveyed 256 participants for five consecutive workdays. The findings supported the hypothesized within-person mediated process, showing that on days when employees used more PWD, they found themselves more in the flow state, which significantly predicted better performance. Furthermore, we observed significant cross-level direct and moderating effects of organizational support for PWD. The data show that employees who perceive that their organization encourages and supports PWD are more likely to engage in such behaviours. The results also underscore the role of organizational support for PWD in maximizing the benefits of PWD in the prediction of flow, but not in the prediction of performance. Organizational support for PWD significantly moderated the effects of PWD on flow but not on performance. These findings contribute to the broader understanding of the role of PWD in JD-R theory's motivational process and shed light on the cross-level interaction between environmental conditions and proactive strategies.

This study examines access to i-deals for autistic employees at work. We draw on a mixed methods approach consisting of 300 qualitative surveys and 12 semi-structured interviews with autistic individuals in employment. The findings show that autistic individuals desire especially flexibility i-deals but find it challenging to negotiate them. We contribute to the literature on i-deals that has focused mainly on its outcomes by studying access to such personalized arrangements and positioning this negotiation as a social process between autistic workers and their employers. Second, we extend the literature on the dark sides of i-deals by drawing on critical disability studies, ableism, and power dynamics to reveal its potentially inequality-enhancing character for autistic employees. Third, we contribute to multilevel models of workplace inequality by highlighting that access to flexibility i-deals is influenced by interrelated multilevel factors. Although flexibility is important for autistic employees, we show that they seem to have less access to flexibility i-deals, hindering their inclusion in the labour market. We argue that collective flexibility could overcome this and might be useful to make the workplace more inclusive.

This study explores when and how gain cycles between psychological capital (PsyCap), work engagement and strengths use operate within organizational contexts, grounded in Job Demands–Resources (JD-R) and Conservation of Resources (COR) theories. While existing research highlights gain cycles based on these theories, the temporal dynamics of how these relationships unfold within and across days remain underexplored. Using a daily diary methodology with two measurement points per workday over 2 weeks, results confirm positive mediated gain cycles within the same workday, with work engagement reinforcing itself through sequential pathways of strengths use and PsyCap. However, contrary to expectations, next-day analyses revealed non-significant mediated gain cycles, suggesting that gain cycles reset overnight. These findings contribute to JD-R theory by clarifying both when gain cycles operate (within-day enhancement vs. cross-day reset) and how they function through specific mediated pathways rather than simple direct effects. Practical implications emphasize enabling the behavioural (strengths use) and psychological (PsyCap) mechanisms that employees use to shape their own engagement.

In today's increasingly competitive organizational environments, many leaders have adopted a single-minded pursuit of bottom-line objectives—defined as leader bottom-line mentality (BLM)—to boost personal rewards and organizational profits. While existing literature on leader BLM is extensive, it remains fragmented, leaving two critical questions unresolved: What drives leaders' adoption of BLM, and how does it shape employee outcomes? To address these gaps, we propose an integrated model that identifies personal and situational antecedents of leader BLM, as well as key mechanisms through which leader BLM influences employees' work outcomes. Based on 68 independent samples (N = 15,818), our meta-analytic findings reveal that both personal (competitiveness, performance reward expectancy) and situational factors (ethical climate, competitive climate, performance pressure) are significantly associated with leader BLM. Leader BLM exerts its influence through three distinct pathways—cognitive compliance, relational impairment and resource depletion—ultimately leading to lower task performance, reduced organizational citizenship behaviours, diminished well-being and greater unethical behaviours. We also found leader BLM is more positively correlated with employee task performance in non-Western, high power distance, low individualism, high long-term orientation and low indulgence samples. We discuss theoretical and practical implications of these findings, along with the study's limitations and future research directions.