Journal of Occupational and Organizational Psychology最新文献

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.

In the present study, we aim to take stock of, encourage and contribute to the establishment of preregistration as a standard to increase transparency in Industrial and Organizational Psychology (IOP). To do so, we examined to what extent IOP research is preregistered and adheres to preregistrations. We analysed 27 IOP journals and found that only 91 articles (0.70% of studies published between 2017 and 2023) included a preregistration. A random sample of 25 of these preregistered studies revealed that 72% deviated from their preregistrations at least once, with 68% having at least one undisclosed deviation, indicating that deviations from preregistrations are common. The studies in our IOP sample deviated on average M = 1.84 (SD = 1.72) times from their preregistrations. Importantly, the vast majority of these deviations do not seem to be linked to questionable research practices. We further compared the IOP sample with a recent sample from Psychological Science, which represents the current state-of-the-art in preregistrations. We found no difference in the number of (undisclosed) deviations, which suggests that preregistration can be effectively implemented even in fields where it is not yet standard. To support this implementation, we offer resources and best practice recommendations for transparently reporting deviations.

Many people who long for a career change do not realize their desired change. Whereas scholars have often explained this observation by focusing on external barriers, awareness has grown that people may also fail to take sufficient action. Since unfulfilled desires can negatively affect people's well-being and performance, it is crucial to understand which individuals are more susceptible to this phenomenon than others. Drawing on Mental Contrasting Theory, we propose that different temporal focus profiles relate to differences in the career transition process and in transition outcomes. We collected two-wave data with 306 Belgian workers who had a clear longing for a career change. Using latent profile analysis, we identified three temporal focus profiles: balanced focus, anytime-but-now focus and carpe diem focus. We found that individuals with a balanced focus profile were more likely to realize their desired job change than those with an anytime-but-now focus, through more frequent job search behaviour and lower career inaction. Balanced-focus individuals were also more likely to achieve a job change than those with a carpe diem focus profile, although this relationship was not explained by job search behaviour or career inaction. No differences in psychological well-being across profiles were found.

Can play at work ripple into healthier, more engaged lives? Grounded in the Work–Home Resources model and spillover perspective, this study develops a model to examine the contextual conditions (when) and mechanisms (how) that connect playful work design (PWD) to health-related outcomes—that is, healthy eating motives and self-care. We introduce and validate the novel concept of playful leisure design (PLD), which captures proactive strategies to infuse leisure with fun and competition. A pilot study established the construct validity of PLD. Using a 15-day diary study with 65 dual-earner couples across the United States (resulting in 910 matched surveys), our findings reveal that PWD positively influences healthy eating motives and self-care through PLD. We also examine the role of individuals' motivation for healthiness as a potential boundary condition. This study contributes to the conversations in playful work design and work–leisure literature by showing how proactive and playful behaviours across domains contribute to resource building and employee well-being.

Integrating insights from boundary management, self-determination, and gender-role literatures, this study aimed to contribute to (flexibility) i-deals literature by unravelling the relationship between after-hours work-related availability pressures and men and women's work-home conflict, meanwhile examining the mediating roles of boundary control and/or enacted work–non-work segmentation (vs. integration) to indicate controlled- and/or autonomously motivated boundary-management behaviours. We cross-validated our four-dimensional availability instrument (supervisors' and colleagues' availability norms and behaviours) (Study 1) and employed PLS-SEM to test gender differences in three hypothesized availability pressures/conflict pathways, analysing data from 163 knowledge workers in ‘flexible i-deals contexts’ (Study 2). Partial measurement invariance revealed that gender sub-samples had to be analysed separately. Supervisors' availability norms had a direct positive relationship with women's work-home conflict, indicating induced strain to spill over into the home. Whereas no support was found for controlled-motivated integration (‘boundary incongruence’) impacting the genders' work-home conflict, support was found for autonomously motivated integration (‘volition’) impacting men's work-home conflict. In addition, boundary control was confirmed to be an important factor potentially enhancing both genders' work–non-work segmentation. Findings are discussed in the light of our theoretical lens, emphasizing the importance of gender as a socioeconomic background factor in i-deals studies to grasp complexities and genderedness of work-life dynamics.

Idiosyncratic deals (i-deals) allow employees to bargain flexibility and development opportunities proactively. The i-deals literature has mainly examined privileged individuals, overlooking minority employees. This conceptual paper focuses on i-deals requested by ethnocultural minority employees to cope with discrimination and one-size-fits-all organizational practices. We reason that self-verification motives grounded in a central ethnocultural identity may lead them to request accommodative i-deals (e.g. flexibility allowing for religious rites), whereas self-enhancement motives grounded in a central work identity may prompt them to seek growth i-deals (e.g. responsibilities reflecting their qualification). We theorize the consequences of i-deals requests on stigmatization through three Othering mechanisms: (1) social dominance: supervisors may grant more accommodative or growth i-deal based on their preference for egalitarian/hierarchical relationships among social groups; (2) social identity: accommodative/growth i-deals may heighten/attenuate out-group status, respectively; (3) ideal worker norms: accommodative/growth i-deals may be construed as deviation/compliance from/with ideal worker norms, respectively. Thus, i-deals' (de)stigmatization consequences vary according to which i-deals are obtained and in which sequence; moreover, this relationship is moderated by work group climate. Our framework contributes to the i-deals and EDI literature by theorizing i-deals as identity negotiation, foregrounding identity as a driver of behaviours and explaining stigmatization through distinct Othering mechanisms.

Although scholars and practitioners recognize the prevalence of flexibility idiosyncratic deals (i-deals), little is known about how persons with disabilities (PWD) leverage these arrangements to influence work outcomes such as job crafting. Understanding this relationship is important because job crafting enables PWD to proactively adapt work to their unique needs and capabilities. Integrating conservation of resources theory and a social interaction perspective, we propose that flexibility i-deals foster job crafting among PWD through coactive vicarious learning, contingent on disability status diversity and acceptance of disability. We tested this model in two complementary three-wave, time-lagged studies conducted in China. Study 1 confirmed that the positive direct effect of flexibility i-deals on coactive vicarious learning was stronger for PWD in teams with a high diversity of disability status, rather than those in teams with low disability status diversity. As expected, the indirect effect of flexibility i-deals on job crafting through coactive vicarious learning was also stronger when PWD were in teams with a high diversity of disability status, rather than those in teams with low disability status diversity. Study 2 replicated these findings and further revealed that acceptance of disability amplifies the relationship. Our findings provide new insights into how personal resources and social interaction contribute to the effectiveness of flexibility i-deals in encouraging PWD to engage in job crafting.

A 10-week experience sampling study evaluated the temporal dynamics of employee voice and silence. Drawing on Conservation of Resources theory (Halbesleben et al., 2014; Hobfoll et al., 2018), emotional exhaustion and psychological climate for voice were treated as energy and social resources, respectively, that dynamically shape voice and silence behaviour from week to week (T = 10). Participants responded weekly (N = 193; total sample NT = 1479). Dynamic structural equation modelling supported a positive reciprocal relationship for voice and voice climate, whereby each increased the other across weeks. Voice climate also mitigated silence across weeks. There were no lagged effects between exhaustion and silence. Within occasions, silence and exhaustion were positively correlated.