Journal of Occupational and Organizational Psychology最新文献

This paper examines the temporal dynamics of newcomer voice and silence in organizations, focusing on the role of organizational socialization. While prior research has explored the antecedents and effects of newcomer voice behaviour, little attention has been given to how voice and silence evolve over time as newcomers become more familiar with their roles and the organizational context. Drawing on multiple goal pursuit theory, this study investigates how organizational socialization influences the trajectories of newcomer promotive voice, prohibitive voice and employee silence. We test our hypotheses on a sample of 198 organizational newcomers over four waves of data, employing random coefficient growth models. The findings suggest that employee voice and silence follow distinct trajectories and provide partial support for the influence of organizational socialization on these changes in newcomer behaviour. Implications for theory and practice are discussed.

Given that not all suggestions can be implemented, understanding how supervisors can turn down employee voiced suggestions while not discouraging employees voicing in the future is critical for theoretical and practical reasons. Supervisors may use humour when not endorsing employees' suggestions as they attempt to ease tension by injecting something lighthearted, but doing so, we argue, is not uniformly beneficial. Hence, we conducted a preregistered study that tests how supervisors' use of humour when turning down an employee's voiced suggestion affects voice resilience. Utilizing signaling theory, we theorize supervisors' use of humour when turning down voice strengthens voice safety but weakens voice impact perceptions. Indirectly, humour therefore may constitute a mixed blessing for voice resilience (voice behaviour after voice non-endorsement). Additionally, we hypothesized that the positive link between humour and voice safety and the negative link between humour and voice impact are moderated by supervisor–employee relationship quality (leader–member exchange (LMX)). We tested these predictions in a time-lagged study of 343 employees whose voice was recently turned down. Humour indeed increased voice resilience via voice safety; against expectations, humour positively related to voice impact (via it, resilience). LMX is significantly moderated. However, unexpectedly, humour helped voice safety, impact and the resilience of low LMX employees.

Although previous studies have generally explored the important role played by customers' negative feedback in shaping employees' behaviour, these studies have only briefly discussed the one-sided effects of such feedback on employees' cognition or emotions. In addition, previous studies have not discussed in depth whether customers' negative feedback has both positive and negative effects. Based on the theoretical background of the cognitive–affective processing system, we constructed a dual-path model of the impact of customers' negative feedback on job crafting via both cognitive and affective paths and investigated the moderating effect of the error management climate in this context. A three-stage survey design was used to examine these assumptions by referencing data collected from 382 frontline employees working in various tourism and hospitality companies. In line with our expectations, we found that customers' negative feedback can have a double-edged sword effect via these two paths and that the error management climate moderates this dual-path mechanism. We conclude this research by discussing the theoretical and practical implications of our findings.

When negotiating with partners from abroad, which language should we choose: a native or a foreign one? To answer this question, we leverage dual-process theory to investigate how using a native versus foreign language affects negotiation strategies and outcomes and explore the moderating role of emotions. Across three studies that use dual-language speakers of four of the five most common languages in the world (English, Chinese, Spanish and French), our findings consistently show that, while the native language is the preferred option for negotiation (Study 1), the consequences are more emotional expression, more passive strategies and worse outcomes (Studies 2 and 3). Anger in a native versus foreign language makes negotiators compromise more, which results in worse outcomes (Study 3). Our contribution is threefold: We are the first to explore the effects of language (foreign vs. native) in an empirical negotiation setting; we separate the intrapersonal from the interpersonal effects of language by using the Actor-Partner Interdependence Model; and we establish that the language effects are independent of culture. Our results suggest that managers should use their native language with caution when negotiating, since they might unconsciously display higher levels of emotion and use more passive negotiation strategies.

Pro-group unethical behaviour (PGUB) refers to a set of behaviours that conflict with moral standards but are beneficial to the interests of an actor's workgroup. Drawing on social cognitive theory, this research investigates whether, how, and when perceived co-worker PGUB leads employees to engage in the same unethical behaviour. We propose that moral disengagement is a crucial mechanism through which PGUB is transmitted from co-workers to employees and that this relationship is further amplified by employees' group identification. The results of three field studies featuring different samples consistently highlight the mediating role of moral disengagement in the relationship between perceived co-worker PGUB and employee PGUB. Furthermore, employees who identify strongly with their workgroup are more likely to exhibit moral disengagement and learn their co-workers' PGUB than are employees with low group identification. The findings of this research provide insights for both theory and practice.

Research suggests that both applicants and organizations may withdraw from the recruitment and selection process without notice. This behaviour, referred to as ‘ghosting’, is prevalent yet empirical research on this topic is unfortunately scarce. To gain greater clarity, the current study examines the antecedents of applicant ghosting behaviour, which we place within the nomological network of maladaptive workplace behaviour. Drawing on an interactionist framework, we examine the role of aberrant dispositional characteristics – the Dark Triad, self-control and fear of missing out (FoMO) – in predicting applicant ghosting behaviour. We also draw on trait activation and conservation of resources theories to examine how the experience of being ghosted before moderates these relationships between aberrant dispositional characteristics and ghosting behaviour. Results from a two-wave design suggest that psychopathy and FoMO positively predicted ghosting behaviour and being ghosted before moderated relationships between both (a) self-control and ghosting behaviour and (b) FoMO and ghosting behaviour. Qualitative data suggest that perceived fit and interest, communication and ghosting norms, company culture and behaviour, and compensation and benefits were the primary reasons why applicants engage in ghosting behaviour. We discuss the theoretical and practical implications of these results and offer future research directions in this nascent field.

Segmentation of work from nonwork life is widely presented as desirable to maximize recovery from work. Yet it involves effort which may reduce its positive effects. We present a dual-process model of segmentation based on integrating boundary theory and self-regulation theory that shows how creating and maintaining boundaries can have both positive and negative effects. Segmentation allows individuals not only to psychological detach from work, thereby reducing work–nonwork conflict, but can also deplete an individual's momentary capacity for state self-control, increasing work–nonwork conflict. We tested our model with two studies: a weekly diary study with a sample of 436 individuals and a daily diary study with data collected at two time points each day from 162 participants. Using a Bayesian approach, we find some support for our hypothesized dual pathways. In both studies, psychological detachment mediated a negative relationship between segmentation and work–nonwork conflict. In the daily study, self-control capacity mediated a positive relationship between segmentation and work–nonwork conflict, but this effect was present only when individuals worked onsite and not when working at home. This article contributes towards understanding the mechanisms explaining the relationship between segmentation and work–nonwork conflict and underscores the importance of self-regulation in this process.

The necessity of helping older employees achieve career success in the digital workplace has drastically increased. Drawing on self-affirmation theory, we postulate that using enterprise social media (ESM) to conduct intergenerational knowledge sharing (IGKS) is a generativity and self-affirmation behaviour in the digital workplace, and investigate how it would help older employees enhance job performance and thus achieve successful ageing at work. Study 1 (a three-wave time-lagged survey study with 262 older employees over 40 years old) demonstrates that, older employees' IGKS in ESM positively affects their job performance via personal needs-job supplies fit. Perceived younger colleagues' knowledge disseminative capacity can weaken, but perceived younger colleagues' knowledge absorptive capacity can strengthen the above indirect effect. We replicated the first study's findings in Study 2 using a two-wave survey with 161 older employees over 50 years old. Additionally, we found that older employees' IGKS in ESM positively influences their job performance via a serial mediation of organization-based self-esteem and needs-supplies fit. Perceived younger colleagues' knowledge disseminative capacity can weaken, but knowledge absorptive capacity can strengthen the serial mediation relationship. These findings contribute to integrating IGKS and ESM literature to improve the theoretical framework of successful ageing at work.

Despite ongoing research efforts to resolve the pertinent issues with the underrepresentation of women from Black and Asian Minority Ethnic backgrounds in senior leadership positions, the problem persists. We suggest that one reason for the lack of progress is that management research has predominantly focused on the manifestation of race and gender inequality, the barriers experienced by these women, and the resulting adverse outcomes, with inadequate attention given to practical interventions for resolving these issues. We argue that an urgent and critical paradigm shift from problems to solutions is required in order to advance the field. Using the conservation of resource theory as a lens, we explore the lived experiences of 50 highly successful Black and Asian women and how they navigated the organizational labyrinth to achieve success in their careers. Our findings revealed that despite discriminatory experiences that threatened their career advancement, there were several personal and contextual resources which they drew upon to achieve career success. We develop a resource taxonomy framework illustrating these salient career advancement resources across their career journey, alongside strategies they used to protect these valuable resources. Our findings have theoretical and practical implications for career, leadership and diversity scholars and practitioners.