Journal of Occupational and Organizational Psychology最新文献

In recent years, remote work has gained significant traction. While this shift enhances employee flexibility and work-life balance, it also introduces challenges, particularly regarding social connectedness and information exchange. Due to these challenges, it may be harder when working remotely to fulfil central work-related needs, as described by self-determination theory (SDT), resulting in workplace fear of missing out (wFoMO) – the anxiety of not being up-to-date stemming from physical disconnection from the office. This article addresses the underexplored relationship between remote work and wFoMO. We present three studies employing a multimethodological approach: Study 1 offers cross-sectional insights into the relationship between remote work and wFoMO; Study 2 and Study 3 are experimental, and their results indicate that wFoMO is heightened when individuals' needs, specifically those associated with relatedness, competence, and autonomy, are unmet in a remote work environment. Additionally, Study 3 reveals that when the need for autonomy is unmet, this leads to lower employee well-being via wFoMO. Collectively, these studies illuminate the complexities of remote work, specifically conditions under which remote work may be challenging for employees. Furthermore, these studies emphasize implications of remote work for wFoMO, and consequently, employee well-being.

To address the growing challenges in today's workplace, employees may use avoidance crafting to reduce high job demands or avoid situations low in job resources. However, previous research links avoidance crafting positively—rather than negatively—to exhaustion, potentially due to an overemphasis on avoidance behavioural demands crafting, neglecting avoidance cognitive forms and their focus on job demands and resources. This study refers to the hierarchical job crafting conceptualization, distinguishing between behavioural and cognitive changes in job demands and resources, to investigate the links between avoidance crafting dimensions and exhaustion at both between and within-person levels. We also explore the moderating effects of general job autonomy and time pressure. Daily diary data (N_between = 78, N_within = 377) revealed that avoidance cognitive demands crafting was negatively associated with exhaustion at both levels, highlighting that altering perceptions of job demands is more effective than targeting low job resources. Moreover, work design matters: at the day level, avoidance cognitive demands crafting was particularly effective in reducing exhaustion when employees generally faced low job autonomy and high time pressure. These findings emphasize the importance of differentiating avoidance crafting dimensions and suggest that avoidance cognitive demands crafting seems particularly useful in demanding work environments.

Based on self-determination theory, we develop a theoretical model where the effects of pay for performance (PFP) on autonomous motivation, job-related anxiety, and turnover intention are mediated by controlling and informational perceptions of pay. After controlling for several contextual and demographic variables, the empirical results of three field studies provide general support for the model. In a two-wave study of 952 participants, perceived PFP was positively associated with both controlling and informational perceptions of pay. In a second three-wave study of 819 participants, a controlling perception of pay mediated the negative (positive) associations between perceived PFP and autonomous motivation, job-related anxiety, and turnover intention, whereas an informational perception of pay mediated the positive (negative) associations between perceived PFP and autonomous motivation and turnover intention. In a third two-wave study of 256 real estate agents working under a high-powered pay plan, a controlling perception of pay mediated the positive associations between variable PFP intensity and job-related anxiety and turnover intention, but not a negative association with autonomous motivation. Taken together, our research suggests that PFP has both favourable and unfavourable perceptions and that these are, in part, explained by controlling and informational perceptions of pay.

Departing from the predominant depletion-based perspective in the leader self-sacrifice (LSS) literature, this study emphasizes the motivational effects of LSS. Drawing on the theory of self-conscious emotion, we contend that LSS activates feelings of pride, thereby motivating leaders to engage in their work. Given that job demands limit the available resources for activities outside of job descriptions, any additional resources devoted to self-sacrifice are likely to be appraised as particularly costly and meaningful for leaders with higher job demands. We therefore posit that the strength of the motivating effects of LSS will be strengthened by job demands. Two experience-sampling studies were conducted and yielded consistent results that support our hypotheses. Specifically, daily LSS was positively associated with daily work engagement through increased pride, with the positive effects being stronger for leaders with higher job demands. We discuss the theoretical and practical implications of these findings accordingly.

Drawing on boundary theory, this research aims to explicate how and why flexibility idiosyncratic deals (i-deals) influence employees' workplace behaviours. Specifically, we propose that employees provided with flexibility i-deals are more likely to need to rebuild mental connections with their work after a non-work period. Thus, flexibility i-deals are positively related to employees' psychological reattachment to work. We further argue that psychological reattachment to work is negatively related to employees' task performance and positively related to their workplace cyberloafing. Taken together, we posit that flexibility i-deals tend to predict reduced task performance and increased workplace cyberloafing through the mediating role of psychological reattachment to work. Additionally, considering individual differences as a key boundary condition, we propose that perceived over-qualification moderates the positive relationship between flexibility i-deals and psychological reattachment, such that the positive relationship is weaker when employees are high in perceived over-qualification. By conducting two multi-wave and multisource field studies (Study 1: N = 197; Study 2: N = 243), we find support for our proposed hypotheses. Theoretical and practical implications will be discussed.

Organizational scholars are increasingly interested in studying the nature and effects of the upper echelons of organizations and of CEOs in particular. Though many scholars researching the effects of personality in the upper echelons use traditional survey-based instruments, others have developed several novel, unobtrusive approaches to assessing personality. Although the utilization of such measures is increasingly common and accepted across various disciplines, there remains no comprehensive analysis of their validity to date. The present meta-analysis (k = 30) examines the structural and predictive validity of both traditional survey-based measures of personality and recently introduced unobtrusive, archival approaches for assessing Big Five personality traits. Our results suggest that when CEO personality is assessed with survey methods, the relationships both (a) between traits and (b) between traits and firm performance outcomes broadly reflect those seen in prior leadership literature. However, results from archival approaches demonstrated substantially higher intercorrelations between traits and failed to be predictive of firm performance outcomes. These findings suggest that the methods currently in widespread use fall short in terms of validity and that new approaches to assessment are needed.

Despite the importance of safety climate, organizations typically only measure safety climate annually, at best. Organizational climate theory describes climate as a stable construct, yet it also proposes that climate is a function of the dynamic processes of symbolic interaction and sensemaking. The workplace safety literature emphasizes the need to maintain vigilance and avoid complacency, emphasizing the dynamic nature of organizations. This study followed two organizational samples of offshore oil and gas workers (Sample 1 [n = 34]; Sample 2 [n = 36]) for a period of 28 days (1623 daily observations of safety climate). Overall, the daily means, standard deviations and 1-day lagged correlations of safety climate remained very stable over the course of the hitch (work period) and the stability of correlations over time was slightly more pronounced at the workgroup level. Despite this observed stability, the relationship between any two measurements of safety climate significantly diminished as the amount of time between measurements increased. Dynamic structural equation modelling revealed that some individuals perceived a much more stable safety climate than others, but none of the 15 person-level variables explained this between-person variability in stability. Results suggest that climate should be assessed monthly.

Germany's work culture, historically shaped by strong male breadwinner and ideal worker norms, has gradually shifted toward more flexible working arrangements. Before the COVID-19 pandemic, access to working from home was highly restricted. Despite its expansion during the pandemic, significant inequalities in access persist. This study examines the evolution of public support for a legal right to work from home in Germany over the course of the pandemic as a ‘natural homeworking experiment’. Drawing on normative policy feedback theory, we hypothesize that support initially increased among groups with lower bargaining power before diffusing to the broader population. We use longitudinal data from 2705 individuals (8368 person-years) surveyed four times between January 2020 and January 2022. Findings confirm that public support for such regulation increased over the first 2 years of the pandemic, with temporary stagnation in fall 2021 but stronger growth towards the end of containment measures. At that stage, support also grew among groups initially less supportive of the law. Notably, support was not limited to those working from home and followed clear socio-economic patterns: women, young individuals, and low earners consistently expressed higher approval. These results underscore the necessity of legislation guaranteeing access to work from home.

This study examines the effectiveness of a microintervention targeting the alignment between employees' preferred and enacted boundaries separating work and nonwork roles (i.e., boundary fit). Drawing on boundary fit theory and the action regulation at the work–family interface model, we developed a self-guided boundary fit microintervention incorporating education, goal-setting, and self-reflection components. Based on a randomized controlled trial, we compared an experimental group with two control groups. We assessed changes in perceived boundary fit, work–nonwork balance satisfaction, and subjective well-being across three waves—pre-intervention (T1), post-intervention (T2), and follow-up (T3)—with two-week intervals between assessments (N_T1–T2 = 90; N_T1–T2–T3 = 75). Participants in the experimental group exhibited greater increases in these outcomes than both control groups. Mediation analyses revealed that increases in perceived boundary fit mediated the intervention's effects on work–nonwork balance satisfaction and subjective well-being. Although the findings' generalizability may be constrained by the sample—comprising predominantly women and participants without caregiving responsibilities—the study contributes to the boundary management literature by demonstrating the effectiveness of a time-efficient intervention and illuminating its underlying mechanisms.

The concept of meaning-based leadership, leader advocacy of the meaning organizational purpose gives to the work, was proposed to capture the core role of leadership in organizations: motivating pursuits in the service of the organization's purpose. We study the influence of meaning-based leadership on one such pursuit – strategy implementation. We argue that team leaders may motivate team strategy implementation efforts through meaning-based leadership, because of this leadership's influence on team alignment around organizational values. We propose that this influence is contingent on team leader empowering leadership, such that meaning-based leadership has a stronger influence on team value alignment, and thus indirectly on team strategy implementation, with higher empowering leadership. This research model was supported in a multi-source survey of teams in an insurance company.