Journal of Occupational and Organizational Psychology最新文献

Employees increasingly use information and communication technologies (i.e., ICTs) to work during nonwork time (e.g., responding to e-mails, taking calls), even when not contractually required. Despite potential work-related benefits, voluntary work-related ICT use can affect employees' recovery and well-being. Drawing on the conservation of resources theory and self-regulation, we argue that engaging in voluntary ICT use during workday evenings is a work-related resource investment, requiring self-regulatory resources. Consequently, employees lack such resources to regulate their attention away from work, thus experiencing reduced psychological detachment. This, in turn, can impede employees' ability to engage in mood repair regarding affective well-being at bedtime and the following morning. We propose that employees can alleviate this process through substituting and replacing self-regulatory resources by having control over their evening and good sleep quality, respectively. Conducting a daily diary study over five consecutive workdays and following mornings with 187 participants, we found negative indirect effects of voluntary ICT use on affective well-being the following morning, via reduced psychological detachment. Feeling in control during nonwork time and sleep quality mitigated these effects. Our study contributes to the conceptual understanding of voluntary ICT use and how this behaviour can be managed more actively by individuals.

Drawing on a multilevel framework of factors fostering meaningful work and the extant Corporate Social Responsibility (CSR) literature, we examine the interactions of a sense of calling (an individual-level variable) with contextual factors at the organizational level (i.e. CSR) and job level (i.e. job autonomy and CSR embedded in work). In Study 1, we propose and test a multilevel model on 758 employees in 18 organizations, finding that a sense of calling, interacting with organizational CSR and job autonomy, is positively related to meaningful work. In Study 2, we conduct a scenario-based experiment with 261 participants, finding that the three-way interaction between a sense of calling, CSR at the organizational level and CSR in work is positively related to meaningful work. These results provide important theoretical and practical implications for further studying the interactions of individual-, job- and organizational-level sources of meaningful work and, specifically, unpacking the role of CSR.

Employees' inclusion at work often constitutes a key leadership objective. Indeed, inclusive leadership has garnered considerable attention from research and practice, with differing interpretations persisting in the debate. An influential stream of research claims to ground its understanding of inclusive leadership in optimal distinctiveness theory (ODT), which states that people strive to fulfil two countervailing needs (i.e., assimilation and differentiation). Closer examination, however, reveals inaccuracies in applying ODT to inclusive leadership, leading to an incomplete set of proposed inclusive leader behaviours. To address these issues, we critically examine inclusive leadership's definition and theoretical foundation and propose a multi-level framework informed by the extended version of ODT (EODT). More specifically, we detail how three complementary sets of inclusive leader behaviours can foster an employee's integrated sense of inclusion by addressing the employee's needs for assimilation and differentiation at three levels of self (i.e., individual, relational, and collective). We argue that before engaging in these behaviours, a leader must reflect on their employee's, their own, and other team members' minority/majority status to effectively adapt their actions. We discuss future research implications of this multi-level perspective on an employee's self for broader team/social justice considerations and end with practical implications.

To date, research on neurodivergent experiences of selection and assessment (S&A) has been limited, focusing on barriers and employer perspectives, rather than the perceptions and experiences of neurodivergent individuals. Drawing on signalling theory and the diversity climate literature, this research seeks to explore how neurodivergent individuals' experiences during S&A shape their perceptions of an organization's diversity climate and organizational attractiveness. Semi-structured interviews and reflexive thematic analysis were used to elicit a range of signals perceived by applicants with different neurodivergent neurotypes during S&A to form diversity climate perceptions. These included process accessibility, employer representative interactions, particularly when disclosing their neurodivergence, and an organization's commitment to Diversity, Equity and Inclusion (DEI). However, limited perceived job opportunities often compel them to pursue positions despite negative inclusivity signals. This suggests that prioritizing an inclusive organizational climate becomes a privilege afforded to those with more employment options, highlighting the systemic exclusion that still faces neurodivergent candidates in organisations today.

Task idiosyncratic deals (I-deals) exemplify an employer and employee co-creating job design approach. However, past literature has predominantly relied on social exchange mechanisms to explain their impact on employee behaviour, which may be insufficient in capturing the critical job-related mechanisms underlying the effects of task I-deals. We draw on person–environment (PE) fit theory to propose that demand–ability (DA) fit can enrich our understanding of the effect of task I-deals on employee behaviour. To test this mechanism, we conducted two studies. One was a field survey collected from 468 employees and 107 supervisors across three time points. The other was a pre-registered scenario-based online experiment involving 400 full-time employees. Through these two studies, we found that task I-deals were positively related to job performance and voice behaviour, and DA fit mediated these positive relationships. In addition, task interdependence enhanced the positive effect of task I-deals on DA fit. The overall moderated mediation model was also significant. These findings highlight the importance of task I-deals as an alternative approach to job design beyond top-down and bottom-up job design approaches and underscore PE fit as a novel theoretical perspective for understanding the impact of task I-deals.

In leadership studies, explicit, straightforward communication has traditionally been advocated and perceived as an effective style for leading teams and organizations. Contrary to this prevailing notion, the present paper integrates the social information processing theory with the motivated information processing in groups (MIP-G) model to elucidate the conditions and mechanisms under which leader indirect communication can be beneficial, especially in facilitating team reflexivity and subsequent team performance. We employed a three-wave, multi-source survey encompassing 87 work teams, consisting of 676 members and their corresponding 87 leaders in a large high-tech company. The results show that when leaders adopt a subtle, indirect communication style, teams with stronger team member exchange (TMX) are more inclined to engage in deeper team reflexivity, which subsequently enhances both team task and creative performance. We discuss the theoretical and practical implications of our research, along with its limitations.

While research on illegitimate tasks has predominantly highlighted their detrimental effects on employees, emerging studies suggest these tasks may also have temporary, complex impacts on non-work domains —though empirical evidence remains limited. Integrating cognitive theories of rumination and the dynamic self-regulation perspective, our study develops and tests a novel model that delineates employees' rumination and subsequent coping behaviours in response to daily illegitimate tasks. We propose that illegitimate tasks experienced during the workday trigger after-work affect-focused rumination, leading to increased cyberloafing the following day. Conversely, these tasks may also evoke after-work problem-solving pondering, fostering next-day task crafting. We identify state resilience as a key moderator, explaining why the same employee may respond differently to illegitimate tasks. Using data collected thrice daily from 235 employees over five consecutive days (daily reports = 912), our findings reveal that state resilience buffers the positive link between daily illegitimate tasks and next-day cyberloafing via affect-focused rumination while amplifying the positive effect on next-day task crafting via problem-solving pondering. Our study advances understanding of the dual cognitive and behavioural pathways through which illegitimate tasks influence employees and offers practical insights for organizations aiming to mitigate the risks of these tasks while unlocking their adaptive potential.

Despite consensus on the existence of group affective tone and its potential to influence group functioning and outcomes, evidence concerning its impact on group decision-making remains ambiguous. While some findings advocate that group negative affective tone (GNAT) is more conducive to higher decision-making quality, others point to group positive affective tone (GPAT) as more beneficial. Our study clarifies these relationships by extending two individual-level theories to the group context, proposing that both GNAT and GPAT can be advantageous for decision-making, albeit through enhancing different aspects of group discussion. Furthermore, we demonstrate how the nature of the within-group environment—whether competitive or cooperative—affects these dynamics. Through an experimental study involving live discussions among 97 groups of 291 students and a field study with 130 workgroups of 392 full-time employees, we documented that group competitive environments amplified GNAT's influence on the depth of group discussions, while group cooperative environments amplified GPAT's effect on the breadth of these discussions. Both dynamics in turn influenced the quality of group decision-making. These findings offer insights into the interplay between group affective tone and group environments in shaping decision-making processes. We discuss the implications and avenues for future research at the end.

Although research suggests immoral governmental actions can generate psychological strain, little is known about how individuals' continued rumination about such events disrupts recovery and influences unethical behaviour at work. To address this, we examine how rumination about a president's martial law declaration—rather than the declaration itself—shaped employees' daily recovery and workplace behaviour. Grounded in self-regulation theory, we propose a process where rumination about martial law disrupts citizens' recovery at home (sleep quality), which in turn leads to unethical behaviours at work. We collected daily diary data over eight workdays during the politically volatile period between the president's declaration of martial law and his impeachment, allowing us to capture short-term fluctuations in recovery and behaviour. The final sample consists of 1296 observations from 162 male participants. Our findings show daily rumination about martial law—triggered by political uncertainty—had a within-person indirect effect on unethical behaviour via poor sleep quality. Additionally, we examine the moderating roles of constructive patriotism and affective commitment on self-regulatory processes. Our results reveal constructive patriotism amplified the negative effect of rumination about martial law on poor sleep quality, while affective commitment buffered the detrimental impact of poor sleep quality on unethical behaviour.

As scholarly interest in the impact of career difficulties like career setbacks grows, research increasingly aims to understand how individuals navigate these difficulties. To explore how individuals handle them and prevent career regret, we conducted a qualitative investigation with a total sample of 109 participants. Our findings reveal that many individuals embraced difficulties in their careers instead of regretting them. We saw that the difference between regretting and embracing these difficulties lies in whether individuals employ repair strategies: embracing difficulties was possible through repair, whereas failing to engage in repair led them to feel a sense of regret about the difficulty. We identified three repair strategies—reclaiming (i.e., realigning career with personal values or restoring measurable, tangible conditions), enriching (i.e., adding new knowledge or extending career towards greater fulfilment), and mobilizing (i.e., disrupting the career, or transitioning into a more promising career)—which enable individuals to embrace difficulties. Additionally, our findings revealed that two triggering factors foster engagement with repair, namely, adopting a protean career attitude and exercising courage. Taken together, our findings promote the importance of repair strategies as a crucial response that can alter how people perceive difficulties in their careers and avoid emotions of regret.