Journal of Occupational and Organizational Psychology最新文献

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.

Research on the workplace implications of leader family ostracism (LFO) remains limited. Drawing on the work–home resources (W-HR) model and the conservation of resources (COR) theory, we develop and test a model explaining how LFO depletes personal resources and shapes both leader and employee outcomes in service settings. In Study 1, an experimental design with hotel managers revealed that leaders experiencing family ostracism reported greater work alienation and engaged in more laissez-faire leadership. Study 2, a multi-wave, multisource field study in the service sector, replicated these findings and extended the model by showing that LFO indirectly undermines frontline employees' customer stewardship behaviour via work alienation and laissez-faire leadership. Moreover, the leader's political skill buffered the negative effects, weakening both the direct and indirect paths. These findings highlight the cross-domain spillover of family-based exclusion into workplace dynamics, emphasizing the critical role of personal resources and leader capabilities in shaping service performance.

Employees are increasingly striving for perfection at work. Commonly deemed to be associated with more advantages than disadvantages for employees and organizations, this perfectionism is oftentimes societally and organizationally demanded, appreciated or rewarded. To date, however, research findings on this topic are inconclusive. Taking new theoretical developments in perfectionism research into account, we propose that the current view that perfectionism is an adaptive pursuit at work is probably distorted. Building on the recently developed Model of Excellencism and Perfectionism and using a daily diary design (N = 127 participants providing n = 1018 days of data), we examined how excellencism and perfectionism relate to employee effort, performance and well-being in daily work. As expected, results of multilevel path modelling showed that daily excellencism relates positively to both effort intensity and persistence and, via effort, to in-role performance. Unexpectedly, effort and, thus, excellencism, were unrelated to fatigue. Daily perfectionism did not show unique relationships over and above the respective relationships of daily excellencism. Accordingly, contrasted with excellencism, perfectionism seems to be an unneeded pursuit at work. As we discuss, the findings of our study are of both theoretical and practical criticality.

This study investigates how employees engage in two distinct job crafting strategies by either leveraging their existing strengths (job crafting towards strengths, JC-strengths) or pursuing personal development (job crafting towards development, JC-development) through the lens of exploitation and exploration. We propose that JC-strengths, as an exploitative strategy, enhances task performance, whereas JC-development, as an explorative strategy, boosts creative performance. We further propose that job autonomy enables both JC-strengths and JC-development by affording discretion in how work is shaped, while a strong performance-pay link serves as a directional signal by reinforcing exploitation-oriented crafting (JC-strengths) and discouraging exploration-oriented crafting (JC-development) in the presence of job autonomy. Conducting a 10-day daily survey among 115 employees, our findings confirmed the hypothesized distinct effects of JC-strengths and JC-development on task and creative performance on a daily basis, respectively. Moreover, daily job autonomy was found to be significantly related to daily JC-strengths, especially when coupled with a high performance-pay link. However, the expected effect of daily job autonomy on daily JC-development and the cross-level moderating effect of performance-pay link on this relationship were not significant.

Despite the substantial progress reported in the job-crafting literature, knowledge about how proactive leaders encourage daily job-crafting behaviours in their followers remains limited. This study explores how proactive leaders foster daily job-crafting behaviours among their followers. Grounded in role modelling theory, we propose a multilevel dual-process model that connects leaders' proactive personalities with followers' daily job crafting through two mechanisms: leaders' own job crafting (informative function) and their empowering behaviours (inspirational function). We further hypothesize that proactive leaders employ more empowering strategies when interacting with proactive followers. To validate these hypotheses, we collected daily diary data from 96 leader-follower dyads over 10 consecutive workdays. The results show that proactive leaders not only engage in job crafting themselves but also exhibit empowering behaviours towards proactive followers, enhancing followers' job-crafting activities. This indicates that the confluence of proactive traits in both leaders and followers amplifies a leadership style that emphasizes empowerment, granting followers greater autonomy in their job-crafting endeavours.

Despite a growing body of literature around menopause at work, our understanding of how menopause symptoms may impact employees over time is limited. Using a longitudinal sample of 679 cis-women, we predicted that the changes in the severity of psychological and physical menopause symptoms would lead to changes in burnout and perceived job performance over a period of 6 months. Drawing from resource theories, we further explored whether the usefulness of flexible work may moderate these relationships. Our findings showed that women who experienced greater intensification of menopause symptoms experienced an increase in burnout, and women whose symptoms became less intense experienced a decrease in burnout. We also found that those who found flexible work more useful experienced a positive change in their perceived job performance, despite suffering from the intensified physical symptoms. Those who perceived such flexible work to be less useful, however, did not exhibit a significant change in their performance over time. In-depth qualitative findings on a sub-sample of 53 women provided nuanced explanations for these results, including exposing a double-edged sword of working flexibly to manage menopause symptoms and potentially detrimental unintended consequences of flexible work during menopause transition.

Leader word-action misalignment has important implications for employees' attitudes and behaviour, but we do not know how it affects leaders themselves. Adopting an actor-centric perspective and integrating insights from research on moral emotions to further develop behavioural integrity theory, we investigate how leaders respond to their own word-action misalignment and how locus of control moderates the relationship between leader word-action misalignment and leader shame, to affect leader avoidance behaviour and task performance. We test the hypothesized relationships in three studies conducted using both experimental and time-separated designs. Across the studies we found that leader word-action misalignment was positively related to leader shame and that locus of control moderated the relationship such that the relationship between leader word-action misalignment and leader shame was stronger for leaders with lower internal locus of control. We also found support for the hypothesized conditional indirect effect of word-action misalignment on leader avoidance and task performance: word-action misalignment was associated with more leader avoidance behaviour and lower leader performance, mediated by leader shame, and more strongly so for leaders with lower internal locus of control. We discuss theoretical and managerial implications of taking an actor-centric perspective in the study of leader word-action misalignment.

Despite increasing interest in the topic, research on managerial responses to voice is underdeveloped. In this article, we differentiate voice implementation from voice appreciation to add much-needed nuance to our understanding of how voice targets respond to voice behaviour. We define voice implementation as the extent to which a voice target undertakes voluntary effort with the goal of enacting a suggestion from a voicer, including attempting to put a suggestion into action and/or advocating for the idea to those with the power to enact the suggestion. A 5-item scale based on this definition demonstrated strong content validity, construct validity, and criterion-related validity, including significantly improving prediction of the likelihood of future voice behaviour beyond voice appreciation and endorsement. This measure of voice implementation allows for greater precision in understanding how voice targets respond to employee voice and what behaviours may encourage increased voice behaviour.