Journal of Occupational and Organizational Psychology最新文献

Although women make up nearly half of the U.S. workforce, gender role stereotypes persist, and gender roles may relate to how men and women manage work–home boundaries. In this study, we explore gender differences in how employee values (tradition, achievement) translate into role identity salience, and in turn, boundary management preferences and behaviour. With data collected in two waves from 200 employees, we examined how the personal values of tradition and achievement relate differently by gender to role identity salience and in turn, boundary management. We found that men who more strongly value tradition have higher levels of work identity salience and both prefer and create an impermeable boundary around work to prevent intrusion from home. Men who valued tradition more also preferred and crafted a permeable home boundary to allow work intrusion. In contrast, women with higher tradition values reported higher home identity salience, which was associated with preferring segmentation in both work-to-home and home-to-work directions, and to behaviorally protecting home from work. Contrary to expectations, achievement values did not relate to a boundary management process via role identity salience for either gender. We discuss implications for a more nuanced, values-driven, and gendered perspective on boundary management.

Leaders' use of directive leadership has been found to increase when they face an unprecedented crisis. However, extant literature has failed to answer how directive leadership functions in this specific situation. Using the return-to-work after COVID-19 lockdown as an example, we drew upon regulatory focus theory and conducted three studies to investigate the temporal effects of directive leadership on followers' regulatory foci and work role performance. In Study 1, we conducted an experience sampling method (ESM) study tracking a sample of 250 employees over 1 week when the COVID-19 was originally reported in China. In Study 2, we conducted another ESM study on 125 employees over 2 weeks when the Omicron variant was surging in China. Both studies showed that the positive effect of daily directive leadership on followers' work promotion focus was strongest on the first day upon returning to work after lockdowns but decreased over time. In contrast, the positive effect of daily directive leadership on followers' work prevention focus increased throughout our sampling periods and became strongest on the last day. Moreover, our results indicate that daily directive leadership interacts with the elapsed time to influence two forms of work role performance – task proactivity and task proficiency – through the mediating roles of promotion focus and prevention focus, respectively. In Study 3, we conducted a vignette experiment employing a within- and between-subject design on a sample of 171 U.S. participants. The results further supported the moderating role of elapsed time after returning to work in the differential effects of directive leadership on followers' two regulatory foci.

Visionary leadership is considered to be one of the most important elements of effective leadership. Among other things, it is related to followers' perceived meaningfulness of their work. However, little is known about whether uncertainty in the workplace affects visionary leadership's effects. Given that uncertainty is rising in many, if not most, workplaces, it is vital to understand whether this development influences the extent to which visionary leadership is associated with followers' perceived meaningfulness. In a two-source, lagged design field study of 258 leader-follower dyads from different settings, we show that uncertainty moderates the relation between visionary leadership and followers' perceived meaningfulness such that this relation is more strongly positive when uncertainty is high, rather than low. Moreover, we show that with increasing uncertainty, visionary leadership is more negatively related to followers' turnover intentions via perceived meaningfulness. This research broadens our understanding of how visionary leadership may be a particularly potent tool in times of increasing uncertainty.

In the era of rapid development in the mobile internet economy, mobile intelligent office equipment has exhibited an unprecedented level of “vitality.” The boundaries between work and family are becoming increasingly blurred, fostering the exchange of resources between employees' work role and family role. Workplace spirituality refers to meaningful work, sense of community, and alignment with the organization that individuals develop in their work, which has been demonstrated to have positive impact on work output. It is a question whether workplace spirituality can be spilled over from employees' work role to their family role to improve the performance of the latter and to realize the win-win results for both roles. Based on work–home resources model and work–family enrichment dual-path model, this research uses multi-country data to examine how workplace spirituality influence work–family enrichment through affective rumination (affective path) and problem-solving pondering (instrumental path). Additionally, work–family segmentation preference is introduced as a moderating variable to identify the boundary conditions between workplace spirituality and work-related rumination. Research findings show that workplace spirituality can positively predict work–family enrichment; affective rumination and problem-solving pondering play a partially mediating role in the correlation between workplace spirituality and work–family enrichment. A strong work–family segmentation preference could diminish the positive impact of workplace spirituality on problem-solving pondering and could also weaken the mediating role of problem-solving pondering between workplace spirituality and work–family enrichment at the same time. This study reveals the strategies to enhance work–family enrichment from a spiritual perspective, thereby promoting a win-win situation for both work and family.

The COVID-19 pandemic has thrust millions of workers into high-intensity telecommuting. While much research has examined the first months of the pandemic, little is known about how workers have responded to this new work arrangement over time. The stressor-reaction perspective suggests that any strain related to the physical separation from coworkers may persist as long as the stressor is present, while the adaptation perspective implies that individuals adopt new behaviours that help them adjust once the initial shock is over. This research examines the changes in work belongingness, meaningful work, and emotional exhaustion following a shift to high-intensity telecommuting, between September 2020 and March 2021. We conducted a four-wave study among an organizational sample of 716 workers who transitioned to high-intensity telecommuting during the pandemic. Latent growth modelling analyses showed that new high-intensity telecommuters experienced declines in work belongingness over time, which in turn led to decreased perceptions that their work was meaningful and increased emotional exhaustion, supporting the stress-reaction perspective. Contrary to theoretical predictions, trajectories were worse for those with a higher initial affective commitment to coworkers. We discuss how our findings can inform scholars and practitioners about the unfolding consequences of a collective shift to high-intensity telecommuting.

Successfully adjusting to retirement, in terms of achieving psychological comfort with one's retirement life, represents a major challenge for older workers. Although current literature emphasizes that it may depend on the availability and fluctuation of specific resources, little is known about which types and how resources allow recent retirees to adjust to retirement. Drawing on the resource-based dynamic model for retirement adjustment and conservation of resources theory, the current study aims to elaborate theory on resources' types, relative importance and combinations in caravans, and the processes through which they shape successful retirement adjustment. In a consensual qualitative research using abductive reasoning with recent retirees aged 66–69, we find four major resource types. We show that their importance varies (from the most important to the least: social interactions, life conditions, time management and individuality) and that they travel in caravans within a resource type. We further propose a model highlighting how these resources shape successful retirement adjustment through resources signal, conservation and acquisition processes. Overall, our findings offer theoretical and empirical contributions to the resource perspective on retirement adjustment and to conservation of resources theory's understanding of resources' categorization, processes and caravans.

We examined how potential job candidates react to a hiring organization that requests diversity, equity and inclusion (DEI) statements, which conservatives in the United States and elsewhere have criticized as being unrelated to job function and inappropriately political or ideological. Across three studies (two of which were pre-registered), we compared reactions to requests for DEI (vs. teamwork or conservative values) statements as a function of race (Black vs. White), political conservatism and symbolic racism (Total N = 1108). When a DEI (vs. teamwork or politically conservative values) statement was requested, participants who were more (vs. less) conservative perceived the organization as less just, expressed less interest in the job, and expected poorer person-organization fit, even when a job-related rationale was provided. Further, participants who were more (vs. less) conservative evaluated a request for a statement consistent with conservative values more favourably. Thus, criticisms that DEI statements are overly political are not applied to other statements that might elicit similar concerns. Moreover, an internal meta-analysis suggested that the relationships of conservatism to justice and interest (but not person-organization fit) in response to requests for DEI (vs. teamwork) statements were not independent of racism. Findings were consistent with social dominance theory; racism may underlie seemingly race-neutral backlash to DEI statements.

Providing flexibility at work is the most pervasive tool for organizations to help employees manage the work–family (WF) interface. Extant research, however, indicates that flexibility does not consistently reduce WF conflict. This paper reports on two studies that contribute to our understanding of how, and for whom, perceived work flexibility improves these outcomes. We extend work on the mechanisms by which flexibility influences outcomes and extend conservation of resources theory using choice overload theory to understand the boundaries of flexibility as a positive resource, specifically, in the form of procrastination. In Study 1, we found that perceived work flexibility was negatively related to subjective work demand for those low on procrastination. In Study 2, we replicate these effects and extend them by finding that effects of flexibility on WF conflict were mediated by its influence on subjective work demand. We discuss the implications of these findings for future research and practice around flexibility in the WF interface.

Organizational dehumanization, a concept that has garnered increasing scholarly attention, still faces two significant limitations within the current literature. First, there is a lack of rigorously validated scales in the field. Second, the effects of organizational dehumanization on the family domain have been largely overlooked. In light of these gaps, we embarked on a comprehensive research project comprising five studies (N_Total = 2635) to address these limitations. Our primary objectives were twofold: (1) to develop and validate a concise five-item scale for measuring organizational dehumanization based on Caesens et al.'s (Eur. J. Work Org. Psychol., 26, 2017, 527-540) 11-item measure (Studies 1, 2 and 3) and (2) to investigate a novel spillover–crossover model of organizational dehumanization (Studies 4 and 5). Our results indicated that our proposed short scale has a good factorial structure and high reliability indices, correlates strongly with the 11-item full scale, is invariant over time and demonstrates evidence for convergent, discriminant and incremental validity. In addition, using data from both employees and their family members, we showed that organizational dehumanization contributes to an increase in work-to-family conflict among employees, as perceived by their family members. This, in turn, heightens relationship tension within their family members, ultimately leading to a decline in their relationship satisfaction. Theoretical and practical implications and avenues for future research are also discussed.