Nate Zettna, Helena Nguyen, Simon Lloyd D. Restubog, Pauline Schilpzand, Anya Johnson
Team performance can be eroded or undermined when team members intentionally withhold information, such as suggestions for improvements, or concerns about issues that matter for the team. Yet, we know very little about whether silence in teams (team silence) in fact reduces team performance, and if it does, how team silence might be ameliorated. Grounded in social information processing (SIP) theory, we hypothesize and investigate the role of leaders as a potent social informational source to reduce team silence and in turn, enhance team performance. We further posit the role of team commitment to the organization as an important amplifier of humble leadership in reducing team silence. Across a programmatic series of five empirical studies involving experimental, multisource, and multiwave field data, we found support for the negative relationship between leader humility and team silence. Team silence also mediated the relationship between leader humility and team performance in a variety of work contexts. Findings supported that the benefits of leader humility were amplified in teams with higher levels of organizational commitment. Overall, this paper contributes new theoretical and practical insights by identifying leader humility as a preventative antecedent to team silence, with team commitment to the organization as an important qualifier of the impact of humble leadership on teams.
{"title":"How teams can overcome silence: The roles of humble leadership and team commitment","authors":"Nate Zettna, Helena Nguyen, Simon Lloyd D. Restubog, Pauline Schilpzand, Anya Johnson","doi":"10.1111/peps.12660","DOIUrl":"https://doi.org/10.1111/peps.12660","url":null,"abstract":"Team performance can be eroded or undermined when team members intentionally withhold information, such as suggestions for improvements, or concerns about issues that matter for the team. Yet, we know very little about whether silence in teams (<jats:italic>team silence)</jats:italic> in fact reduces team performance, and if it does, how team silence might be ameliorated. Grounded in social information processing (SIP) theory, we hypothesize and investigate the role of leaders as a potent social informational source to reduce team silence and in turn, enhance team performance. We further posit the role of team commitment to the organization as an important amplifier of humble leadership in reducing team silence. Across a programmatic series of five empirical studies involving experimental, multisource, and multiwave field data, we found support for the negative relationship between leader humility and team silence. Team silence also mediated the relationship between leader humility and team performance in a variety of work contexts. Findings supported that the benefits of leader humility were amplified in teams with higher levels of organizational commitment. Overall, this paper contributes new theoretical and practical insights by identifying leader humility as a preventative antecedent to team silence, with team commitment to the organization as an important qualifier of the impact of humble leadership on teams.","PeriodicalId":48408,"journal":{"name":"Personnel Psychology","volume":"17 1","pages":""},"PeriodicalIF":5.5,"publicationDate":"2024-06-26","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141508469","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"心理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Delivering data analytics: A step‐by‐step guide to driving adoption of business intelligence from planning to launchLondon, UK: Kogan Page2022","authors":"Steven Toaddy","doi":"10.1111/peps.12659","DOIUrl":"https://doi.org/10.1111/peps.12659","url":null,"abstract":"","PeriodicalId":48408,"journal":{"name":"Personnel Psychology","volume":"57 1","pages":""},"PeriodicalIF":5.5,"publicationDate":"2024-05-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141153420","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"心理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
The link between work injuries and mental health challenges significantly impacts individuals, organizations, and society. However, an integrated understanding of their relationship is lacking due to fragmented research across various disciplines. Drawing from uncertainty in illness theory, our comprehensive meta‐analysis (147 samples, N = 1,457,562) clarifies the bidirectional relationship between work injuries and mental health challenges. We estimate the average strength of the association, compare temporal ordering (work injuries preceding mental health challenges, and vice versa), explore underlying mechanisms, and identify potential moderating factors. Results from a random‐effects model reveal a moderate association between work injuries and mental health challenges (k = 147, ρ = .21, 95% CI = .19, .24, 95% CR = −.11, .50). Notably, the relationship is stronger when work injuries precede mental health challenges (k = 40, ρ = .23, 95% CI = .18, .29, 95% CR = −.10, .52) compared to the reverse (k = 18, ρ = .11, 95% CI = .03, .19, 95% CR = −.23, .42). Negative cognitions and perceived job demand underlie the bidirectional relationships between work injuries and mental health challenges. These findings highlight the interconnected nature of work injuries and mental health challenges, illustrating the need for comprehensive rehabilitation approaches that integrate physical and psychological care, and paving the way for future research and interventions.
{"title":"Work injuries and mental health challenges: A meta‐analysis of the bidirectional relationship","authors":"Steve Granger, Nick Turner","doi":"10.1111/peps.12649","DOIUrl":"https://doi.org/10.1111/peps.12649","url":null,"abstract":"The link between work injuries and mental health challenges significantly impacts individuals, organizations, and society. However, an integrated understanding of their relationship is lacking due to fragmented research across various disciplines. Drawing from uncertainty in illness theory, our comprehensive meta‐analysis (147 samples, <jats:italic>N</jats:italic> = 1,457,562) clarifies the bidirectional relationship between work injuries and mental health challenges. We estimate the average strength of the association, compare temporal ordering (work injuries preceding mental health challenges, and vice versa), explore underlying mechanisms, and identify potential moderating factors. Results from a random‐effects model reveal a moderate association between work injuries and mental health challenges (<jats:italic>k</jats:italic> = 147, <jats:italic>ρ</jats:italic> = .21, 95% CI = .19, .24, 95% CR = −.11, .50). Notably, the relationship is stronger when work injuries precede mental health challenges (<jats:italic>k</jats:italic> = 40, <jats:italic>ρ</jats:italic> = .23, 95% CI = .18, .29, 95% CR = −.10, .52) compared to the reverse (<jats:italic>k</jats:italic> = 18, <jats:italic>ρ</jats:italic> = .11, 95% CI = .03, .19, 95% CR = −.23, .42). Negative cognitions and perceived job demand underlie the bidirectional relationships between work injuries and mental health challenges. These findings highlight the interconnected nature of work injuries and mental health challenges, illustrating the need for comprehensive rehabilitation approaches that integrate physical and psychological care, and paving the way for future research and interventions.","PeriodicalId":48408,"journal":{"name":"Personnel Psychology","volume":"337 1","pages":""},"PeriodicalIF":5.5,"publicationDate":"2024-05-07","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140941332","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"心理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Teodora K. Tomova Shakur, Michael S. North, Yair Berson, Shaul Oreg
Managers' leadership style has a substantial impact on employee and organizational outcomes. In the present study, we consider the role of leaders’ chronological age in predicting followers’ perceptions of their leadership style. Whereas ample research uncovers relationships between individuals’ age and how these individuals are perceived by others, little is known about how leaders’ chronological age impacts others’ perceptions of their style. Even less is known about how such relationships vary across cultures and industries. We conducted a meta‐analysis (164 unique studies; N = 397,456 observations) to explore these relationships, using the Full‐Range leadership model. We found that leader age was negatively related to perceptions of transformational and transactional leadership, and positively related to perceptions of passive leadership. Further, some of these effects varied on several cultural dimensions: The negative relationship between leader age and transformational leadership was weaker in collectivistic cultures, while the negative relationship with transactional leadership was stronger in high power distance cultures. Industry type also mattered: the relationship between leader age and both transformational and contingent reward leadership styles was amplified in the public sector. Lastly, perceptions of older leaders were more negative when ratings were provided by followers rather than the leaders themselves. Our findings offer both theoretical and practical implications for leading in an increasingly age‐diverse workforce, such as better informing the workforce of present age stereotypes and their imminent effect on organizations.
{"title":"The age of leadership: Meta‐analytic findings on the relationship between leader age and perceived leadership style and the moderating role of culture and industry type","authors":"Teodora K. Tomova Shakur, Michael S. North, Yair Berson, Shaul Oreg","doi":"10.1111/peps.12644","DOIUrl":"https://doi.org/10.1111/peps.12644","url":null,"abstract":"Managers' leadership style has a substantial impact on employee and organizational outcomes. In the present study, we consider the role of leaders’ chronological age in predicting followers’ perceptions of their leadership style. Whereas ample research uncovers relationships between individuals’ age and how these individuals are perceived by others, little is known about how leaders’ chronological age impacts others’ perceptions of their style. Even less is known about how such relationships vary across cultures and industries. We conducted a meta‐analysis (164 unique studies; <jats:italic>N</jats:italic> = 397,456 observations) to explore these relationships, using the Full‐Range leadership model. We found that leader age was negatively related to perceptions of transformational and transactional leadership, and positively related to perceptions of passive leadership. Further, some of these effects varied on several cultural dimensions: The negative relationship between leader age and transformational leadership was weaker in collectivistic cultures, while the negative relationship with transactional leadership was stronger in high power distance cultures. Industry type also mattered: the relationship between leader age and both transformational and contingent reward leadership styles was amplified in the public sector. Lastly, perceptions of older leaders were more negative when ratings were provided by followers rather than the leaders themselves. Our findings offer both theoretical and practical implications for leading in an increasingly age‐diverse workforce, such as better informing the workforce of present age stereotypes and their imminent effect on organizations.","PeriodicalId":48408,"journal":{"name":"Personnel Psychology","volume":"45 1","pages":""},"PeriodicalIF":5.5,"publicationDate":"2024-05-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140828105","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"心理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Searching for Trust in the Global Economy by Jeanne M.Brett and Tyree D.Mitchell. Toronto, Canada: University of Toronto Press. 2022. 192 pages, $32.95 hardback","authors":"Satoris S. Howes","doi":"10.1111/peps.12647","DOIUrl":"https://doi.org/10.1111/peps.12647","url":null,"abstract":"","PeriodicalId":48408,"journal":{"name":"Personnel Psychology","volume":"32 1","pages":""},"PeriodicalIF":5.5,"publicationDate":"2024-03-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140298860","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"心理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"The coaching shift: How a coaching mindset and skills can change you, your interactions, and the world around you by Shonna D.Waters and Brodie GregoryRiordan","authors":"Rik Nemanick","doi":"10.1111/peps.12646","DOIUrl":"https://doi.org/10.1111/peps.12646","url":null,"abstract":"","PeriodicalId":48408,"journal":{"name":"Personnel Psychology","volume":"29 1","pages":""},"PeriodicalIF":5.5,"publicationDate":"2024-03-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140205601","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"心理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Jessica B. Rodell, Braydon C. Shanklin, Emma L. Frank
Feeling stressed is an unfortunately common experience among employees—and one with significant consequences for personal and professional well-being. Yet, in addition to trying to manage high stress levels, some employees are actively bragging about it to others at work. Given the general negativity of stress, however, the idea of bragging about stress and its relational implications are unclear. To investigate this phenomenon, we introduce the concept of stress bragging and draw on person-perception theorizing to examine its potential workplace consequences for both braggarts and their coworkers. In a combination of a lab experiment (Study 1) and a multi-source field study (Study 2), we show that stress bragging has resoundingly negative implications for braggarts as they are evaluated as less competent and less warm by coworkers, reducing their receipt of citizenship behaviors. Additionally, in Study 2, we find that coworkers of stress braggarts also suffer by experiencing higher levels of burnout due to enhanced stress crossover effects. This research on stress bragging integrates and extends the literatures on stress and self-promotion, while also providing insight into the relational ramifications of this unconventional behavior.
{"title":"“I'm so stressed!”: The relational consequences of stress bragging","authors":"Jessica B. Rodell, Braydon C. Shanklin, Emma L. Frank","doi":"10.1111/peps.12645","DOIUrl":"https://doi.org/10.1111/peps.12645","url":null,"abstract":"Feeling stressed is an unfortunately common experience among employees—and one with significant consequences for personal and professional well-being. Yet, in addition to trying to manage high stress levels, some employees are actively bragging about it to others at work. Given the general negativity of stress, however, the idea of bragging about stress and its relational implications are unclear. To investigate this phenomenon, we introduce the concept of <i>stress bragging</i> and draw on person-perception theorizing to examine its potential workplace consequences for both braggarts and their coworkers. In a combination of a lab experiment (Study 1) and a multi-source field study (Study 2), we show that stress bragging has resoundingly negative implications for braggarts as they are evaluated as less competent and less warm by coworkers, reducing their receipt of citizenship behaviors. Additionally, in Study 2, we find that coworkers of stress braggarts also suffer by experiencing higher levels of burnout due to enhanced stress crossover effects. This research on stress bragging integrates and extends the literatures on stress and self-promotion, while also providing insight into the relational ramifications of this unconventional behavior.","PeriodicalId":48408,"journal":{"name":"Personnel Psychology","volume":"401 1","pages":""},"PeriodicalIF":5.5,"publicationDate":"2024-03-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140046795","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"心理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Currently, in the organizational research community, artificial intelligence (AI), machine learning (ML), and big data techniques are being vigorously explored as a set of modern‐day approaches contributing to a multidisciplinary science of people at work. This paper discusses more specifically how these sophisticated technologies, methods, and data might together advance the science of people at work through various routes, including improving theory and knowledge, construct measurements, and predicting real‐world outcomes. Inspired by the four articles in the current special issue highlighting several of these aspects in essential ways, we also share other possibilities for future organizational research. In addition, we indicate many key practical, ethical, and institutional challenges with research involving AI/ML and big data (i.e., data accessibility, methodological skill gaps, data transparency, privacy, reproducibility, generalizability, and interpretability). Taken together, the opportunities and challenges that lie ahead in the areas of AI and ML promise to reshape organizational research and practice in many exciting and impactful ways.
目前，在组织研究界，人工智能（AI）、机器学习（ML）和大数据技术正作为一套现代方法被积极探索，以促进关于工作中的人的多学科科学。本文将更具体地讨论这些先进的技术、方法和数据如何通过各种途径，包括改进理论和知识、构建测量和预测现实世界的结果，共同推进工作中的人这一科学。本期特刊中的四篇文章从本质上强调了上述几个方面，受此启发，我们也分享了未来组织研究的其他可能性。此外，我们还指出了涉及人工智能/移动语言和大数据的研究在实践、伦理和制度方面所面临的许多关键挑战（即数据可获取性、方法论技能差距、数据透明度、隐私、可重现性、可推广性和可解释性）。总之，人工智能和 ML 领域未来的机遇和挑战有望以多种令人兴奋、影响深远的方式重塑组织研究和实践。
{"title":"Artificial intelligence, machine learning, and big data: Improvements to the science of people at work and applications to practice","authors":"Sang Eun Woo, Louis Tay, Frederick Oswald","doi":"10.1111/peps.12643","DOIUrl":"https://doi.org/10.1111/peps.12643","url":null,"abstract":"Currently, in the organizational research community, artificial intelligence (AI), machine learning (ML), and big data techniques are being vigorously explored as a set of modern‐day approaches contributing to a multidisciplinary science of people at work. This paper discusses more specifically how these sophisticated technologies, methods, and data might together advance the science of people at work through various routes, including improving theory and knowledge, construct measurements, and predicting real‐world outcomes. Inspired by the four articles in the current special issue highlighting several of these aspects in essential ways, we also share other possibilities for future organizational research. In addition, we indicate many key practical, ethical, and institutional challenges with research involving AI/ML and big data (i.e., data accessibility, methodological skill gaps, data transparency, privacy, reproducibility, generalizability, and interpretability). Taken together, the opportunities and challenges that lie ahead in the areas of AI and ML promise to reshape organizational research and practice in many exciting and impactful ways.","PeriodicalId":48408,"journal":{"name":"Personnel Psychology","volume":"65 1","pages":""},"PeriodicalIF":5.5,"publicationDate":"2024-03-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140036015","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"心理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Ravi S. Gajendran, Ajay R. Ponnapalli, Chen Wang, Anoop A. Javalagi
As the COVID‐19 pandemic wanes, many organizations are asking employees to return to the office concerned that more extensive remote work could hurt employee morale and productivity. Employees, however, prefer to work remotely because of the flexibility it provides. In light of such competing perspectives, we conducted a meta‐analysis examining remote work intensity's (RWI) effects on employee outcomes. RWI refers to the extensiveness of remote work ranging from one or two days a week to full‐time remote work. We propose a dual pathway model linking RWI to employee outcomes arguing that it has indirect but opposing effects on the same outcomes via two mediators—perceived autonomy and isolation. Findings from a meta‐analysis of RWI's effects based on 108 studies (k = 110, N = 45,288) support the dual pathway model. Allaying organizational concerns about remote work, RWI had overall small but beneficial effects on multiple consequential employee outcomes including job satisfaction, organizational commitment, perceived organizational support, supervisor‐rated performance, and turnover intentions. We also conducted a meta‐analysis of the effects of remote work use (RWU), a binary construct taking on two values—remote workers (users) versus office‐based workers (non‐users of remote work). Findings from the RWU meta‐analysis based on 62 studies (k = 63, N = 41,904) suggest that remote workers generally have better outcomes than their office‐based colleagues. Altogether, findings suggest that remote work offers modest upsides with limited downsides—even for those who spend more time working away from the office.
{"title":"A dual pathway model of remote work intensity: A meta‐analysis of its simultaneous positive and negative effects","authors":"Ravi S. Gajendran, Ajay R. Ponnapalli, Chen Wang, Anoop A. Javalagi","doi":"10.1111/peps.12641","DOIUrl":"https://doi.org/10.1111/peps.12641","url":null,"abstract":"As the COVID‐19 pandemic wanes, many organizations are asking employees to return to the office concerned that more extensive remote work could hurt employee morale and productivity. Employees, however, prefer to work remotely because of the flexibility it provides. In light of such competing perspectives, we conducted a meta‐analysis examining remote work intensity's (RWI) effects on employee outcomes. RWI refers to the extensiveness of remote work ranging from one or two days a week to full‐time remote work. We propose a dual pathway model linking RWI to employee outcomes arguing that it has indirect but opposing effects on the same outcomes via two mediators—perceived autonomy and isolation. Findings from a meta‐analysis of RWI's effects based on 108 studies (<jats:italic>k</jats:italic> = 110, <jats:italic>N</jats:italic> = 45,288) support the dual pathway model. Allaying organizational concerns about remote work, RWI had overall small but beneficial effects on multiple consequential employee outcomes including job satisfaction, organizational commitment, perceived organizational support, supervisor‐rated performance, and turnover intentions. We also conducted a meta‐analysis of the effects of remote work use (RWU), a binary construct taking on two values—remote workers (users) versus office‐based workers (non‐users of remote work). Findings from the RWU meta‐analysis based on 62 studies (<jats:italic>k</jats:italic> = 63, <jats:italic>N</jats:italic> = 41,904) suggest that remote workers generally have better outcomes than their office‐based colleagues. Altogether, findings suggest that remote work offers modest upsides with limited downsides—even for those who spend more time working away from the office.","PeriodicalId":48408,"journal":{"name":"Personnel Psychology","volume":"227 1","pages":""},"PeriodicalIF":5.5,"publicationDate":"2024-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140025351","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"心理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Sherry (Qiang) Fu, Young Eun Lee, Seoin Yoon, Nikolaos Dimotakis, Joel Koopman, Bennett J. Tepper
Workload is a ubiquitous feature of the workplace and an exemplar occupational stressor. In contrast to other such experiences, workload represents a necessary aspect of employment that cannot be alleviated or removed. It also has both aversive and beneficial aspects; research, therefore, has aimed to examine the circumstances under which its negative effects can be alleviated while still maintaining its potential benefits for individuals and organizations. Such efforts, however, have had mixed success. In this paper, we propose a new way forward by examining the extent to which the concordance of individual expectations about daily workload and actually experienced workload is associated with aversive affective responses (with ultimate impacts of the latter for cross‐day functioning). We test these propositions in two daily studies and find that when experienced workload levels do not align with expectations, individuals experience higher levels of anxiety. Importantly, these effects of unexpected workload are overall stronger in magnitude than the effects of high but expected workload; furthermore, they operate through their impact on individuals’ sense of control. These workload patterns are further indirectly associated with next‐day functioning through sense of control and anxiety. Implications for theory and practice are discussed, together with directions for future research.
{"title":"“I Didn't See That Coming!” A daily investigation of the effects of as‐expected and un‐expected workload levels","authors":"Sherry (Qiang) Fu, Young Eun Lee, Seoin Yoon, Nikolaos Dimotakis, Joel Koopman, Bennett J. Tepper","doi":"10.1111/peps.12640","DOIUrl":"https://doi.org/10.1111/peps.12640","url":null,"abstract":"Workload is a ubiquitous feature of the workplace and an exemplar occupational stressor. In contrast to other such experiences, workload represents a necessary aspect of employment that cannot be alleviated or removed. It also has both aversive and beneficial aspects; research, therefore, has aimed to examine the circumstances under which its negative effects can be alleviated while still maintaining its potential benefits for individuals and organizations. Such efforts, however, have had mixed success. In this paper, we propose a new way forward by examining the extent to which the concordance of individual expectations about daily workload and actually experienced workload is associated with aversive affective responses (with ultimate impacts of the latter for cross‐day functioning). We test these propositions in two daily studies and find that when experienced workload levels do not align with expectations, individuals experience higher levels of anxiety. Importantly, these effects of unexpected workload are overall stronger in magnitude than the effects of high but expected workload; furthermore, they operate through their impact on individuals’ sense of control. These workload patterns are further indirectly associated with next‐day functioning through sense of control and anxiety. Implications for theory and practice are discussed, together with directions for future research.","PeriodicalId":48408,"journal":{"name":"Personnel Psychology","volume":"5 1","pages":""},"PeriodicalIF":5.5,"publicationDate":"2024-02-29","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140025082","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"心理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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