Journal of Organizational Behavior最新文献

Previous research shows that spousal active-destructive responsiveness to their partner's sharing of positive events has a negative impact on outcomes within the family domain. We shift the focus of the literature to the work domain and challenge the conventional wisdom to theorize that spousal active-destructive responsiveness can spill over to enhance employee work-related outcomes under specific conditions. Specifically, we draw on the self-concordance model to hypothesize that spousal active-destructive responsiveness in the evening indirectly increases employee job satisfaction in the following afternoon via work engagement in the following morning for employees with lower rather than higher proactive personality. We used an experience sampling method to collect daily three-wave survey data (N = 1066) from 125 employee–spouse dyads over a consecutive two-week period (10 working days) and found support for our hypotheses. Our study provides insights into the spousal responsiveness literature and has implications for managerial practice.

High unemployment rates among neurodivergent labor market participants, combined with the increasing prevalence of neurodivergent conditions and broader labor market forces, have led to organizational investment in neurodiversity employment programs. In this paper, we reflect on the progress made by neurodiversity employment programs, to address the grand challenge of recruiting and retaining neurodivergent employees. We begin by outlining key constructs related to neurodiversity and a theoretical basis for the adoption and execution of neurodiversity employment programs. We also document the emergence and growth of the varying types of neurodiversity employment programs: pre-hire (internship and hiring), external partner, and post-hire programs. We argue that these programs, which seek to increase the representation of neurodivergent workers, are taking necessary steps toward reducing barriers to employment for, and leveraging the unique strengths of, the neurodivergent workforce.

By integrating theories of social identity, critical mass, and status hierarchies, we propose an S-curve model of the relationship between gender diversity and firm performance. We test our hypotheses using two retail store samples and a third sample of Fortune 500 companies. Across all three samples, we find support for an S-shaped relationship between gender diversity and firm performance where moderate levels of gender diversity serve as a “sweet spot” for a beneficial effect of gender diversity on firm performance. However, we find that this relationship is moderated by gender equality management such that there are no effects of gender diversity on performance when gender equality is poorly managed. Theoretical and practical implications are discussed.

The confluence of economic conditions and emerging evidence of the advantages of a neurodiverse workforce has sparked dozens of high-profile neurodiversity employment programs. Despite some success, the impact of these initiatives pales in comparison to the scope of employment challenges facing neurodivergent job seekers. In this article, we argue that the limited impact of neurodiversity employment initiatives is a function of at least three key challenges: (1) an emphasis on the strengths of neurodivergent employees without a simultaneous focus on substantial organizational change; (2) unrecognized demands placed on neurodivergent employees to navigate their work and careers; and (3) a focus on prototypical forms of neurodiversity without considering intersectional identities and their implications for inclusion and belonging. Acknowledging these limitations, we build on the foundation of these programs and provide suggestions for fostering cultural changes aimed toward improving and broadening the impact of neurodiversity employment programs to create truly neuroinclusive organizations.

In organizational settings, individuals often encounter feedback that conflicts with their self-views. While identity theory traditionally characterizes such non-verifying feedback as threatening, some research suggests these experiences can foster growth. We integrate identity control theory with cognitive appraisal theory to explain these contradictory findings, proposing that non-verifying feedback's impact depends on how it is appraised—as either an identity threat or opportunity. Through a mixed-methods experience sampling study with female leaders in engineering firms, we found that appraisal processes significantly influenced affective outcomes. Identity threats were associated with increased negative emotions and decreased positive emotions, while identity opportunities showed the opposite pattern. For identity threats, core self-evaluations moderated these relationships, buffering against negative evening moods among high-CSE participants. Our qualitative analysis identified seven distinct cues that trigger recognition of non-verifying feedback. These findings enhance our understanding of identity construction processes in organizations, particularly for women navigating role incongruity in male-dominated professions, while offering practical insights for constructive feedback delivery and reception.

This critical systematic review responds to recent calls to untangle the fragmented state of the performance feedback literature. Even though performance feedback has a long history of being researched within the fields of organizational behavior and management, there has been no systematic review of the entire literature on performance feedback for almost three decades. Our review highlights that there are many different labels and contrasting definitions given to “feedback” and a lack of research specifying feedback valence, which limits our understanding and theory building. We further demonstrate that current research indicates that positive feedback consistently enhances performance, whereas negative feedback requires specific moderating variables or a high-quality supervisor–subordinate relationship to be effective. Synthesizing the results, we demonstrate for which factors and theoretical frameworks' robust evidence exists, and we contribute to developing a comprehensive programmatic theory of performance feedback: the performance feedback valence theory.