Despite an extensive body of research on job crafting, our understanding of how bottom-up job crafting behaviors interact with top-down job design in influencing employee effectiveness remains limited. Drawing on conservation of resources theory, we developed and tested a theoretical framework to examine the implications of daily promotion- versus prevention-oriented relational job crafting on employees' energy and subsequent task performance, in the context of relational job design (i.e., task interdependence). To test our theorizing, we conducted two experience-sampling studies over 10 workdays with full-time employees across various organizations (Study 1: Nday-level = 845, Nperson-level = 126; Study 2: Nday-level = 793, Nperson-level = 108). Multilevel path modeling indicated promotion-oriented relational job crafting was positively associated with subsequent task performance by increasing energy levels (Study 2), particularly when task interdependence was low (Study 1). In contrast, prevention-oriented relational job crafting was energy depleting in low-task-interdependent contexts (Study 2) but increased employees' energy in high-task-interdependent contexts (Study 1). Our findings suggest different forms of day-to-day relational job crafting behaviors are relevant for employees' energy and performance, but their effectiveness may depend on the relational job-design context.
Drawing on enrichment theory and the identity-based integrative crafting model, the present paper explores the impact of leisure crafting on creativity and meaning at work using both the compensation and the spillover perspectives. We hypothesized that leisure crafting relates to employee creativity, particularly when employees experience low work engagement; and that leisure crafting predicts meaning at work via employee creativity, particularly for employees with low work engagement. We also expected that cognitive developmental and affective leisure-to-work enrichment acts as the mediator in the link between leisure crafting and creativity. Study 1, a three-wave survey study with 1-week time intervals among 191 employees confirmed that the indirect effect of leisure crafting on meaning at work via creativity is stronger among employees reporting low work engagement. Study 2, a follow-up study of a similar design among 421 employees revealed that leisure crafting leads to creativity via cognitive developmental resources and that leisure crafting leads to creativity via affective resources for employees who report low levels of work engagement. Our findings highlight that leisure crafting possesses the inherent capacity to enhance meaning at work through employee creativity (spillover), especially for those employees who experience a lack of fulfillment at work (compensation). We also refine work-life enrichment theories by uncovering that leisure crafting may enrich work via different pathways for different employees.
Although an increasingly age-diverse workforce offers many potential advantages for organizations, it also presents unique challenges. Namely, bringing together people of different ages produces an environment ripe for age-based discrimination. In this study, we integrate the transactional model of stress with self-affirmation theory to propose the effectiveness of a brief personal values affirmation for shaping the effect of age discrimination on stress appraisals. In turn, we expect this intervention to weaken the indirect effects of age discrimination on somatic complaints, emotional exhaustion, and task performance. We test our model using four multi-wave field experiments among full-time employees (total N = 629). We find robust support for the utility of the intervention for mitigating the effects of age discrimination on outcomes via threat appraisal. Our findings have implications for managing experiences of ageism in organizations and complement existing techniques to reduce the adverse effects of this pernicious form of mistreatment.
Extant scholarship on psychological ownership has primarily focused on the organizational benefits that come from fostering employees' feelings of ownership without having to relinquish ties to actual ownership. It is unclear, however, if feeling like an owner is sufficient to satisfy employees' aspirational ownership intentions. By applying self-verification theory to psychological ownership theory, we investigate how employees' psychological ownership influences their views about being a competent business owner, and the potential double-edged implications for organizations as a result of these self-views. Utilizing two separate studies, we find that psychological ownership is positively associated with entrepreneurial self-efficacy, which, in turn, is positively associated with both entrepreneurial intentions and work performance. Furthermore, results show that employees' past work performance strengthens the positive relationship between psychological ownership and entrepreneurial self-efficacy and the positive indirect relationship between psychological ownership and entrepreneurial intentions through entrepreneurial self-efficacy. We discuss the theoretical and practical implications of fostering psychological ownership with current employees to glean the benefits and negate any potential drawbacks, such as high performers leaving the organization to start their own business.
In difficult times, how can we alleviate employees' distress? Lay beliefs suggest that high-quality compassionate responses come from those who have “been there” before. According to hot–cold empathy gap theory, however, firsthand experience with another's distress may activate distorted memories of past distress, leading people to underestimate the severity and difficulty of another's current distress. Grounded in a relational perspective of compassion, we examine how sufferers experience the quality of actions taken to alleviate their distress (i.e., compassion action quality; CAQ), along with the responders' perceptions of their own responses (i.e., self-efficacy). Across three studies, we find that sufferers experience lower CAQ from responders who have (vs. have not) previously endured a similar distress. We examine three mechanisms that explain the negative effect of previously endured distress on CAQ, based on responders' self-focus, validation of sufferer's distress, and self-efficacy. We also examine the boundary conditions of this effect and find that it is distress specific. Specifically, this effect does not hold when responders who previously endured distress respond to sufferers who are currently enduring a different type of distress. These findings advance organizational research on compassion and inform efforts to improve people's capacity to alleviate distress at work.
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