Daniel M. Ravid, David P. Costanza, Madison R. Romero
Despite substantive criticisms of generations and mounting evidence suggesting that “generational differences” do not exist, generational characterizations remain widely popular among academics and practitioners who use them to explain employee thoughts and behaviors. The current research examined academic literature as a source that may have contributed to perpetuating generational stereotypes. In Study 1, we meta-analyzed the generations literature to examine the extent that findings in this research conveyed a sense that generational differences exist. Results of the meta-analysis revealed few systematic, meaningful differences among generations on a variety of outcomes. To follow up on why the generations literature generally promotes the idea of systematic differences despite the mixed and limited evidence for them, in Study 2, we conducted a qualitative investigation of the meta-analyzed articles, looking for explanations about why research and practice using generations persist despite the lack of evidence. Results of the qualitative analysis showed that researchers often discounted null or equivocal findings and seldom raised questions about the underlying concept of generations. Our findings reinforce that researchers and practitioners should continue to seek better explanations for differences among workers, investigate the origins of generational stereotypes, and work to understand why academics and practitioners continue supporting and propagating this questionable concept.
{"title":"Generational differences at work? A meta-analysis and qualitative investigation","authors":"Daniel M. Ravid, David P. Costanza, Madison R. Romero","doi":"10.1002/job.2827","DOIUrl":"10.1002/job.2827","url":null,"abstract":"<div>\u0000 \u0000 <p>Despite substantive criticisms of generations and mounting evidence suggesting that “generational differences” do not exist, generational characterizations remain widely popular among academics and practitioners who use them to explain employee thoughts and behaviors. The current research examined academic literature as a source that may have contributed to perpetuating generational stereotypes. In Study 1, we meta-analyzed the generations literature to examine the extent that findings in this research conveyed a sense that generational differences exist. Results of the meta-analysis revealed few systematic, meaningful differences among generations on a variety of outcomes. To follow up on why the generations literature generally promotes the idea of systematic differences despite the mixed and limited evidence for them, in Study 2, we conducted a qualitative investigation of the meta-analyzed articles, looking for explanations about why research and practice using generations persist despite the lack of evidence. Results of the qualitative analysis showed that researchers often discounted null or equivocal findings and seldom raised questions about the underlying concept of generations. Our findings reinforce that researchers and practitioners should continue to seek better explanations for differences among workers, investigate the origins of generational stereotypes, and work to understand why academics and practitioners continue supporting and propagating this questionable concept.</p>\u0000 </div>","PeriodicalId":48450,"journal":{"name":"Journal of Organizational Behavior","volume":"46 1","pages":"43-65"},"PeriodicalIF":6.2,"publicationDate":"2024-07-31","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141867026","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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.
{"title":"Does it take two to tango? Combined effects of relational job crafting and job design on energy and performance","authors":"Wiebke Doden, Uta Bindl, Dana Unger","doi":"10.1002/job.2820","DOIUrl":"10.1002/job.2820","url":null,"abstract":"<p>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: <i>N</i><sub>day-level</sub> = 845, <i>N</i><sub>person-level</sub> = 126; Study 2: <i>N</i><sub>day-level</sub> = 793, <i>N</i><sub>person-level</sub> = 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.</p>","PeriodicalId":48450,"journal":{"name":"Journal of Organizational Behavior","volume":"45 8","pages":"1189-1207"},"PeriodicalIF":6.2,"publicationDate":"2024-07-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/job.2820","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141867028","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Paraskevas Petrou, Alexander B. Hamrick, Sascha Abdel Hadi
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.
{"title":"Unraveling the power of leisure crafting for unengaged employees: Implications for creativity and meaning at work","authors":"Paraskevas Petrou, Alexander B. Hamrick, Sascha Abdel Hadi","doi":"10.1002/job.2824","DOIUrl":"10.1002/job.2824","url":null,"abstract":"<p>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.</p>","PeriodicalId":48450,"journal":{"name":"Journal of Organizational Behavior","volume":"45 8","pages":"1170-1188"},"PeriodicalIF":6.2,"publicationDate":"2024-07-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/job.2824","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141772967","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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.
{"title":"A shield against ageism: Self-affirmation mitigates the negative effects of workplace age discrimination on well-being and performance","authors":"Trevor M. Spoelma, Lisa A. Marchiondo","doi":"10.1002/job.2823","DOIUrl":"10.1002/job.2823","url":null,"abstract":"<div>\u0000 \u0000 <p>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 <i>N</i> = 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.</p>\u0000 </div>","PeriodicalId":48450,"journal":{"name":"Journal of Organizational Behavior","volume":"45 8","pages":"1147-1169"},"PeriodicalIF":6.2,"publicationDate":"2024-07-26","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141772966","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Zhipeng Zhang, Guangjian Liu, Jialiang Pei, Shuxia Zhang, Jun Liu
SummaryAlgorithmic evaluations are becoming increasingly common among app‐workers. However, there is limited research on how app‐workers' perceptions of these evaluations (perceived algorithmic evaluation, or PAE) affect service performance. Our study addresses this gap in three ways: first, we introduce a new method to measure PAE among app‐workers. Second, building on flow theory, we explore how app‐workers' flow experience mediates the relationship between PAE and service performance. Third, by integrating the conservation of resources theory and flow theory, we examine how viability challenges might reduce the positive impact of PAE on app‐workers' flow experience. Using both interviews and surveys, our research reveals that PAE positively influences app‐workers' flow experience and, in turn, their service performance. Notably, we find that when workers face more viability challenges, the positive effects of PAE on their flow experience and service performance decrease. Our findings highlight the importance of algorithmic evaluation in shaping app‐workers' work experiences and outcomes in the gig economy and have significant theoretical and practical implications.
{"title":"Perceived algorithmic evaluation and app‐workers' service performance: The roles of flow experience and challenges of gig work","authors":"Zhipeng Zhang, Guangjian Liu, Jialiang Pei, Shuxia Zhang, Jun Liu","doi":"10.1002/job.2816","DOIUrl":"https://doi.org/10.1002/job.2816","url":null,"abstract":"SummaryAlgorithmic evaluations are becoming increasingly common among app‐workers. However, there is limited research on how app‐workers' perceptions of these evaluations (perceived algorithmic evaluation, or PAE) affect service performance. Our study addresses this gap in three ways: first, we introduce a new method to measure PAE among app‐workers. Second, building on flow theory, we explore how app‐workers' flow experience mediates the relationship between PAE and service performance. Third, by integrating the conservation of resources theory and flow theory, we examine how viability challenges might reduce the positive impact of PAE on app‐workers' flow experience. Using both interviews and surveys, our research reveals that PAE positively influences app‐workers' flow experience and, in turn, their service performance. Notably, we find that when workers face more viability challenges, the positive effects of PAE on their flow experience and service performance decrease. Our findings highlight the importance of algorithmic evaluation in shaping app‐workers' work experiences and outcomes in the gig economy and have significant theoretical and practical implications.","PeriodicalId":48450,"journal":{"name":"Journal of Organizational Behavior","volume":"39 1","pages":""},"PeriodicalIF":6.8,"publicationDate":"2024-07-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141744852","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
SummaryPsychological safety is a beneficial social‐psychological state that promotes positive outcomes in the workplace, such as greater information sharing and enhanced organizational learning. Yet, how psychological safety dynamically develops as a process in groups generally and in demographically diverse groups particularly is understudied. Moreover, there is an insufficient understanding of how peer group members—group members who are not the leader—influence the progression and maintenance of psychological safety. We address these theoretical gaps through an inductive, qualitative study of a group‐based play context. Grounded in data collected from 97 participants, including 56 interviews and 70 h of participant observation, we build a theory that illuminates how psychological safety is co‐created through peer group member interactions during group‐based play. We find that the opportunities afforded by group‐based play disrupt exclusionary dynamics among demographically diverse adults and permit them to shift their relational risk motivation from pursuing goals of individualized self‐protection to pursuing goals of relationship promotion with one another. This breaking out of default, protective relational patterns during group play enables diverse group members to have a greater willingness to (1) engage in relational risk‐taking with each other and (2) support each other's relational risk‐taking—a process we refer to as the relational risk promotion cycle. As diverse group members relationally play off of one another during this cycle, they begin to co‐create a climate of psychological safety, in which they experience discrete events of relaxing and energizing into their differences. Our research makes theoretical contributions to the literatures on psychological safety, diversity in groups and play in organizations. Additionally, our findings suggest a critical role for leaders in which they are not solely creating the conditions for group psychological safety but supporting group members in working together to co‐create a climate of psychological safety for themselves.
{"title":"Relaxing into differences and energizing into differences: How group‐based play enables demographically diverse adults to co‐create a climate of psychological safety","authors":"Adaora Ubaka, M. Teresa Cardador, Sandy J. Wayne","doi":"10.1002/job.2821","DOIUrl":"https://doi.org/10.1002/job.2821","url":null,"abstract":"SummaryPsychological safety is a beneficial social‐psychological state that promotes positive outcomes in the workplace, such as greater information sharing and enhanced organizational learning. Yet, how psychological safety dynamically develops as a process in groups generally and in demographically diverse groups particularly is understudied. Moreover, there is an insufficient understanding of how peer group members—group members who are not the leader—influence the progression and maintenance of psychological safety. We address these theoretical gaps through an inductive, qualitative study of a group‐based play context. Grounded in data collected from 97 participants, including 56 interviews and 70 h of participant observation, we build a theory that illuminates how psychological safety is co‐created through peer group member interactions during group‐based play. We find that the opportunities afforded by group‐based play disrupt exclusionary dynamics among demographically diverse adults and permit them to shift their relational risk motivation from pursuing goals of individualized self‐protection to pursuing goals of relationship promotion with one another. This breaking out of default, protective relational patterns during group play enables diverse group members to have a greater willingness to (1) <jats:italic>engage</jats:italic> in relational risk‐taking with each other and (2) <jats:italic>support</jats:italic> each other's relational risk‐taking—a process we refer to as the <jats:italic>relational risk promotion cycle</jats:italic>. As diverse group members relationally play off of one another during this cycle, they begin to co‐create a climate of psychological safety, in which they experience discrete events of relaxing and energizing into their differences. Our research makes theoretical contributions to the literatures on psychological safety, diversity in groups and play in organizations. Additionally, our findings suggest a critical role for leaders in which they are not solely creating the conditions for group psychological safety but supporting group members in working together to co‐create a climate of psychological safety for themselves.","PeriodicalId":48450,"journal":{"name":"Journal of Organizational Behavior","volume":"39 1","pages":""},"PeriodicalIF":6.8,"publicationDate":"2024-07-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141744854","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Alexander B. Hamrick, Sarah Burrows, Jacob A. Waddingham, Craig D. Crossley
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.
{"title":"It's my business! The influence of psychological ownership on entrepreneurial intentions and work performance","authors":"Alexander B. Hamrick, Sarah Burrows, Jacob A. Waddingham, Craig D. Crossley","doi":"10.1002/job.2818","DOIUrl":"10.1002/job.2818","url":null,"abstract":"<p>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.</p>","PeriodicalId":48450,"journal":{"name":"Journal of Organizational Behavior","volume":"45 8","pages":"1208-1230"},"PeriodicalIF":6.2,"publicationDate":"2024-06-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/job.2818","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141509111","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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.
{"title":"Previously endured distress reduces the quality of the compassion extended toward sufferers of workplace distress","authors":"Reut Livne-Tarandach, Hooria Jazaieri, Verónica Caridad Rabelo","doi":"10.1002/job.2799","DOIUrl":"10.1002/job.2799","url":null,"abstract":"<div>\u0000 \u0000 <p>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 <i>different</i> type of distress. These findings advance organizational research on compassion and inform efforts to improve people's capacity to alleviate distress at work.</p>\u0000 </div>","PeriodicalId":48450,"journal":{"name":"Journal of Organizational Behavior","volume":"45 7","pages":"935-959"},"PeriodicalIF":6.2,"publicationDate":"2024-06-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141529863","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Yahua Cai, Weili Zheng, Sebastian C. Schuh, Xiaowan Lin
Although leaders' unethical pro-organizational behavior (UPB) have been identified as one of the key drivers of employees' unethical actions in organizations, our understanding of when and why leader UPB unfolds these adverse effects is still at an early stage. By integrating social cognitive theory with the literature on ethical mindset, the present research sheds light on the cognitive processes and boundary conditions that underpin the effects of leader UPB on followers. We argue that leader UPB may undermine followers' moral efficacy, which in turn translates into heightened follower UPB and general unethical behaviors (UBs). More importantly, we propose that ethical mindset moderates the two stages of the processes, such that followers' outcome-based ethical mindset weakens the effects of leader UPB on follower moral efficacy but strengthens the link between follower moral efficacy and their UPB and UB. The results of two field studies and one experiment provide consistent support for the hypothesized model. Theoretical and practical implications as well as avenues for future research are discussed.
{"title":"Ramifications of leaders' unethical pro-organizational behavior on employees: Dual-stage moderation of ethical mindset","authors":"Yahua Cai, Weili Zheng, Sebastian C. Schuh, Xiaowan Lin","doi":"10.1002/job.2817","DOIUrl":"10.1002/job.2817","url":null,"abstract":"<div>\u0000 \u0000 <p>Although leaders' unethical pro-organizational behavior (UPB) have been identified as one of the key drivers of employees' unethical actions in organizations, our understanding of <i>when</i> and <i>why</i> leader UPB unfolds these adverse effects is still at an early stage. By integrating social cognitive theory with the literature on ethical mindset, the present research sheds light on the cognitive processes and boundary conditions that underpin the effects of leader UPB on followers. We argue that leader UPB may undermine followers' moral efficacy, which in turn translates into heightened follower UPB and general unethical behaviors (UBs). More importantly, we propose that ethical mindset moderates the two stages of the processes, such that followers' outcome-based ethical mindset <i>weakens</i> the effects of leader UPB on follower moral efficacy but <i>strengthens</i> the link between follower moral efficacy and their UPB and UB. The results of two field studies and one experiment provide consistent support for the hypothesized model. Theoretical and practical implications as well as avenues for future research are discussed.</p>\u0000 </div>","PeriodicalId":48450,"journal":{"name":"Journal of Organizational Behavior","volume":"45 8","pages":"1249-1268"},"PeriodicalIF":6.2,"publicationDate":"2024-06-19","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141509113","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Leon Toebben, Anne Casper, Wilken Wehrt, Sabine Sonnentag
This research sheds light on two crucial yet overlooked aspects of work interruptions: the perspective of employees who initiate interruptions and the reasons behind those interruptions. Building on earlier research on interruptions and theories on employee motivation, we identified six key reasons for interruptions that we integrated into a typology. This typology combined three interruption topics (performance, belongingness, and hedonic well-being) and two interruption foci (benefitting the interrupter and benefitting the interruptee; i.e., self-focused and other-focused). We validated this typology using qualitative reports and a scale-development approach, thereby creating the interruption-for-a-reason scale (IFRS). We found that interruptions were typically initiated for good reasons and positively correlated with social exchange constructs. That is, initiating interruptions was linked to requesting social support and to performing prosocial behaviors to coworkers. Altogether, this research contributes to a more comprehensive understanding of interruptions by offering a new perspective on interruptions that addresses the complexities of this phenomenon. Illuminating the interrupters' perspective and the various reasons for interruptions is key to a more balanced examination of the positive and negative aspects of interruptions.
{"title":"Reasons for interruptions at work: Illuminating the perspective of the interrupter","authors":"Leon Toebben, Anne Casper, Wilken Wehrt, Sabine Sonnentag","doi":"10.1002/job.2819","DOIUrl":"10.1002/job.2819","url":null,"abstract":"<p>This research sheds light on two crucial yet overlooked aspects of work interruptions: the perspective of employees who initiate interruptions and the reasons behind those interruptions. Building on earlier research on interruptions and theories on employee motivation, we identified six key reasons for interruptions that we integrated into a typology. This typology combined three interruption topics (performance, belongingness, and hedonic well-being) and two interruption foci (benefitting the interrupter and benefitting the interruptee; i.e., self-focused and other-focused). We validated this typology using qualitative reports and a scale-development approach, thereby creating the interruption-for-a-reason scale (IFRS). We found that interruptions were typically initiated for good reasons and positively correlated with social exchange constructs. That is, initiating interruptions was linked to requesting social support and to performing prosocial behaviors to coworkers. Altogether, this research contributes to a more comprehensive understanding of interruptions by offering a new perspective on interruptions that addresses the complexities of this phenomenon. Illuminating the interrupters' perspective and the various reasons for interruptions is key to a more balanced examination of the positive and negative aspects of interruptions.</p>","PeriodicalId":48450,"journal":{"name":"Journal of Organizational Behavior","volume":"46 1","pages":"24-42"},"PeriodicalIF":6.2,"publicationDate":"2024-06-19","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1002/job.2819","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141509112","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"OA","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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