Please help us test our new pre-print finding feature by giving the pre-print link a rating. A 5 star rating indicates the linked pre-print has the exact same content as the published article.
Please help us test our new pre-print finding feature by giving the pre-print link a rating. A 5 star rating indicates the linked pre-print has the exact same content as the published article.
Please help us test our new pre-print finding feature by giving the pre-print link a rating. A 5 star rating indicates the linked pre-print has the exact same content as the published article.
Please help us test our new pre-print finding feature by giving the pre-print link a rating. A 5 star rating indicates the linked pre-print has the exact same content as the published article.
Abstract: Abstract As employees’ personal lives are increasingly splintered by work demands, the boundary between work and nonwork domains is becoming ever more blurred. Grounded within a self-regulatory approach and the executive control function of inhibitory control, we operationalize and examine nonwork role re-engagement (NWRR)—the extent to which individuals can redirect attentional resources back to nonwork tasks following work-related intrusions. In phases 1 and 2, we develop and refine a psychometrically sound unidimensional measure for NWRR aligned with the self-regulatory processes of self-control and interference control underlying inhibitory control. In phase 3, we confirm the factor structure with a new sample. In phase 4 we validate the measure using the samples from phases 2 and 3 to provide evidence of criterion-related, convergent, and discriminant validity. NWRR was related to important well-being and work-related outcomes above and beyond existing self-regulatory and boundary management constructs. We offer theoretical and practical implications and an agenda to guide future research, as attentional agility becomes increasingly relevant in a home life replete with interruptions from work. PubDate: 2022-06-01
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Abstract: Abstract Despite the legalization of same-sex marriage in the United States (U.S.) and an increasing number of out gay and lesbian business leaders, we have little knowledge of the role played by leaders’ same-sex sexual orientation in the leadership process. To fill this important research void, we drew from a recent theoretical model on leaders’ sexual orientation and conducted four experimental studies designed to test and retest whether leaders’ same-sex sexual orientation affects followers’ leadership perceptions and conformity to influence attempts, and how the intersectionality of leaders’ same-sex sexual orientation with leaders’ gender orientation and follower characteristics may modify the influences of leaders’ same-sex sexual orientation on the follower outcomes. Based on over 2,100 working adults in the U.S., the results of the four studies, where leaders were depicted as charismatic, indicate that leaders’ same-sex sexual orientation could have negative impacts on the follower outcomes. However, same-sex sexual orientation leaders did not suffer double stigma penalization by having additional marginalized identities (e.g., also being women). Female followers were more supportive of same-sex sexual orientation leaders than male followers. Our research advances knowledge of and responds to calls for more research attention to leader sexual orientation in the leadership process. Research and practical implications and directions for future research are discussed. PubDate: 2022-06-01
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Abstract: Abstract Cognitive failures are errors in routine action regulation that increase with higher mental demands. In particular, in occupations where guidance such as teaching or supervision is essential, cognitive failures harm one’s performance and also negatively impact knowledge transfer. The aim of this study is to investigate yesterday’s work–home conflict (WHC) and objectively assessed sleep-onset latency as antecedents of a next-day increase in cognitive failures. Fifty-three teachers were assessed during a working week, in the morning, after work, and in the evening on each working day, as well as on Saturday morning. Sleep-onset latency was assessed with ambulatory actimetry. The multi-level analyses showed both WHC and sleep-onset latency predict cognitive failures the next working day (controlling for cognitive failures from the previous day, sleep quantity, and leisure time rumination until falling asleep). However, there was no association between yesterday’s WHCs and the nightly sleep-onset latency. Thus, nightly sleep-onset latency did not mediate the effects of yesterday’s WHCs on today’s cognitive failures. Our results highlight the importance of sleep and a good work–life balance for daily cognitive functioning. In order to promote the cognitive functioning of employees as well as occupational safety, good working conditions and recovery should both be considered. PubDate: 2022-06-01
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Abstract: Abstract Organizations rarely invest in contingent employees, at least relative to the human resources efforts commonly afforded to permanent workers — but should they' Traditional social exchange theory suggests that motivation and loyalty should be difficult to cultivate in short-term, fixed-term relationships like contingent employment. However, a novel social exchange model (i.e., the anchoring model) suggests that socioemotional exchange relationships can develop quickly in response to highly salient “anchoring events.” We position employee onboarding as a positive anchoring event that can quickly and durably drive contingent workers’ socioemotional exchange in the form of work engagement, self-reported task performance, and intent to return to the employing organization. Specifically, we develop and test a temporally grounded process model based on the three proposed stages of the anchoring model. Our model was supported across two studies, an initial cross-sectional evaluation of the basic model within a heterogenous sample of contingent workers (n = 121), followed by a three-wave evaluation of the more detailed process model among an organizational sample of seasonal workers (n = 378). Findings provide evidence that the anchoring model, including the expanded framework developed here, explains contingent workers’ attitudinal and behavioral responses to human resources initiatives in a way that traditional organizational theories have not fully achieved. Finally, recommendations for effectively managing contingent workers, through onboarding as well as through other efforts such as training and development, are also discussed. PubDate: 2022-06-01
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Abstract: Abstract Guanxi is important for career and organizational success in Chinese societies. Although guanxi has received a lot of research attention, most studies explore business outcomes rather than guanxi itself, meaning that many guanxi measures are ad hoc or assess static guanxi ties instead of guanxi quality, which is inherently dynamic. We analyzed existing measures and conceptual models of workplace guanxi to provide a foundation for developing the 15-item guanxi quality scale (GQS) as an effective and accurate way to operationalize evaluation of guanxi quality in the workplace. We demonstrated that guanxi quality is best represented with three dimensions: reciprocal favor (renqing), affection (ganqing), and trust (xinren), and that reciprocal favor encompasses face (mianzi). We also demonstrated the incremental validity of the GQS over two measures of guanxi quality with respect to 3 outcome variables: commitment, trust in the partner’s organization, and satisfaction. We discuss application of the GQS in the context of boundary spanner relations, which have been highlighted in the literature due to their potential for corruption. By grounding our measure squarely in past research and resolving conflicting conceptualizations in the literature, we expect that the GQS can provide a unified starting point for future investigation of workplace guanxi. PubDate: 2022-06-01
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Abstract: Abstract Drawing on the notion that felt obligation is an important motivation variable that drives employees’ behavior, this study examines how leaders can evoke felt obligation in followers and to what extent such obligation can subsequently promote follower voice behavior. Using data from 384 Chinese employees and their 130 managers, we find that followers’ felt obligation to the leader (FOTL) serves as a mediator in the relationship between transformational leadership and employee voice behavior and that the mediation effect of FOTL is moderated by followers’ power distance orientation (PDO), such that the mediation effect is significant only for employees with low PDO. The theoretical and practical implications of these findings are discussed. PubDate: 2022-06-01
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Abstract: Abstract Drawing upon the citizenship motives framework and voice research, this study theorizes that both organizational concern (OC) and impression management (IM) motives are key predictors of employee promotive and prohibitive voice. This study further explores the moderating effect of perceived voice level in the work context on the relationships between motives and voice. The results of 140 pairings of supervisor-subordinate dyads indicate that both OC and IM motives are determinants of promotive and prohibitive voice. Moreover, perceived voice level in the work context plays distinct roles in moderating the main effects of motives on voice. Specifically, perceived voice level in the work context mitigates the influence of OC motives on promotive and prohibitive voice, whereas it strengthens the impact of IM motives on promotive and prohibitive voice. This study provides implications for both theory and practice. Limitations and future directions are also discussed. PubDate: 2022-06-01
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Abstract: Abstract Pregnancy represents a critical time during which women are increasingly susceptible to challenges that can shape maternal health postpartum. Given the increasing number of women who are working through the duration of their pregnancies, in this study, we examine the extent to which both maternal psychological and physical health are influenced by social support received at work during pregnancy. Specifically, we examine 118 pregnant employees’ perceptions of coworker support, supervisor support, and stress over the course of 15 working days. We then link prenatal stress levels with postpartum maternal health outcomes following women’s return to work. At the within-person level, coworker support predicted next-day decreases in stress during pregnancy; however, stress did not predict next-day change in coworker support. There was no relationship between supervisor support and next-day change in stress during pregnancy or vice versa. At the between-person level, an interactive effect between coworker support and supervisor support emerged in predicting prenatal stress, such that women who benefitted from supportive coworkers and supportive supervisors during pregnancy reported the lowest levels of prenatal stress which were, in turn, associated with lower incidence of postpartum depression and quicker recovery times from birth-related injuries. Significant indirect effects suggested that when perceptions of supervisor support were higher (but not lower), coworker support during pregnancy predicted lower incidence of postpartum depression and quicker recovery times through reduced prenatal stress. Taken together, our findings provide novel insight into how specific aspects of the workplace environment may interact to shape maternal psychological and physical health during pregnancy and postpartum. PubDate: 2022-06-01
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Abstract: Abstract Integrating the stereotype content model, attribution theory, and social exchange theory, we examined the perceptions underlying bias towards overweight supervisors and the effect of supervisor weight on the workplace behaviors of subordinates. Study 1 (N = 204) confirmed that supervisors are subject to weight bias, such that supervisor weight is negatively related to subordinates’ perceptions of supervisor competence. In turn, Study 2 (N = 829) and Study 3 (N = 226) demonstrated that supervisor weight indirectly influences subordinates’ perceptions of the subordinate-supervisor relationship (leader-member exchange) and important reciprocal workplace behaviors (organizational citizenship behaviors). Furthermore, in predicting perceptions of competence, we found no interaction between supervisor weight and supervisor status, subordinate weight, or supervisor gender. We also found that supervisor weight does not influence perceptions of supervisor warmth and that the relationship between supervisor weight and perceptions of supervisor competence is linear. PubDate: 2022-06-01
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Abstract: Abstract Authenticity at work (AAW) is an important work-related state. Little is known about how other work-related resources can promote AAW and the link between AAW and organizational self-actualization (OSA). In three studies, we drew on conservation of resource theory to determine whether AAW serves as a mediator between three distinct work-related resources (i.e., social support at work, job autonomy, authentic leadership) and OSA. Studies 1 and 2 used a cross-sectional design (Ns = 209; 597), and study 3 used a two-wave longitudinal design (N = 143) to evaluate data from employees. While studies 1 and 2 supported a positive, indirect relation between job autonomy, social support at work, and OSA via AAW, study 3 and additional post hoc findings challenged these results. Alternatively, a reciprocal, cross-lagged effect of OSA on AAW is plausible. Lagged effects from work-related resources to AAW or OSA were not supported in study 3. Authentic leadership (AL) was not related to OSA via AAW. Instead, post hoc analysis suggested two serially mediated links between AL and OSA. All three studies confirmed the proposed factor structures of AAW and OSA. The findings extend both our knowledge regarding the concepts of AAW and OSA and the promotion of AAW and its relation to OSA. We discuss the dynamics of work-related resources, AAW, and OSA and conclude with implications for future research, organizations, leaders, and employees. PubDate: 2022-05-18
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Abstract: Abstract While mindfulness has garnered increasing attention in organizations, few studies have operationalized workplace mindfulness and developed a valid measurement of this construct. Given this limitation, it is difficult to obtain a comprehensive understanding of workplace mindfulness or to promote theoretical and empirical research investigating this construct. To address this issue, the current research aims to examine the conceptualization of workplace mindfulness and seeks to develop a psychometrically sound scale assessing this construct. Based on the mindfulness literature, we propose a multidimensional model of workplace mindfulness consisting of three dimensions: awareness, attention, and acceptance. Across seven phases with six independent samples, and using both qualitative and quantitative approaches, our results provide support for the proposed multidimensional structure and reveal sound reliability and validity of the developed scale. This new instrument will be a valuable tool for both researchers and practitioners to assess employees’ mindfulness in working situations. PubDate: 2022-05-02
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Abstract: The application of single-item measures has the potential to help applied researchers address conceptual, methodological, and empirical challenges. Based on a large-scale evidence-based approach, we empirically examined the degree to which various constructs in the organizational sciences can be reliably and validly assessed with a single item. In study 4, across 91 selected constructs, 71.4% of the single-item measures demonstrated strong if not very strong definitional correspondence (as a measure of content validity). In study 9, based on a heterogeneous sample of working adults, we demonstrate that the majority of single-item measures examined demonstrated little to no comprehension or usability concerns. Study 15 provides evidence for the reliability of the proposed single-item measures based on test–retest reliabilities across the three temporal conditions (1 day, 2 weeks, 1 month). In study 18, we examined issues of construct and criterion validity using a multi-trait, multi-method approach. Collectively, 75 of the 91 focal measures demonstrated very good or extensive validity, evidencing moderate to high content validity, no usability concerns, moderate to high test–retest reliability, and extensive criterion validity. Finally, in study 24, we empirically examined the argument that only conceptually narrow constructs can be reliably and validly assessed with single-item measures. Results suggest that there is no relationship between subject matter expert evaluations of construct breadth and reliability and validity evidence collected across the first four studies. Beyond providing an off-the-shelf compendium of validated single-item measures, we abstract our validation steps providing a roadmap to replicate and build upon. Limitations and future directions are discussed. PubDate: 2022-04-14
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Abstract: Abstract The open science movement introduced many research practices intended to enhance the rigor and trustworthiness of our science. While these practices are enticing, the breadth of tactics can be overwhelming and imply an all-or-nothing approach to open science that can discourage getting started. We cast the adoption of open science practices metaphorically: selecting which practice to use in a specific study is like visiting a buffet filled with an assortment of cuisines. The buffet will be best experienced over multiple visits where different cuisines are sampled (rather than selecting an overwhelming amount). We suggest that reflecting on widely shared core values of science—such as objectivity, honesty, openness, accountability, fairness, and stewardship—can help a scholar find their entry point in the buffet. We then share this buffet of open science practices, highlight exemplar cases in the literature where an open science practice has been enacted, and also bring attention to guidance for getting started. We close by challenging our readers to find one small win in open science to make our research more transparent, open, cumulative, and robust. PubDate: 2022-04-12
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Abstract: Abstract Organizational leaders can make a large, positive impact on their employees during crises. However, existing research demonstrates that social support is not always effective in helping employees cope with stress, and existing research has not fully identified features of support attempts that determine their effectiveness. Using mixed methods, the authors investigate the efficacy of organizational leaders’ support efforts during a crisis. In the first study, 571 employees (196 university administrative staff, 192 licensed nurses, and 183 licensed engineers) described actions their leaders engaged in to support them during a global pandemic. Nine themes differentiated helpful from unhelpful leadership support: autonomy, changes, communication, personal resources, safety, timing, tone, work equipment, and workload. Study 2 used a quantitative methodology (162 licensed nurses and 239 licensed engineers) to demonstrate that leadership actions employees deemed as helpful in Study 1 were associated with less employee burnout and fewer physical symptoms. Drawing from emerging social support literature and the stressor-strain model, the findings inform optimal leadership support practices during crises. PubDate: 2022-04-11
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Abstract: Abstract Work is frequently on the minds of employees—even during evenings, weekends, and vacations. The present study is the first comprehensive meta-analysis of off-job work-related thoughts (WRTs; i.e., thoughts employees have about work when they are not at work). We were particularly interested in comparing off-job positive and negative work-related thoughts (PWRTs and NWRTs; i.e., thoughts about positive/negative work experiences or characteristics) to each other and other off-job WRT constructs, which we integrated into a typology. We coded 520 effect sizes from 171 independent samples (N = 58,682) and conducted a random-effects, individual-correction meta-analysis. We found that PWRTs and NWRTs were unrelated, and psychological detachment was negatively related to NWRTs but unrelated to PWRTs. Furthermore, PWRTs and NWRTs exhibited significantly different relationships with various antecedents (e.g., age, negative affectivity) and outcomes (e.g., work engagement, burnout). Compared to PWRTs and NWRTs, psychological detachment and problem-solving pondering exhibited generally weaker relationships with outcomes. NWRTs contaminated with negative affective strains (i.e., negative work-related thoughts and feelings) exhibited generally stronger relationships with outcomes. Overall, our meta-analytic findings indicate that PWRTs and NWRTs are different and underscore the importance of empirically and conceptually separating PWRTs and NWRTs from each other and other off-job WRT constructs. The findings also complement the nascent literature on interventions that target promoting PWRTs and reducing NWRTs. PubDate: 2022-04-01
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Abstract: Abstract The social network perspective provides a valuable lens to understand the effectiveness of team leaders. In understanding leadership impact in team networks, an important question concerns the structural influence of leader centrality in advice-giving networks on team performance. Taking the inconsistent evidence for the positive relationship of network centrality and leadership effectiveness as a starting point, we suggest that the positive impact of leader centrality in advice-giving networks is contingent on team needs for leadership to meet communication and coordination challenges, which we argue are larger in larger teams. Developing our analysis, we examine the mediating role of member collaboration in the relationship of leader network centrality and team performance as moderated by team size. Based on a multi-source dataset of 542 employees and 71 team leaders, we found that leader centrality in advice-giving networks related positively to team performance in larger teams but negatively in smaller teams. Results supported the mediated moderation model via member collaboration in smaller teams, but not in larger teams. PubDate: 2022-04-01
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Abstract: Abstract Our research examined the role of challenge and hindrance stressors, as well as the interactive effects of these stressors with positive and negative affect, in predicting work engagement and exhaustion using experience sampling methodology. In Study 1, university staff completed measures of challenge and hindrance stressors, positive and negative affect, work engagement, and exhaustion before the end of the workday over 5 working days. Results from multilevel regression indicated that challenge stressors were positively related to work engagement but not exhaustion, while hindrance stressors were unrelated to both work engagement and exhaustion. Additionally, positive affect moderated the association between challenge stressors and both work engagement and exhaustion. We partially replicated and extended these findings in our second sample of Amazon’s Mechanical Turk workers, who completed measures of affect in the mornings before starting work and stressors, work engagement, and exhaustion in the evenings before leaving work, over a period of 10 working days. Results suggested that challenge stressors were positively related to work engagement and exhaustion, while hindrance stressors were positively related to exhaustion and negatively related to work engagement. Similar to our results in Study 1, we found that positive affect interacted with challenge stressors in predicting each work outcome. Furthermore, positive affect moderated the hindrance stressor-work outcomes relationship. Lastly, negative affect moderated the association between challenge stressors and exhaustion. The findings of this study can be used to design interventions that enhance employee motivation and engagement in the presence of challenge and hindrance stressors. PubDate: 2022-04-01
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