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Abstract: Drawing on social information processing theory and signaling theory, this research investigates whether witnessing another employee being ostracized is associated with negative employee outcomes through organizational dehumanization and explores one boundary condition of these relationships (i.e., organizational intolerance of mistreatment). Study 1, a three-wave field study (N = 654), revealed that witnessed workplace ostracism (Time 1) positively relates to organizational dehumanization (Time 2) which, in turn, relates to employees’ well-being (i.e., increased physical symptoms; Time 3), attitudes (i.e., decreased affective commitment; Time 3), and behavioral intentions toward the organization (i.e., increased turnover intentions; Time 3). Study 2, employing a 2 × 2 between-subjects design (N = 244), further demonstrated that witnessed workplace ostracism and organizational intolerance of mistreatment—which were manipulated with vignettes—respectively had a positive and a negative impact on organizational dehumanization, though their interactive effect on organizational dehumanization was not significant. Finally, a cross-sectional study (Study 3; N = 282) indicated that the positive relationship between witnessed workplace ostracism and organizational dehumanization was stronger when organizational intolerance of mistreatment was high. This interactive effect extended to observers’ increased physical symptoms, decreased affective commitment, and increased turnover intentions. Theoretical contributions, directions for future research and practical implications are discussed. (PsycInfo Database Record (c) 2025 APA, all rights reserved) PubDate: Mon, 02 Jun 2025 00:00:00 GMT DOI: 10.1037/ocp0000402
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Abstract: Worker experiences are influenced by natural bodily fluctuations, yet these effects are rarely acknowledged by research, organizations, or society. For example, most women experience their menstrual cycle for most of their career, yet the relationship between women’s menstrual cycle and work outcomes has received limited attention from organizational scholars and decision-makers. In this study, we explore how menstruation indirectly affects women’s perceived daily work performance as mediated by emotional and self-control and how menstrual pain moderates these relationships. Drawing on theories of human energy and biological evidence related to the menstrual cycle, we conceptualize menstruation as an internal, chronic, and intermittent stressor that depletes potential energy, thereby limiting women’s ability to engage in emotional and self-control, which in turn affect work behaviors. Given menstrual pain varies between individuals and throughout cycles, we conceptualize menstrual pain as a distinct internal stressor that can further deplete internal resources, moderating the relationship between menstruation and work behaviors. Results across 108 participants, over 30 consecutive days, indicate that compared with nonmenstruating days, when menstruating, women perceive a decreased capacity to engage in emotional and self-control. This in turn affected perceptions of their task performance, organizational citizenship behaviors, and work withdrawal. Menstrual pain amplified the relationship between menstruation and performance through emotional control, but not through self-control. Our findings emphasize how bodily fluctuations, specifically through the lens of menstruation, impact performance and underscore the need for employees, organizations, and society to move beyond ignoring these fluctuations to instead integrate them into workplace practices. (PsycInfo Database Record (c) 2025 APA, all rights reserved) PubDate: Mon, 02 Jun 2025 00:00:00 GMT DOI: 10.1037/ocp0000404
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Abstract: Extended periods of physical inactivity and sedentary behavior at the workplace are major risk factors for employees’ health and functioning. To mitigate these risks, workplace physical activity interventions (WPAIs) are commonly implemented within occupational health management to promote employees’ physical activity. This meta-analysis evaluates the effectiveness of WPAIs in reducing mental and physical health complaints and in improving organizational outcomes, such as absenteeism, job satisfaction, and productivity. Drawing on the biopsychosocial model, we investigate the additional impact of mindfulness-based intervention components (mind–body interventions) and group-based interventions. A systematic literature search for longitudinal randomized controlled trials across six databases (Web of Science, Cochrane Library, MEDLINE/Pubmed, Embase, APA PsycInfo, and Science Direct) yielded K = 80 randomized controlled trials. Using between-group postintervention comparisons, Bayesian three-level random-effects meta-analytic structural equation modeling revealed small to moderate positive effects for WPAIs. WPAIs were effective in reducing mental health complaints (k = 40, N = 6,602, g = −0.56), physical health complaints (k = 51, N = 7,856, g = −0.38), and improving organizational outcomes (k = 30, N = 6,680, g = 0.30). Mind–body interventions demonstrated greater effectiveness in reducing mental and physical health complaints and in improving organizational outcomes compared to body-only interventions. Group-based WPAIs were associated with better adherence within studies examining health complaints. A dose–response relationship was observed in studies investigating physical health complaints and organizational outcomes, indicating that increased WPAI usage increases benefits. Potential bias arising from unaccounted baseline values and substantial heterogeneity demand careful interpretation of findings and warrant further investigation. (PsycInfo Database Record (c) 2025 APA, all rights reserved) PubDate: Mon, 02 Jun 2025 00:00:00 GMT DOI: 10.1037/ocp0000401
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Abstract: Acceptance research in the organizational sciences has shown that practicing acceptance can reduce anxiety and enhance performance at work. Our research aims to deepen understanding of these effects by considering how and when acceptance influences work anxiety and performance. We integrate cognitive resource allocation theory with workplace mindfulness and acceptance research to develop a model in which acceptance lessens work anxiety and improves work performance via cognitive resource crafting. Further extending the model, we investigate chronic time pressure as a moderator dampening the positive effect of acceptance on cognitive resource crafting. Across four studies (Study 1: experiment; Study 2: 1-day between-person study; Study 3: 5-day experience-sampling study; Study 4: 10-day experimental experience-sampling study), we found support for our hypothesized model. We discuss theoretical and practical implications regarding how and when to effectively utilize acceptance to promote workplace well-being and performance. (PsycInfo Database Record (c) 2025 APA, all rights reserved) PubDate: Mon, 21 Apr 2025 00:00:00 GMT DOI: 10.1037/ocp0000398
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