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This paper investigates dynamic changes in instrumental (i.e., work‐related) tie‐seeking patterns and the structure of a communication network following a downsizing event—whereby many employees are simultaneously eliminated from a network. Our analysis spans a two‐year period and applies a resource‐ and network‐change approach to examine how survivors develop revised resource‐acquisition strategies while repositioning themselves after a downsizing. Our results demonstrate that two temporary logics of tie formation—a suspension of within‐unit homophily and a preference for seeking ties with long‐tenured employees—help employees acquire betweenness centrality during the disruption period. Specifically, we find that disruption initiates a transitional period after downsizing in which new tie‐making logics are employed, including seeking out ties with long‐tenured employees and employees outside of one's department. We observed post‐disruption, during the stabilization period after downsizing, where logics used for tie‐making in the disruption period were abandoned, pre‐disruption tie‐making logics were resumed, and betweenness centrality remained relatively constant. We discuss the theoretical and managerial implications of these results and suggest future research directions. [ABSTRACT FROM AUTHOR]

This paper introduces a novel, temporally sensitive analytical method for qualitative researchers, which is simultaneously timely and necessary given increasing recognition of the fundamental role that time plays in organizational life and scholarship. As a result of this recognition, research designs considering temporality have substantially increased over the past decade. However, while methods for qualitative data collection using longitudinal and 'shortitudinal' designs, in particular qualitative diary methods, have become increasingly common, analytical methods capable of fully exploiting the temporal nature of such data have lagged behind their quantitative counter‐parts, where we see marked progression in analytical methods and procedures. In this paper, we argue that this lack of progression in approaches for analysing qualitative diary data hinders our knowledge and theoretical development when it comes to incorporating temporality, particularly in the exploration of phenomena at individual‐/micro‐levels, arguably most salient to organizational psychology researchers. We respond to these challenges by introducing a novel, step‐by‐step analytical approach that facilitates rigorous incorporation of temporality into the analysis and theorization of micro‐level, qualitative diary data, termed Thematic Trajectory Analysis (TTA). Practitioner points: Existing qualitative analytical methods have limitations when applied to qualitative diary data and have thereby limited the questions that may be explored, and understood, through qualitative data.Offers an alternative, step‐by‐step, analytical approach for researchers and practitioners seeking to understand within‐person changes and dynamism in organizations.Enables the benefits of qualitative diaries to be better exploited by both researchers and practitioners and thereby lead to better understanding of how organizational processes unfold, and in turn, lead to stronger intervention mechanisms.Demonstrates the utility of combing textual and visualized data outputs in understanding complex and dynamic phenomena in organizations. [ABSTRACT FROM AUTHOR]

In this paper, we introduce a novel construct, leader–member exchange (LMX) importance, which we position as a meta‐perception indicating whether followers view their LMX relationship as personally important or valuable to them. Based on social exchange theory, we examine the extent to which the obligation followers feel towards their leader depends jointly on the quality and the importance of the LMX relationship. We examine how LMX importance influences the process through which LMX quality affects employees' level of organizational citizenship behaviour (OCB) by focusing on felt obligation (a measure of followers' reciprocity obligation in the social exchange process) as a mediating variable. Across two studies, we found that high levels of both LMX quality and LMX importance interacted to engender a greater feeling of obligation in followers to repay the perceived favourable exchanges with their leader. Felt obligation predicted leader‐rated OCB, demonstrating support for our hypothesized moderated mediation model. However, psychological empowerment, when included alongside felt obligation (in Study 2), did not mediate the LMX‐OCB relationship. Overall, our findings extend the focus of LMX theory beyond the confines of LMX quality to incorporate the importance of the LMX relationship. Practitioner points: Leaders should be aware that followers vary in the extent to which they perceive the leader–follower relationship to be personally important. As such, they may decide to invest heavily in helping followers understand that the relationship is instrumental for their success at work.Leaders should invest not only in trying to build positive relationships, but also in establishing the importance of these relationships. Doing so will maximize the benefits of developing a high‐quality relationship.Followers appear to be more willing to reciprocate when they perceive a high‐quality relationship with the leader and one when they perceive the relationship to be important. Thus, managers should be aware that the norm of reciprocity may vary depending on how important followers perceive the relationship to be and leaders may need to find other ways to motivate employees who do not see the relationship as important.When followers do not see the leader–follower relationship as important, managers should avoid trying to engage in reciprocity contingent influence tactics and/or try to change followers' perceptions of the importance of the relationship. [ABSTRACT FROM AUTHOR]

Agent-based modelling and simulation (ABMS) has been used by researchers from a variety of disciplines to study a range of phenomena. At present, ABMS is vastly underutilized in organizational psychology, yet we believe it offers a range of potential benefits that are currently not well catered for by existing tools. In this paper, we introduce ABMS and explain how it differs from current approaches. We illustrate the potential advantages of the approach through a range of examples and through the identification of opportunities in the field of organizational psychology. We also highlight potential limitations of the ABMS approach, and discuss the circumstances under which it may make a worthwhile contribution. Practitioner Points This paper outlines ABMS and explains how it adds to the existing toolset of the organizational psychologist. Practitioners will find ABMS and this paper particularly useful: When they are working in high-risk environments, where getting it wrong is costly., Where there are practical or ethical difficulties in conducting real-world research., Where they want to develop and test more holistic interpretations of complex systems and problems., Where they wish to examine feedback loops and/or the impact of time on behaviour. [ABSTRACT FROM AUTHOR]

This paper demonstrates how the psychodynamic perspective can contribute to the study of organizing processes. Research from this perspective provides a complementary insight in what actually happens in an unfolding collaborative process, both on the manifest and latent level, and how subjectivity is expressed in the organizing process. First, the paper addresses the specific nature and challenges of 'multiparty collaboration'. Then it describes how the psychodynamic approach can be used in organizational research and the kind of theory it generates. The author presents a case study in the domain of foster care, where five independent organizations tried to develop a scenario for future collaboration. The case analysis focuses on three critical issues with which the participants and consultants were struggling. It discusses how the dynamics that emerged around those issues set the direction of the process. The paper concludes with the benefits of using a psychodynamic perspective in organizational research. Its main contribution is a better understanding of the paradox between the intention and societal necessity for creative collaboration, and the emotional and defensive responses when participants are confronted with the tensions of collaborative work. [ABSTRACT FROM AUTHOR]

This article presents information on 'Journal of Occupational and Organizational Psychology' as of March 2004. The journal publishes empirical and conceptual papers which aim to increase understanding of people and organizations at work. Its domain is broad, covering industrial, organizational, engineering, vocational and personnel psychology, as well as behavioural and cognitive aspects of industrial relations, ergonomics, human factors and industrial sociology. The editorial team reminds readers that research based on student samples is not usually acceptable, unless students are the most relevant population with which to test the research question/s. However, a little further comment and qualification concerning the nature of the data is needed in order to clarify the team's stance, and also to draw attention to some exceptions. One particular concern here is to discourage studies where causal hypotheses in well-researched areas are tested using entirely self-report survey data from a sample numbering perhaps in the low hundreds, the composition of which is characterized more by availability than special relevance to the research question/s. So, if a study used only cross-sectional self-report data but included some kind of experimental manipulation, other things being equal it could be publishable. A more general, and very important issue concerns the distinction between quantitative and qualitative data. The journal explicitly encourages papers based on the latter, and has done so for quite some time.

Three samples of volunteer working adult participants, drawn from two countries (United Kingdom and New Zealand), provided data using the pencil and paper version of the Occupational Stress Indicator questionnaire (OSI; Cooper, Sloan, & Williams, 1988). In an attempt to examine the degree to which the psychometric structure of the test was reflected in the published score key, the three datasets were comprehensively analysed using item analysis and exploratory factor analysis. Little similarity existed between the published 25 subscale score keys and the meaningful, 11-scale psychometric structure found from these analyses. It is concluded that the current norms for the test are of dubious validity, and if these findings are replicated the normative data should be re-scored, perhaps using the revised score keys presented in this paper. The model underlying the OSI has not been tested comprehensively to date. The present results neither support nor disprove the model, but the new scales could be used to test it. [ABSTRACT FROM AUTHOR]

The author reflects on the discontinuation of four year of editorship in journal Occupational and Organizational Psychology (JOOP). He states the running the journal requires teamwork and he is honored to work with editorial board. He also comments the high quality of the paper in the journal JOOP increased substantially. The author concludes that JOOP survived enormously past 4 years in the field of work and organizational psychology.

This paper considers how work psychologists define 'good' qualitative research in the work psychology domain. In addressing the assessment of quality in work psychology research, we draw on 22 in-depth interviews with work psychologists about their current practices and expectations around qualitative research. Using narrative analysis, the various plots and narratives that constitute how interviewees understand good qualitative research are identified. The implications of the use of these narratives for both how quality is understood and the use of qualitative research in this area are addressed. Drawing on Weick's concept of sensemaking as a theoretical framework, it is argued that the narratives identified enable the construction of a hegemonic understanding of what is good methodological practice within the work psychology discipline. The implications of this for the work psychology field and the methodological practices of work psychologists are considered. [ABSTRACT FROM AUTHOR]

Can valuing money and material possessions lead to conflict between work and family? In this paper, we build on Carlson and Kacmar's call for more research on personal values in the context of the work-family interface. In a field study, we examined the relationship between materialism and two components of work-family conflict: work interference with family (WIF) and family interference with work (FIW). Results supported our main hypotheses that materialism is associated with both forms of work-family conflict. Further, work overload mediated the relationship between materialism and WIF, while FIW moderated the association between materialism and work overload, thus supporting a model of mediated moderation. By linking materialism to work-family conflict, this study adds to the growing evidence of the deleterious effects of holding materialistic values. [ABSTRACT FROM AUTHOR]

In this paper we lay the conceptual foundation for work-family facilitation. Work-family facilitation is a process representing the synergies between the domains of work and family. We formally define facilitation as the extent to which an individual's engagement in one social system, such as work or family, contributes to growth in another social system. We develop the process through which facilitation occurs, provide a model and case studies of this process, and delineate additional theoretical and empirical research necessary to understand work-family facilitation so that it can be managed and cultivated within organizations. [ABSTRACT FROM AUTHOR]

Research on the impact of job insecurity for temporary employees has been largely exploratory and atheoretical in nature. This paper addresses this issue by considering the role of job insecurity on job satisfaction, organizational commitment, life satisfaction, and self-rated performance among permanent employees (N = 396) as compared with temporary ones (N = 148). Hypotheses are formulated using the tradition of transactional versus relational psychological contract types. Psychological contract theory assumes (1) that job insecurity effects are due to a violation of the relational psychological contract, and (2) that permanents as compared with temporaries engage more in relational psychological contracting. As a result, job insecurity is expected to be problematic in terms of outcomes for permanents, but not for temporaries. Results validate the assumptions made in psychological contract theory. Furthermore, job insecurity proved problematic for permanents but not for temporaries when job satisfaction and organizational commitment are concerned. No such differential effects are observed for life satisfaction and self-rated performance. Implications for future research are discussed. [ABSTRACT FROM AUTHOR]

Despite much research on the relationship between unemployment and mental health, consideration of the relationship between economic and psychological problems remains re markedly rare. Available evidence suggests that income affects psychological well-being indirectly via subjectively appraised financial strain. This paper presents an analysis of the relationships between measures of household income and resources, subjectively appraised financial strain and psychological distress drawing on a nationally representative sample of 3294 households in the Republic of Ireland. Our analysis demonstrates that objectively assessed exclusion from customary lifestyles, involving deprivation of socially defined necessities, is associated with increased psychological distress. [ABSTRACT FROM AUTHOR]