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Introduction: The leadership literature has been dominated by the study of broad styles rather than the identification of specific key behaviors. To address this deficiency, a mixed method approach was utilized to explore how follower behavioral descriptions of their leaders would relate to potential outcomes of trust in that leader and job satisfaction. Methods: Data were collected from 273 hospital direct reports of 44 managers. They were asked to first describe the leadership approach of their managers in their own words, and then complete quantitative measures of the two potential outcomes. Results: The qualitative responses were coded into nine leadership behavior themes listed here in order from most to least often mentioned: Kindness, Supportive, Open to Input, Allow Autonomy, Engage with Team, Transparency, Fairness, Professionalism, Hold Accountable. All behavior themes related significantly to trust of the leader, with three themes relating significantly to job satisfaction (Transparency, Fairness, and Professionalism). Discussion: These results provide a more specific view of leader behavior than does the typical style approach. [ABSTRACT FROM AUTHOR]

Many corporate scandals are made possible by organizational leaders asking subordinates to act in unethical ways. However, the response to unethical requests is not uniform––while some employees reluctantly comply, others blow the whistle, while others exploit the opportunity for personal gain. This study examines these responses by analyzing 110 stories of unethical directives through a qualitative inductive method. We identified nine types of requests and five reasons provided for employees' levels of compliance. Our findings indicate that considerations of personal relationships are associated with compliance, whereas reflections on personal values are associated with defiance. This research provides a foundational framework for interpreting and guiding future inquiries into this understudied organizational issue. [ABSTRACT FROM AUTHOR]

Cyberloafing occurs when employees use electronic devices for nonwork activities while at work. It can have both constructive (means of regulating stress) and destructive (form of counterproductive work behavior) impact. For jobs where there is a fixed schedule of work versus break time, defining cyberloafing is clearcut. In other jobs where employees are allowed to self‐regulate their work flows, it can be difficult to distinguish cyberloafing from legitimate breaks. [ABSTRACT FROM AUTHOR]

Widespread concern has been raised about the possibility of potential biasing factors influencing the measurement of organizational variables and distorting inferences and conclusions reached about them. Recent research calls for a measure-centric approach in which every measure is independently evaluated to assess what factor(s) may uniquely bias it. This paper examines three popular stressor measures from this perspective. Across three studies, we examine factors that may bias three popular measures of job stressors: The Interpersonal Conflict at Work Scale (ICAWS), the Organizational Constraints Scale (OCS), and the Quantitative Workload Inventory (QWI). The first study used a two-wave design to survey 276 MTurk workers to assess the three stressor scales, four strains, and five measures of potential bias sources: hostile attribution bias, negative affectivity, mood, neutral objects satisfaction, and social desirability. The second study used an experimental design with 439 MTurk workers who were randomly assigned to a positive, negative, or no mood induction condition to assess effects on means of the three stressor measures and their correlations with strains. The third study surveyed 161 employee-supervisor dyads to explore the convergence of results involving the three stressor measures across sources. Based on several forms of evidence we conclude that potential biasing factors affect the three stressor measures differently, supporting the merits of a measure centric approach, even among measures in the same domain. [ABSTRACT FROM AUTHOR]

Despite converging theoretical arguments regarding non-linear relationships between workload and employee attitudes (i.e. job satisfaction) and mental well-being outcomes, prior empirical support for these curvilinear effects has been mixed. In this study we offer and test two potential explanations that may help to reconcile this discrepancy. First, existing workload scales do not assess the full range of workload, thereby making it difficult to detect curvilinear relationships. Second, outcomes typically examined are too distal and there are different mediators (i.e. boredom and frustration) that explain effects at the low and high ends of the workload continuum, respectively, which also serves to obscure curvilinear effects. We examined these possibilities in two North American samples (N = 499 and 493) that employed different designs (i.e. cross-sectional versus multi-wave surveys). Overall, we find support for our hypotheses; ability to detect curvilinear effects is enhanced when using too much/too little rating scales that capture the entire workload continuum. Furthermore, boredom mediated the impact of low workload on outcomes, whereas frustration mediated the impact of high workload on outcomes. Therefore, this study helps clarify why prior studies may have inconsistently observed non-linear relationships between workload and outcomes. We discuss the implications for both researchers and practitioners. [ABSTRACT FROM AUTHOR]

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. [ABSTRACT FROM AUTHOR]

A high workload has long been considered a harmful stressor that adversely affects employees. In the current study, we propose that work underload also has negative implications for employees, and that there is a curvilinear relationship between daily workload and rumination. These negative consequences can carry over to the next day. We collected data from a sample of 137 employees over the course of 9 days to examine how deviations from employees' average workload impacts their negative rumination at the conclusion of the workday and their negative emotions the following morning. Results of the multilevel analyses indicated that daily workload had a significant curvilinear, J-shaped association with subsequent evening negative rumination that carries over into the following day in the form of higher negative emotions. These effects were stronger for employees with high levels of trait negative affectivity. Our findings suggest that while the effect of upward deviation from the typical workload is worse for employee rumination and subsequent negative emotions than the effect of downward deviation, deviations in either direction have negative effects on employees, especially for individuals with high levels of trait negative affectivity. In conclusion, this study highlights the importance of examining daily fluctuation in workload. [ABSTRACT FROM AUTHOR]

There has been growing criticism of the established practice of automatically including control variables into analyses, especially with survey studies. Several authors have explained the pitfalls of improper use and have provided some best practice advice. I build upon this foundation in suggesting a programmatic approach to the use of control variables that can provide evidence to support or refute feasible explanations for why two or more variables are related. The hierarchical iterative control (HIC) approach begins by establishing a connection between two or more variables and then hierarchically adds control variables to rule in or out their possible influence. The HIC approach involves conducting a series of studies to iteratively test relationships among target variables, utilizing a variety of control variable strategies involving multiple methods. A 7-step programmatic approach is described beginning with development of the research question and background literature review and then conducting empirical tests in a hierarchical (within a study) and iterative (across studies) manner. [ABSTRACT FROM AUTHOR]

Using two diverse cross-sectional samples (n = 361, 579), the authors investigated measurement impediments in current behavioural methods of operationalising workplace mistreatment by examining perceived intensity and intention attributions. Results indicated that bullying and incivility, assessed using common measures and analytical techniques, have moderate negative effects on employees that are not significantly different in effect size from one another, which is consistent with prior research. Using a separate measure of workplace aggression, participants were categorised using latent class clustering into groups reporting: 1. no mistreatment over the prior month (representing no mistreatment), 2. low intensity and low intentional mistreatment (representing incivility), and 3. high intensity and high intentional mistreatment (representing bullying). One-way ANOVAs with Tukey post-hoc tests indicated that those who experience bullying consistently reported more strain than the other two groups across both samples. Those reporting incivility reported significantly different turnover intentions from the other groups, but did not differ with regard to affective commitment and psychological strain. These results highlight the need for more attention to be paid to construct validity and advanced analytic techniques in mistreatment research, particularly with regard to incivility. Implications for the measurement of mistreatment constructs are discussed. [ABSTRACT FROM AUTHOR]

Are your workdays created equal? Common wisdom suggests that employees experience Mondays differently from Fridays. However, few studies distinguish among workdays, inherently assuming that the employee experience is uniform across the workweek. In the current study, we examined the trajectories of employees' experiences of job satisfaction and job stressors across the workweek. We proposed two competing theoretical perspectives that result in opposite predictions as to whether job dissatisfaction and perceived job stressors will be higher ("Monday blues") or lower ("rested and recharged") at the beginning of the workweek rather than later in the week. Employing a daily diary design with 139 employees (681 matched daily observations) working the traditional workweek, we found that employees reported experiencing lower levels of job satisfaction and perceived more job stressors (i.e., incivility and organizational constraints) at the beginning of the workweek as opposed to later in the week. Additionally, the relationship between perceived incivility and job satisfaction was stronger at the beginning of the workweek. Our findings were consistent with the "Monday blues" perspective and suggest that workdays are not created equal. [ABSTRACT FROM AUTHOR]

While social support is generally considered a helpful resource for employees, it can also serve as a job stressor. Unhelpful workplace social support (UWSS) is any action taken by a supervisor and/or colleague that the recipient believes was intended to benefit him or her but is perceived as unhelpful or harmful. Two studies, one qualitative and one quantitative, identified types of UWSS and demonstrated that unhelpful support can operate as a job stressor in relating to strains. In Study 1, critical incidents were collected from 116 employees, and a content analysis revealed 11 distinct categories of UWSS. In Study 2, the taxonomy of UWSS was further refined using quantitative methods. Results of two samples (176 diverse employees and 496 registered nurses) demonstrate that UWSS is associated with higher job-related negative affect, lower competence-based self-esteem, lower coworker satisfaction, higher work-related burnout, higher organisational frustration, and more physical symptoms (e.g. headache, nausea, and fatigue) among recipients. Together, the studies demonstrate that unhelpful workplace social support is a meaningful job stressor worthy of further investigation. [ABSTRACT FROM AUTHOR]

Contemporary trends in business have focused on enhancing the employee work experience. Proponents argue that doing so will improve employees' productivity and ultimately the firm's performance. However, critics argue that job satisfaction has only a modest relationship with an employee's job performance, and therefore, such an investment will likely have little impact on the firm's financial performance. To investigate the relationship between employees' job satisfaction and firm performance, we collected a sample of 404 employees working in 31 firms. We tested this relationship using latent growth modeling which allows us to latently examine how employees' job satisfaction at one time point can predict the trajectory of firm performance. Study results indicated that job satisfaction predicted a positive linear change in two financial indices of firm performance (i.e., return on assets and return on equity) over the course of four years when controlling for three indicators of firm size. These results suggest that the effects of job satisfaction on firm performance are not immediate but rather take time to manifest. [ABSTRACT FROM AUTHOR]

Most existing safety research focuses on climate and leadership, with most leadership studies investigating transformational leadership, which is likely to be more impactful when exhibited by executives that by frontline supervisors. Therefore, focusing on frontline supervisors, we investigate how leaders who "walk the talk", by directly modelling safety behaviours, might encourage subordinates to behave more safely. Using a three-level sample consisting of 579 employees and their supervisors working in 161 groups within 53 organizations, we test a multisource multilevel indirect effects model. Results indicate that safety climate and supervisors modelling safety compliance explain unique variance in safety outcomes. We then addressed an unanswered question concerning whether safety climate is best conceptualized as a group or organizational-level phenomenon, finding that the group-level assessment of safety climate explained more variance in safety outcomes than the organizational-level assessment of safety climate. Both sets of results are consistent with social information processing theory and social learning theory, which highlight the immediate social environment's influence on employees' behaviour. [ABSTRACT FROM AUTHOR]

Since 2009, over 176 million patients in the United States have been adversely impacted by data breaches affecting Health Insurance Portability and Accountability Act–covered institutions. While the popular press often attributes data breaches to external hackers, most breaches are the result of employee carelessness and/or failure to comply with information security policies and procedures. To change employee behavior, we borrow from the organizational climate literature and introduce the Information Security Climate Index, developed and validated using two pilot samples. In this study, four categories of healthcare professionals (certified nursing assistants, dentists, pharmacists, and physician assistants) were surveyed. Likert-type items were used to assess the Information Security Climate Index, information security motivation, and information security behaviors. Study results indicated that the Information Security Climate Index was related to better employee information security motivation and information security behaviors. In addition, there were observed differences between occupational groups with pharmacists reporting a more favorable climate and behaviors than physician assistants. [ABSTRACT FROM AUTHOR]

Summary: This study used an experience sampling design to examine the spillover effects of experienced workplace incivility from organizational insiders (coworkers and supervisors, respectively) and organizational outsiders (patients and their visitors) on targets' work‐to‐family conflict and to test the mediating effect of burnout and the moderating effect of display rules. Data collected over five consecutive weeks from 84 full‐time nurses showed that within individuals, weekly experiences of coworker incivility and outsider incivility were positively related to weekly experience of work‐to‐family conflict, and burnout mediated these relationships while controlling for initial level of burnout before participants started a week's work. In addition, display rules, defined as the extent to which individuals perceive they are expected to display desired positive emotions and suppress negative emotions at work, moderated the relationship between outsider incivility and burnout; specifically, the positive relationship between weekly outsider incivility and burnout was stronger for individuals who perceived a higher level of display rules. Our findings contribute to the literature by demonstrating the mediating effect of burnout and the moderating effect of perceived display rules in the relationship between workplace incivility from multiple sources and work‐to‐family conflict from a resource perspective. [ABSTRACT FROM AUTHOR]

We extend attribution and stakeholder theory in the context of crisis reputation management by examining differences in stakeholder perceptions in the form of organization-related blame. We presented eight stakeholder groups with factual information surrounding the Deepwater Horizon Oil Spill and asked them to indicate the extent to which they blamed the leaders and organizations associated with the event. Stakeholders also completed a survey assessing their attribution styles. Results indicated that perceptions of blame were affected by the interaction of stakeholder role (i.e., active vs. passive) with attribution style (i.e., optimistic vs. pessimistic). Our results suggest that organizational leaders' understanding of their stakeholders may be an important aspect in managing stakeholders' sensemaking during crises. [ABSTRACT FROM AUTHOR]

The aim of this research was to explore relations between work and family demands and resources, work-to-family conflict (WFC), and work and family outcomes in a cross-cultural comparative context involving Taiwanese and British employees. Two-hundred and sixty-four Taiwanese employees and 137 British employees were surveyed using structured questionnaires. For both Taiwanese and British employees, work and family demands were positively related to WFC, whereas work resources were negatively related to WFC. Furthermore, WFC was negatively related to family satisfaction. More importantly, we found that nation moderated relationships between work resources and WFC, WFC and work, and family satisfaction. Specifically, work resources had a stronger protective effect for Taiwanese than British in reducing WFC, whereas WFC had a stronger detrimental effect on role satisfaction for British than Taiwanese. It is recommended that both culture-general and culture-specific effects should be taken into consideration in designing future WFC research and familyfriendly managerial practices. © 2010 Wiley Periodicals, Inc. [ABSTRACT FROM AUTHOR]

This study explores why salespeople with equal intrinsic motivation may achieve different levels of performance. Utilizing action control theory, the paper explores the moderating effect of the initiative dimension of action-state orientation on the salesperson's intrinsic motivation and adaptive selling relationship. An empirical study is presented that included 223 Ecuadorian salespeople and objective performance measures. Findings indicate that salesperson's initiative strengthens the relationship between intrinsic motivation and adaptive selling. In addition, results show that adaptive selling is a significant antecedent of objective salesperson's performance. Finally, results reveal that initiative has a significant direct effect on objective performance. [ABSTRACT FROM AUTHOR]

Managers from 24 geopolitical entities provided data on work locus of control, job satisfaction, psychological strain, physical strain, and individualism/collectivism. The hypothesis that the salutary effects of perceived control on well-being are universal was supported because relations of work locus of control with well-being at work were similar in almost all the sampled areas. Furthermore, the individualism/collectivism level of each sample did not moderate the magnitude of correlations of work locus of control with measures of well-being. Findings indicate that control beliefs contribute to well-being universally, but we suggest that how control is manifested can still differ. [ABSTRACT FROM PUBLISHER]

Past research has traditionally examined stressors as predictors and strains as outcomes. However, some recent research has found evidence of reverse causality between various stressors and strains, demonstrating that the relationship between these types of variables may extend beyond the traditional stressor-strain framework. The current study builds upon this past research by examining the temporal direction of the relationship between verbal aggression exposure and job satisfaction. Specifically, through the lens of emotional contagion theory, we suggest that low levels of job satisfaction in employees are detectable by others, which in turn leads them to engage in verbal aggression directed toward those employees. To test this postulation, 309 emergency medical professionals completed surveys that assessed verbal aggression exposure and job satisfaction across three time points. Results of cross-lagged structural equation model tests showed a significant job satisfaction to verbal aggression path over time, but a nonsignificant verbal aggression to job satisfaction path over time. Additionally, results support the postulation that job satisfaction leads to physical strain outcomes through verbal aggression exposure. Overall, results suggest that job satisfaction may serve as a predictor of verbal aggression exposure rather than a result within high stakes environments such as the emergency medical services. [ABSTRACT FROM AUTHOR]

Illegitimate tasks are tasks that violate norms for what the employee should do as part of the job, and have been found to harm employees' well-being. The current research uses a mixed methods design to examine the role of attributions on the two types of illegitimate tasks: unreasonable and unnecessary tasks. A sample of 432 engineers described a specific illegitimate task that was assigned to them, the attributions they made and their response. They also completed a quantitative questionnaire. Results from both the qualitative (event level) and quantitative (person level) portions of our study portray differences in the attributions made to unreasonable and unnecessary tasks, as well as differential negative effects on employees' emotions. In addition, hostile attribution bias was found to moderate the relationship between illegitimate tasks and negative emotions, particularly for unreasonable tasks. This supports the theoretical basis for illegitimate tasks because unreasonable tasks pose a potentially greater risk to the employee's self-worth than unnecessary tasks that are more often assigned at random. [ABSTRACT FROM AUTHOR]

The cross-sectional research design, especially when used with self-report surveys, is held in low esteem despite its widespread use. It is generally accepted that the longitudinal design offers considerable advantages and should be preferred due to its ability to shed light on causal connections. In this paper, I will argue that the ability of the longitudinal design to reflect causality has been overstated and that it offers limited advantages over the cross-sectional design in most cases in which it is used. The nature of causal inference from a philosophy of science perspective is used to illustrate how cross-sectional designs can provide evidence for relationships among variables and can be used to rule out many potential alternative explanations for those relationships. Strategies for optimizing the use of cross-sectional designs are noted, including the inclusion of control variables to rule out spurious relationships, the addition of alternative sources of data, and the incorporation of experimental methods. Best practice advice is offered for the use of both cross-sectional and longitudinal designs, as well as for authors writing and for reviewers evaluating papers that report results of cross-sectional studies. [ABSTRACT FROM AUTHOR]

A widespread methodological concern in the organizational literature is the possibility that observed results are due to the influence of common-method variance or mono-method bias. This concern is based on a conception of method variance as being produced by the nature of the method itself, and therefore, variables assessed with the same method would share common-method variance that inflates observed correlations. In this paper, we argue for a more complex view of method variance that consists of multiple sources that affect each measured variable in a potentially unique way. Shared sources among measures (common-method variance) act to inflate correlations, whereas unshared sources (uncommon-method variance) act to attenuate correlations. Two empirical examples, one from a simulation study and the other from a single-source survey, are presented to illustrate the complex action of multiple sources of method variance. A five-step approach is suggested whereby a theory of the measure is generated for each measured variable that would inform strategies to control for method variance by assessing and modeling the actions of identified method variance sources. [ABSTRACT FROM AUTHOR]

Purpose Surprisingly, most studies have failed to demonstrate a strong correlation between organizational constraints (conditions at work that make doing a job difficult) and job performance. The purpose of this paper is to challenge the view that constraints are a direct barrier on performance and take an alternative approach whereby constraints have an indirect effect via decreased motivation and increased workload. Further, differential effects of various constraints are examined.Design/methodology/approach Qualitative and quantitative data were collected from 660 engineers licensed in the state of Florida using a single online survey.Findings Qualitative results showed that the most commonly experienced constraints were from coworkers and organizational rules and procedures. Constraints identified as having a greater detrimental effect on motivation are from the supervisor, and organizational rules and procedures. Quantitative results supported an indirect effects model that includes an indirect path via motivation, and a path via workload, which had a curvilinear component.Originality/value This is one of few studies to explain the relationship between constraints and performance, rather than simply estimate it. The use of mixed methods allows us to gain an in-depth understanding of constraints, and the convergence of findings across the methods increases confidence in this study's results. [ABSTRACT FROM AUTHOR]

Daily diary studies use the same set of measures repeatedly for several days. Within the work stress domain, these studies are able to isolate the effects of daily exposure to stressors within people from the general level of stressors between people. This meta-analysis investigated both content-related and methodological aspects of workplace stressor-strain relationships in diary studies. Results from 55 unique samples (a combined sample size of 5409) indicated that the magnitude of the stressor-strain relationship was stronger at the between-person level than the within-person level. Further, when the stressor was measured prior to the strain (within the same day), the relationship was somewhat stronger than when stressor and strain were measured concurrently. This suggests that stressor-strain effects might take some time to fully manifest. Differences were also detected among types of strains: affective strains had stronger relationship with stressors than behavioural strains. There were also differences in the stressor-strain relationship depending on both the type of strain and the timing of their respective measurement (concurrent versus predictive), suggesting that certain strain responses require more time to manifest. Overall, this meta-analysis elucidates important considerations in the design and interpretation of diary studies on occupational stress. [ABSTRACT FROM AUTHOR]

The current study investigated the relationship between demands for organizational citizenship behaviors and future displays of organizational citizenship and counterproductive work behaviors. Such demands are conceptualized as organizational constraints, coworker failure, and supervisor pressure to commit organizational citizenship behaviors. The design of the current study is prospective with a week time lag between two self-report surveys. Four hundred sixty-four employed U.S. residents were recruited through Amazon's Mechanical Turk service. Of the initial 464 participants, 183 also completed the second survey a week later. The evidence from this study suggests that demands for organizational citizenship behaviors are antecedents to future displays of organizational citizenship behaviors and counterproductive work behaviors. Similarly, organizational citizenship behaviors preceded all measured demands for organizational citizenship behaviors reported a week later. The results of the current study indicate that managers should be aware that demands for organizational citizenship behaviors may be influencing employee displays of counterproductive work behavior. Moreover, managers should be prepared to intervene if they find evidence of any deleterious effects that may be associated with demands for organizational citizenship behaviors. [ABSTRACT FROM AUTHOR]

The goal of this study was to test cross-cultural/cross-national differences in the association between coworker interpersonal justice and coworker conflict and the implications of such differences for employee effectiveness. Harmony is a central value in China but is less important in the United States, and the individual value of harmony may influence Chinese and US employees differently in their response to low levels of coworker interpersonal justice. We collected data from employees and their coworkers in China (214 dyads) and the US (301 dyads). There were three major findings. First, coworker interpersonal justice was negatively related to coworker conflict. Second, coworker conflict significantly mediated coworker interpersonal justice in relation to the employee effectiveness variables of task performance, organisational citizenship behaviours, and counterproductive work behaviours. Finally, in the Chinese sample, harmony significantly buffered the indirect effect of coworker interpersonal justice on employee effectiveness via coworker conflict, whereas in the US sample, harmony significantly intensified the indirect effect of coworker interpersonal justice on employee effectiveness via coworker conflict. [ABSTRACT FROM AUTHOR]

In their focal article, Aguinis et al. (2017) provided a bibliometric analysis of our six industrial and organizational (I-O) psychology textbooks, noting among other things the sources, articles, and authors we collectively cited the most. Their analysis provides information about what we cited but not why. In this commentary on their article, our goal is to provide some insights into our process in deciding what sources to include and what not to include in our textbooks. Although each of us has our own way of deciding on the content of our books, there is enough commonality that we decided to write this commentary together. [ABSTRACT FROM PUBLISHER]

The current study examined passive leadership as a potential antecedent of two commonly studied workplace stressors (i.e. workload and work-family conflict), and investigated its negative effect on employee burnout and physical symptoms via these stressors. We collected two waves of data from 274 focal participants, and one wave of data from their co-workers. Results showed that both self-reported and co-worker-reported passive leadership was positively related to employee burnout and physical symptoms, as well as workload and work-family conflict. Additionally, workload and work-family conflict partially mediated the effects of passive leadership on burnout and physical symptoms, respectively. Our findings support the notion that passive leadership can create a stressful workplace and have a detrimental effect on employees' health. [ABSTRACT FROM AUTHOR]

The Satisfaction With Life Scale (SWLS) is a commonly used life satisfaction scale. Cross-cultural researchers use SWLS to compare mean scores of life satisfaction across countries. Despite the wide use of SWLS in cross-cultural studies, measurement invariance of SWLS has rarely been investigated, and previous studies showed inconsistent findings. Therefore, we examined the measurement invariance of SWLS with samples collected from 26 countries. To test measurement invariance, we utilized three measurement invariance techniques: (a) multigroup confirmatory factor analysis (MG-CFA), (b) multilevel confirmatory factor analysis (ML-CFA), and (c) alignment optimization methods. The three methods demonstrated that configural and metric invariances of life satisfaction held across 26 countries, whereas scalar invariance did not. With partial invariance testing, we identified that the intercepts of Items 2, 4, and 5 were noninvariant. Based on two invariant intercepts, factor means of countries were compared. Chile showed the highest factor mean; Spain and Bulgaria showed the lowest. The findings enhance our understanding of life satisfaction across countries, and they provide researchers and practitioners with practical guidance on how to conduct measurement invariance testing across countries. [ABSTRACT FROM AUTHOR]

Using survey data from 459 employed individuals, the conditional indirect effects of three types of interpersonal conflict at work on strains and performance through surface acting were tested. Results indicated that task, relationship and non-task organizational conflict were positively related to depressive and physical symptoms and negatively related to performance. Task conflict had a significantly weaker association with employee outcomes than either relationship or non-task organizational conflict. Surface acting negatively related to all types of conflict, although it had a weaker association with relationship conflict than task or non-task organizational conflict. Support was found for moderated mediation relationships whereby surface acting mediated the associations between all types of conflict with depressive symptoms, as well as the association between relationship and non-task organizational conflict with physical symptoms, when conflict was infrequent. Surface acting also mediated the associations between all types of conflict and performance when conflict was frequent. Future research directions are discussed that can advance our theoretical understanding of how emotional labour and interpersonal conflict interact to affect employees, as well as further our ability to improve employee well-being and organizational functioning. Copyright © 2016 John Wiley & Sons, Ltd. [ABSTRACT FROM AUTHOR]

Organizational constraints are contextual factors that interfere with task performance. Study 1 was a meta-analysis of constraints-performance studies that found a smaller than expected relationship. Two additional studies were designed to understand why constraints fail to relate as expected to performance. Study 2 found support for the rater-bias hypothesis that raters take constraints into consideration when rating performance. Study 3 showed that constraints were both a challenge and a hindrance, and the two components tend to cancel one another. Two important conclusions that arise are that the constraints-performance relationship observed in field studies using raters is an underestimate of the true relationship, and constraints are not simply a hindrance, but can have a challenging effect that enhances motivation, as well. [ABSTRACT FROM AUTHOR]

A content analysis of the two leading WOHP journals (Journal of Occupational Health Psychology and Work & Stress) from 2010 to September 2014 revealed current practices in research design, sampling, and statistics, as well as the popularity of six major topics. Five suggested future trends are discussed that we feel will move the field forward in a positive way. First, the field is too dominated by the theory‐based deductive approach, and needs to make better use of exploratory/inductive methods that are more common in medical and natural sciences. Second, more explicit approaches are needed to illuminate processes, that is, the temporal sequence of events, whereby organisational conditions lead to health‐related outcomes. Third, qualitative approaches should be more widely utilised, not only in the beginning stages of research, but as a means of studying process and testing hypotheses, as well. Fourth, researchers need to make more frequent use of complex research designs that go beyond cross‐sectional self‐reports by incorporating multiple methods and/or longitudinal structures in order to draw more definitive conclusions. Fifth, the rapid increase in the use of multilevel modeling statistics is likely to continue, having opened the door to isolating the effects of group phenomena, as well as investigating daily fluctuations in variables over time. [ABSTRACT FROM AUTHOR]

This paper describes two studies of a new relational variable social burden and its implications for employees' well‐being, job attitudes and counterproductive work behaviours. Social burden is defined as behaviours from colleagues that elicit the focal employees' social support. Across two separate samples (540 nurses and 172 university employees), we found that social burden differentiated from psychological aggression and incivility, respectively. A separate cross‐sectional sample of 273 nurses from Study 1 revealed that social burden from colleagues was positively associated with focal employees' anxiety, irritation, depressive mood, physical symptoms, job dissatisfaction and turnover intentions. Study 2 used a time‐lagged design with a separate sample of 383 university employees and 160 of their coworkers. In this study, social burden from supervisors and from coworkers were together predictive of employees' subsequent emotional strains and job attitudes, as measured 6 months later. With respect to sources of social burden, social burden from supervisors more strongly predicted job attitudes and counterproductive work behaviours directed at others, and social burden from coworkers more strongly predicted emotional strains. Copyright © 2014 John Wiley & Sons, Ltd. [ABSTRACT FROM AUTHOR]

Statistical control is widely used in correlational studies with the intent of providing more accurate estimates of relationships among variables, more conservative tests of hypotheses, or ruling out alternative explanations for empirical findings. However, the use of control variables can produce uninterpretable parameter estimates, erroneous inferences, irreplicable results, and other barriers to scientific progress. As a result, methodologists have provided a great deal of advice regarding the use of statistical control, to the point that researchers might have difficulties sifting through and prioritizing the available suggestions. We integrate and condense this literature into a set of 10 essential recommendations that are generally applicable and which, if followed, would substantially enhance the quality of published organizational research. We provide explanations, qualifications, and examples following each recommendation. Copyright © 2015 John Wiley & Sons, Ltd. [ABSTRACT FROM AUTHOR]

The stressor organizational constraints, reflecting aspects of the work environment that inhibit or interfere with an individual's performance of job tasks, is prevalent in the workplace. This meta-analysis summarizes findings concerning the relationships of organizational constraints with other variables. Using five search methods, we located 84 research reports that provided data from 119 independent samples that contained 33,998 employed individuals. Fitting a stressor–strain framework, constraints had significant relationships with behavioural (counterproductive work behaviour), physical (somatic symptoms), and psychological (e.g. emotions and job dissatisfaction) strains and with well-being variables. Relationships were also found with all other work environment variables, and most personal characteristics (demographics and personality) except for gender. Moreover, a series of regression and relative weights analyses based on meta-analytic correlations showed that constraints had a unique contribution to strain beyond other stressors. The current meta-analysis shows that many commonly studied variables are related to organizational constraints, and it should more often be the centre of empirical research and theoretical development. [ABSTRACT FROM PUBLISHER]

Illegitimate tasks, a recently introduced occupational stressor, are tasks that violate norms about what an employee can reasonably be expected to do. Because they are considered a threat to one's professional identity, we expected that the daily experience of illegitimate tasks would be linked to a drop in self-esteem and to impaired well-being. We report results of two daily diary studies, one in which 57 Swiss employees were assessed twice/day and one in which 90 Americans were assessed three times/day. Both studies showed that illegitimate tasks were associated with lowered state self-esteem. Study 1 demonstrated that high trait selfesteem mitigated that relationship. Study 2 showed that illegitimate tasks were associated with not only lowered state self-esteem but also lower job satisfaction and higher anger and depressive mood, but not anger or job satisfaction remained elevated until the following morning. [ABSTRACT FROM AUTHOR]

The temporal direction of the relationships between violence prevention climate and both physical violence and verbal abuse was investigated in a longitudinal study of newly graduated registered nurses. A sample of 126 nurses, recruited into the study while students, completed similar surveys at approximately 6 and 12 months after graduation that assessed violence prevention climate, physical violence, verbal abuse exposure, and strains of anger, anxiety, depression, and physical symptoms. Results showed that high values of Time 1 climate were associated with less likelihood of violence and abuse at Time 2 when prior exposure to violence and abuse was controlled. Furthermore, repeated measures multivariate analyses of variance (MANOVA) results suggested that being exposed to violence or abuse did not affect perceptions of climate. Both climate and violence exposure were correlated with some strains both cross-sectionally and longitudinally, but repeated measures MANOVAs failed to find evidence that exposure to violence or abuse would result in an increase in strain over time. It is concluded that the direction of effects is from climate to violence/abuse but not the reverse, and that climate should be a target for interventions designed to keep employees safe from both forms of mistreatment. [ABSTRACT FROM PUBLISHER]

The current study investigates how seven discrete negative emotions are related to seven dimensions of counterproductive work behavior (CWB). We surveyed 240 employed students about the frequencies of their negative emotions and CWBs over a 1-month time frame. Correlational analyses revealed that almost all emotions correlated significantly with all forms of CWB, but there were significant differences in the magnitude of correlations between emotion–CWB pairs. Furthermore, a series of multiple regression analyses suggested that there were different patterns in the emotions that accounted for unique variance across different forms of CWB. This study suggests that the understudied emotions of boredom and shame might be particularly important to our understanding of CWB. [ABSTRACT FROM PUBLISHER]

This study used cross-sectional data from 579 nurses to examine main and interaction effects of workplace aggression and theoretical nuances on employee strain. Perceived intensity of aggression and intention attributions by the target, power of the perpetrator in relation to the target, and perceived visibility of aggression by the target all served to exacerbate various relationships of workplace aggression with depression, physical symptoms, job satisfaction, and accidental contagious disease exposure. Three-way interactions reveal that these moderators may have complex roles in workplace aggression–strain research. This research supports a model where workplace aggression and its distinct moderators jointly impact employee strain and provide clarity to questions left unanswered due to term fragmentation and measurement overlap that currently obscure how mechanisms underlying workplace aggression constructs impact employee strains. [ABSTRACT FROM PUBLISHER]