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Over the past decades, the concept of meaningfulness has attracted the interest of a large scientific community and has grown in complexity. Given the beneficial effects of meaningful work on individuals, work, and organizational-related outcomes, it is crucial to understand how a deeper perception of meaningful work can be experienced by different segments of the workforce and how it can be influenced by intra- and inter-individual factors. We bring together five innovative projects that explore ways in which individuals in organizations perceive deeper meaningfulness, and the organizational implications arising from these perspectives. Altogether, the research presented here provides state-of-the-art theoretical and methodological advances to enhance and refine our understanding of work meaningfulness, which is a defining feature of organizations 'success and a key research topic for our field. As well as filling conceptual gaps in the literatures on work meaningfulness process and how it can be experienced more profoundly, this symposium hopes to inspire future scholarship into work meaningfulness with fresh horizons. Overall, the five presentations included in this symposium shed light on previously underdeveloped aspects of the process of work meaningfulness, the temporal nature of this process, and a deeper sense of work meaningfulness. Drawing from this set of studies that open new perspectives, this presenter symposium will provoke interest and debate amongst attendees of the 2024 Academy of Management conference in Chicago, and generate further research opportunities into work meaningfulness, an enduring reality of organizations and a key research topic for our field. Shared Meaningfulness? A Relational Theory of Meaningful Work Author: Al-Karim Samnani; U. of Windsor Author: Kirsten Marie-Paule Robertson; U. of the Fraser Valley Meaningful Work from a Diversity and Inclusion Lens: The Need to Better Understand Inequalities in M Author: Luke Fletcher; School of Management, U. of Bath Making Temporal Sense of Meaningfulness Research: A Structured Literature Review and Research Agend Author: Tahereh Maghsoudi; IESE Business School Author: Anneloes M. L. Raes; IESE Business School Author: Yih-teen Lee; IESE Business School The Role of Work Meaningfulness in Enabling People to Stay Present and Energized at Work Author: Neus Vila-Brunet; IESE Business School Author: Yih-teen Lee; IESE Business School Does Autonomy Make Work More Meaningful: Designing Four Experiments to Determine Causality Author: Frank Martela; Aalto U. Author: Evgenia Lysova; Vrije U. Amsterdam [ABSTRACT FROM AUTHOR]

There has been increased attention to the importance of workplace relationships and social capital within the context of human resource management (HRM). This has led researchers to explore several distinct, but related concepts and theories, such as relational climate, relational coordination, and social networks. Extending and integrating this research, this manuscript develops an integrative theory and conceptual model. This integrative relational theory of social capital posits four key features -- shared context, information asymmetry, tie dependence communication, and an extended network of ties -- to cultivate social capital among employees. Using this theory, this manuscript theorizes and elucidates the relationship between relational HRM practices and social capital. Theoretical and practical contributions are highlighted, while setting an agenda for future research. [ABSTRACT FROM AUTHOR]

Using data collected from 239 employee-coworker dyads, we found that coworker perceptions of socialized charismatic leadership were negatively related to employee reports of workplace incivility and this relationship was mediated through employee perceptions regarding the extent to which respectful treatment among organizational members is valued and supported in the organization. [ABSTRACT FROM AUTHOR]

When arriving into a new country, newcomers are confronted with decisions related to how they adapt and acculturate into this new society. Drawing on a cognitive approach to workplace diversity, a conceptual model is proposed that explores how the decisions to adopt and/or retain cultural practices can influence newcomers' abilities to draw upon a potential source of creativity: their cultural background. This model proposes that assimilation can have negative implications for creativity, and group and organizational performance. [ABSTRACT FROM AUTHOR]

This study draws upon social information processing and social learning theories to investigate the effects of charismatic leadership and ethical leadership on experiences of workplace incivility through employee perceptions of norms for respect. These effects were separately examined in two field studies using multi- source data (employees and coworkers in Study 1; employees and supervisors in Study 2). Results from Study 1 suggest that charismatic leadership was negatively related to employee experiences of workplace incivility through employee perceptions of norms for respect. Results from Study 2 suggest that ethical leadership was negatively related to experiences of incivility from coworkers, again via norms for respect. The paper concludes with implications for organizations regarding leader behaviors that foster norms for respect and curb uncivil behaviors at work. [ABSTRACT FROM AUTHOR]

Workplace victimization has received growing interest over the past couple decades. Research has found that role ambiguity can result in workplace victimization for employees and that targets tend to experience poorer general health. However, there have been limited attempts to more fully understand this relationship. Drawing on the job demands-resources model, this study investigates how perceptions of support from leaders can buffer the effects of role ambiguity on employee victimization. Based on a sample of 2,067 employees, the findings reveal that perceived support from leaders moderates the mediated relationship between role ambiguity, workplace victimization, and general health. Theoretical and practical implications are discussed. [ABSTRACT FROM AUTHOR]

We examine the under-explored role of HRM practices in the context of workplace victimization. Extending frustration-aggression theory, we explore the mediating role of revenge cognitions and the contextual factors such as HRM practices that can reduce individual-directed counterproductive workplace behavior (CWB-I). Based on a sample of 315 young part-time employees, we test a moderating mediation model in which the mediating role of revenge cognitions between workplace victimization and CWB-I is moderated by HRM practices. Our results reveal that strong HRM practices relative to weak HRM practices are associated with reduced revenge cognitions and CWB-I for targets of workplace victimization. Moreover, revenge cognitions mediates the relationship between workplace victimization and CWB-I when there are strong HRM practices but not when HRM practices are weak. We conclude with theoretical contributions, avenues for future research, and practical implications. [ABSTRACT FROM AUTHOR]

We explore the role of line managers and human resource management (HRM) specialists in strategic decision-making for human capital needs. Rooted in the decision-making literature, we draw on bounded rationality theory and the recognition-primed decision model to address claims in the strategic HRM literature for a greater strategic role for HRM specialists. We suggest that the complexity of the human capital need can help explain the effects of line manager versus HRM specialist strategic decision-making on employee productivity. In particular, when human capital needs are highly complex, we propose that line manager rather than HRM specialist strategic decision-making will result in stronger positive effects on employee productivity. We further posit that the bounded rationality faced by HRM specialists when human capital needs are highly complex, namely their lack of technical knowledge about the specialized job roles, will limit their value-add to strategic decision-making relative to line managers. Nevertheless, we propose an important role for HRM specialists even under conditions of high human capital need complexity: monitoring and ensuring HRM fit. We conclude with theoretical and practical implications and highlight avenues for future research. [ABSTRACT FROM AUTHOR]