Frontiers in Organizational Psychology最新文献

{"title":"The hidden costs of working from home: examining loneliness, role overload, and the role of social support during and beyond the COVID-19 lockdown","authors":"K. I. Fostervold, Pål Ulleberg, Odd Viggo Nilsen, Anne-Marie Halberg","doi":"10.3389/forgp.2024.1380051","DOIUrl":"https://doi.org/10.3389/forgp.2024.1380051","url":null,"abstract":"This study evaluated the impact of the number of days per week working from home (WFH) on employee loneliness during and 2 years after the COVID-19 lockdown, with a focus on role overload as a mediating factor and social support from coworkers as a moderating variable.Data were collected via self-reports from a sample of 6,918 participants during the lockdown in January 2021 and 6,576 participants 2 years post-lockdown in January 2023.Analysis using a moderated mediation model showed that increased WFH days were associated with heightened loneliness during the lockdown, a link that weakened post-lockdown. Role overload served as a mediator, intensifying loneliness during WFH but less so after the lockdown. While higher social support was generally linked to reduced role overload and loneliness, it paradoxically intensified these issues in individuals with extensive WFH days.The findings suggest that the number of days WFH can exacerbate loneliness and role overload among employees, with the effect being more pronounced during the lockdown. Employees with substantial social support faced more challenges as WFH duration increased. These results underscore the complex dynamics between WFH, social support, and employee wellbeing.","PeriodicalId":378099,"journal":{"name":"Frontiers in Organizational Psychology","volume":"60 7","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-04-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140656205","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Neurotype and participatory autism knowledge predict perceptions of an autistic employee in the workplace","authors":"Kathryn A. Szechy, Lisa A. O'Donnell","doi":"10.3389/forgp.2024.1328559","DOIUrl":"https://doi.org/10.3389/forgp.2024.1328559","url":null,"abstract":"Autistic adults are unemployed at much higher rates than the general population. Differences due to autistic traits, including social skills differences, are often barriers to autistic adults obtaining and retaining employment in non-autistic workplaces. The double empathy problem (DEP) posits that autistic social differences are not due to assumed autistic social impairment but to mutual misunderstandings within the autistic/non-autistic social interaction. Consistent with the DEP, autistic adults are more likely to accurately interpret the behavior of an autistic employee, compared to non-autistic adults. This study examined additional factors, beyond neurotype, that are associated with accurate interpretation of the behavior of an autistic employee.A sample of 73 autistic and 140 non-autistic participants read a vignette about a hypothetical autistic employee in a non-autistic workplace having a difficult workday. Participants completed questions about their interpretation of the employee's behavior, an autism knowledge measure, autism experience questions, and demographic information.General autism knowledge, but not autism experience, was an influential predictor of accurate behavior interpretation toward the autistic employee and negated the predictive influence of education level, income, and gender identity of participants (OR = 1.12, p < 0.001). However, regardless of the level of autism knowledge, autistic participants continued to be significantly more likely to accurately interpret the behavior of the autistic employee, compared to non-autistic participants (OR = 2.94, p = 0.02).Results continue to contribute support for the DEP within the context of autistic employment challenges. Findings also point to autism education as a promising autism workplace support in addressing the DEP and barriers autistic adults face with obtaining and retaining employment.","PeriodicalId":378099,"journal":{"name":"Frontiers in Organizational Psychology","volume":"28 1 1","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-04-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140716896","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Balancing work and private life: when does workplace flexibility really help? New insights into the interaction effect of working from home and job autonomy","authors":"Lisa Baum, Renate Rau","doi":"10.3389/forgp.2024.1271726","DOIUrl":"https://doi.org/10.3389/forgp.2024.1271726","url":null,"abstract":"Empirical research has reported variable and inconsistent findings regarding the relationship between working from home (WFH) and work-life balance (WLB). We propose that the inconsistency in the relationship between WFH and WLB may be due to unexplored moderators of this relationship. The work characteristic “job autonomy,” defined as the degrees of freedom in terms of time and content, is examined as one such possible moderator. We address the question of whether different types of negative spillover (strain-based and time-based spillover) from work to private life are dependent on an interaction effect between the use of WFH and job autonomy.Experienced occupational psychologists analyzed heterogeneous workplaces in an organization over a whole shift using a task-related instrument (TAG-MA: Tool for task analyses and job design in jobs with mental work requirements). The degrees of freedom in terms of content and time were assessed within this. Online questionnaires were used to measure WFH use, perceived job demands, and negative spillover from work to private life. Four moderator models were tested in a sample of 110 employees from various occupations.The results show that WFH is associated with a decrease in negative work-life spillover, especially when people have limited autonomy at work.The results are discussed and differentiated in more detail for the different types of spillover. The implications for health-promoting work design are derived.","PeriodicalId":378099,"journal":{"name":"Frontiers in Organizational Psychology","volume":"80 4","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-02-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140423963","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Promoting employee flourishing and performance: the roles of perceived leader emotional intelligence, positive team emotional climate, and employee emotional intelligence","authors":"R. N. A'yuninnisa, L. Carminati, C. Wilderom","doi":"10.3389/forgp.2024.1283067","DOIUrl":"https://doi.org/10.3389/forgp.2024.1283067","url":null,"abstract":"Through the lens of the of Emotion as Social Information (EASI) model, we examined the influence of perceived leader emotional intelligence on employee job flourishing and performance, produced via employee emotional intelligence, under the condition of positive team emotional climate.We collected data with a two-wave survey design involving 1,210 primary school teachers and their 169 leaders. The hypothesized model was then tested using a multilevel structural equation model in Mplus.As hypothesized, the results suggest that perceived leader emotional intelligence positively affects the emotional intelligence level of followers, which enhances their job flourishing and performance. Reflecting the emotional display rules within the team, positive team emotional climate moderates this effect from leader to followers, in such a way that the relationship between perceived leader emotional intelligence and employee emotional intelligence is stronger when this positive team emotional climate is high rather than low.Our findings shed light on the affective impact of leaders and their teams as relevant sources of socio-emotional information for employees at work. Limitations of the present study and directions for future studies are included in the paper.","PeriodicalId":378099,"journal":{"name":"Frontiers in Organizational Psychology","volume":"12 1","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-02-26","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140430914","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"SelfCare when working from home: easier but also more important","authors":"Annika Krick, Miriam Arnold, J. Felfe","doi":"10.3389/forgp.2024.1333689","DOIUrl":"https://doi.org/10.3389/forgp.2024.1333689","url":null,"abstract":"Telework brings opportunities (e.g., flexibility) but also potential risks for health (e.g., fewer boundaries, constant availability). SelfCare could be a relevant work-related resource to reduce these health risks when working from home. SelfCare is part of the Health-oriented Leadership model and describes how individuals prioritize their own health, are aware of signs of stress, and actively promote their own health. In this paper, we postulate that telework enables more SelfCare at home, e.g., due to higher flexibility and autonomy. As SelfCare at home can be used more flexibly, it is also conceivable that the effectiveness of SelfCare increases the more employees work from home. Additionally, for hybrid working employees, the question arises whether SelfCare at both work contexts is distinct and makes an independent contribution to health and whether they even reinforce each other.Our hypotheses were tested in a longitudinal study with N = 727 employees from different industries. This study examined (1) the level of SelfCare on-site and at home (within- and between-person-effects), (2) the moderating effect of telework intensity on the effectiveness of SelfCare at home on health and performance indicators, and (3) direct and interacting effects of SelfCare at home and on-site for health.Between- and within-person-differences show that SelfCare is more prevalent when working from home. Furthermore, SelfCare at home is related to less strain and health complaints as well as more relaxation and performance for individuals with higher telework intensity. SelfCare at home and on-site independently predict strain and health complaints and interact with regard to strain.SelfCare appears to be more relevant with higher telework intensity and is thus an even more important health resource in the telework context. Organizations should provide continuing interventions and online tools to promote SelfCare among employees and leaders. Since little is known about the level and the effects of SelfCare in the telework context, these findings expand previous research on Health-oriented Leadership in the telework context.","PeriodicalId":378099,"journal":{"name":"Frontiers in Organizational Psychology","volume":"89 4","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-02-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139798645","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"SelfCare when working from home: easier but also more important","authors":"Annika Krick, Miriam Arnold, J. Felfe","doi":"10.3389/forgp.2024.1333689","DOIUrl":"https://doi.org/10.3389/forgp.2024.1333689","url":null,"abstract":"Telework brings opportunities (e.g., flexibility) but also potential risks for health (e.g., fewer boundaries, constant availability). SelfCare could be a relevant work-related resource to reduce these health risks when working from home. SelfCare is part of the Health-oriented Leadership model and describes how individuals prioritize their own health, are aware of signs of stress, and actively promote their own health. In this paper, we postulate that telework enables more SelfCare at home, e.g., due to higher flexibility and autonomy. As SelfCare at home can be used more flexibly, it is also conceivable that the effectiveness of SelfCare increases the more employees work from home. Additionally, for hybrid working employees, the question arises whether SelfCare at both work contexts is distinct and makes an independent contribution to health and whether they even reinforce each other.Our hypotheses were tested in a longitudinal study with N = 727 employees from different industries. This study examined (1) the level of SelfCare on-site and at home (within- and between-person-effects), (2) the moderating effect of telework intensity on the effectiveness of SelfCare at home on health and performance indicators, and (3) direct and interacting effects of SelfCare at home and on-site for health.Between- and within-person-differences show that SelfCare is more prevalent when working from home. Furthermore, SelfCare at home is related to less strain and health complaints as well as more relaxation and performance for individuals with higher telework intensity. SelfCare at home and on-site independently predict strain and health complaints and interact with regard to strain.SelfCare appears to be more relevant with higher telework intensity and is thus an even more important health resource in the telework context. Organizations should provide continuing interventions and online tools to promote SelfCare among employees and leaders. Since little is known about the level and the effects of SelfCare in the telework context, these findings expand previous research on Health-oriented Leadership in the telework context.","PeriodicalId":378099,"journal":{"name":"Frontiers in Organizational Psychology","volume":"290 2","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-02-06","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139858529","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Paradoxical leadership: a meta-analytical review","authors":"Allan Lee, Joanne Lyubovnikova, Yaxin Zheng, Z. Li","doi":"10.3389/forgp.2023.1229543","DOIUrl":"https://doi.org/10.3389/forgp.2023.1229543","url":null,"abstract":"The past few decades have brought a rapid emergence of research related to paradoxical leadership behavior (PLB), yet extant research remains scattered, inconsistent and somewhat contradictory. This meta-analysis examines the association between PLB and follower/team outcomes, specifically exploring PLBs incremental validity over other established leadership styles, namely transactional, transformational and servant leadership, as well three competing mechanisms through which PLB elicits positive effects. Our findings demonstrate that PLB is consistently positively associated with follower in-role performance, organizational citizenship behavior, creativity, voice and innovation. However, while PLB showed consistent incremental effects over transactional leadership, its incremental validity in relation to transformational and servant leadership is less clear, with the exception of predicting innovation. Finally, we found evidence that PLB is related to follower behaviors via socio-cognitive (psychological safety), role-based (role clarity), and relational (LMX) mechanisms, with these effects varying as a function of the outcome. Based on our findings, we derive several important implications for PLB theory and key implications for future research.","PeriodicalId":378099,"journal":{"name":"Frontiers in Organizational Psychology","volume":"151 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-08-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"133419007","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Weekly reciprocal relationships between job crafting, work engagement, and performance—a within-person approach","authors":"Elisa Lopper, Marvin Milius, Dorota Reis, Sandra Nitz, A. Hoppe","doi":"10.3389/forgp.2023.1200117","DOIUrl":"https://doi.org/10.3389/forgp.2023.1200117","url":null,"abstract":"Following the principles of the conservation of resources theory, this study explored whether job crafting, work engagement, and performance are reciprocally related from one week to the next.Data (N = 175) from a weekly diary study were analyzed using a random intercept cross-lagged panel model (RI-CLPM) to differentiate between stable trait-like between-unit and state-like within-person components.The results revealed that, within weeks, job crafting, work engagement, and performance are associated with each other. Across weeks, on average, job crafting levels predicted work engagement and performance at the within-person level the following week. Inversely, work engagement, on average, predicted job crafting the next week, providing evidence for a positive cycle between both variables. Finally, work engagement and performance were reciprocally related from one week to the next, although the effects varied significantly in magnitude and direction.Overall, the within-person relationships between job crafting, work engagement, and performance were more heterogeneous than anticipated.","PeriodicalId":378099,"journal":{"name":"Frontiers in Organizational Psychology","volume":"16 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-07-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"127771018","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Primary challenges for employee health and wellbeing","authors":"R. van Dick","doi":"10.3389/forgp.2023.1223232","DOIUrl":"https://doi.org/10.3389/forgp.2023.1223232","url":null,"abstract":"This short review listing the primary challenges for employee health and wellbeing was built utilizing three different sources: Textbook knowledge, expert opinions, and artificial intelligence. The review reveals three main topics, namely: (1) Stress and its effects on mental and physical health; (2) uncertainty coming with constant and partly dramatic organizational and societal change; and (3) work-life balance and detachment. This list of challenges may be useful for researchers designing new theories and research and for practicing managers.","PeriodicalId":378099,"journal":{"name":"Frontiers in Organizational Psychology","volume":"86 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-07-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"131164353","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}