Picture this: A field experiment of the influence of subtle affective stimuli on employee well‐being and performance

Prior literature examining the antecedents of employee affect has largely ignored subtle affective influences in the workplace and their impact on employees' affective experiences and behaviors. A substantial body of evidence from basic psychology research suggests that individuals' affect can be influenced by minimal stimulus input. The primary objective of this research is to take an initial step towards understanding the “real‐world” impact of subtle affective stimuli in the workplace. Specifically, in a field experiment with a within‐subjects design, we collected data from 68 sales representatives and examined the effect of a subtle affective stimulus (i.e., a black‐and‐white picture of a woman smiling printed on the backdrop of paper–pencil surveys) on employees' affect, well‐being, and performance. Results showed that the smiling picture significantly enhanced participants' positive affect, which in turn influenced employees' extra‐role performance and emotional exhaustion. The smiling picture also indirectly influenced employees' in‐role performance and emotional exhaustion via negative affect. Theoretical and practical implications of these findings are discussed at the end of the paper. Copyright © 2017 John Wiley & Sons, Ltd.     

A within‐individual study of interpersonal conflict as a work stressor: Dispositional and situational moderators

Focusing on interpersonal conflict as a work stressor, the authors used a within‐subjects research design to examine the effect of conflict episodes on employees' negative affect on the job. The roles of agreeableness and social support in moderating the negative effects of conflict episodes were also examined. A two‐week experience‐sampling study revealed that interpersonal conflict influenced employees' intraindividual fluctuations in negative affect. As predicted, agreeableness and social support influenced individuals' patterns of affective responses to conflict, such that conflict was more strongly associated with negative affect for agreeable employees, and for those with lower levels of social support at work. Overall, the results suggest that both personality (agreeableness) and context (social support) significantly moderate the affective implications of interpersonal conflict at work. Copyright © 2010 John Wiley & Sons, Ltd.     

Human resource management systems and work attitudes: The mediating role of future time perspective

This paper examines the role of employees' future time perspective (FTP) in the association between human resource management (HRM) systems and work‐related attitudes. Drawing on social exchange theory, signaling theory, and affective events theory, we hypothesize HRM systems' indirect effects on individual‐level job satisfaction and affective organizational commitment as mediated by FTP. The results of this multilevel study, comprising 913 employees of 76 business units, provide evidence that HRM systems have (i) direct effects on employees' FTP and (ii) indirect effects on job satisfaction and organizational commitment via FTP. In addition, three HRM bundles' (i.e., knowledge, skills, and abilities enhancing; motivation enhancing; and opportunity enhancing) corresponding indirect effects are explored. We discuss the results, theoretical contributions, and practical implications of the study, as well as future research directions. Copyright © 2016 John Wiley & Sons, Ltd.     

Customer‐related social stressors and service providers' affective reactions

Previous research has shown that customer‐related social stressors (CSS) have negative effects on service providers' long‐term well‐being. Little is known, however, about short‐term and mid‐term affective stress reactions and reciprocal effects between service providers' affect and CSS. The aim of this study was to expand extant research (i) by analyzing service providers' short‐term (across a day) and mid‐term (across 2 weeks) affective reactions to perceived CSS; (ii) by analyzing intraindividual as well as interindividual effects; and (iii) by investigating reciprocal effects of affective reactions and CSS that may eventually lead to psychosocial cycles. Our study employed a diary design with three measurement occasions per day over five consecutive days and a two‐week panel design using a sample of employees from public service organizations (N = 106). Results showed that CSS elicit changes in service providers' short‐term and mid‐term negative affects. We also found support for reversed effects of service providers' affective reactions on experienced CSS indicating psychosocial cycles between customers and service providers. To prevent escalation, we discuss potential resources. Copyright © 2012 John Wiley & Sons, Ltd.     

Beyond the mean: Understanding firm‐level consequences of variability in diversity climate perceptions

We develop and test an organizational‐level model of the consequences of diversity climate for company performance. Drawing from affective events theory and the organizational climate literature, we highlight the role of idiosyncrasies in employees' diversity climate perceptions. Specifically, we consider diversity climate strength (i.e., agreement in employees' climate perceptions) as a boundary condition of diversity climate's organizational‐level effects and expect high climate strength to be particularly beneficial in demographically diverse organizations. Moreover, we introduce collective positive affect as an underlying mechanism of diversity climate's conditional effects on company performance. Hypotheses are tested in a study of 82 German small‐and‐medium‐sized companies with 13,695 surveyed employees. Results show a moderated mediation relationship where diversity climate is only positively related to organizational performance (via collective positive affect) at relatively high diversity climate strength. Although this finding holds for both demographically diverse and homogeneous organizations, post hoc analyses provide initial evidence that a strong climate only helps to realize the effects of diversity climate on collective positive affect when members of age‐ and gender‐related demographic subgroups converge in their climate perceptions. Our study contributes to a better understanding of diversity climate as an effective lever for managing diversity.     

The effects of managerial and employee attributions for corporate social responsibility initiatives

Although corporate social responsibility (CSR) can affect employees, we know little about how it affects them. Employees' interpretation of CSR is important because of the paradoxical nature of CSR. When firms operate in ways that seem counter to their nature (i.e., pursuit of social good rather than profit), the causal attributions of affected employees are crucial to understanding their work‐related behavior, as is the role of contextual factors such as leadership processes in shaping these attributions. Drawing from attribution and social learning theories, we develop a multilevel social influence theory of how CSR affects employees. We integrate managers as second observers in the baseline actor (i.e., firm)—observer (i.e., employee) dyad, whereas most attribution theory research has focused on single actor–observer dyads. Multisource field data collected from 427 employees and 45 managers were analyzed using hierarchical linear modeling. Managers' genuine (self‐serving) CSR attributions are positively related to employees' genuine (self‐serving) CSR attributions; and the strength of the relationship between managers' and employees' genuine CSR attributions depends on managers' organizational tenure. Employees' genuine CSR attributions also are positively related to employee advocacy, whereas—interestingly—employees' self‐serving CSR attributions do not appear to harm employee advocacy. Copyright © 2017 John Wiley & Sons, Ltd.     

Transformational leadership and employee voice behavior: A Pygmalion mechanism

We theorized and examined a Pygmalion perspective beyond those proposed in past studies in the relationship between transformational leadership and employee voice behavior. Specifically, we proposed that transformational leadership influences employee voice through leaders' voice expectation and employees' voice role perception (i.e., Pygmalion mechanism). We also theorized that personal identification with transformational leaders influences the extent to which employees internalize leaders' external voice expectation as their own voice role perception. In a time‐lagged field study, we found that leaders' voice expectation and employees' voice role perception (i.e., the Pygmalion process) mediate the relationship between transformational leadership and voice behavior. In addition, we found transformational leadership strengthens employees' personal identification with the leader, which in turn, as a moderator, amplifies the proposed Pygmalion process. Theoretical and practical implications are discussed. Copyright © 2016 John Wiley & Sons, Ltd.     

Goal striving,idiosyncratic deals,and job behavior

Two important gaps remain to be filled in the idiosyncratic deals (i‐deals) literature. First, it is unclear which employees are predisposed to seek and receive i‐deals. Second, it is unclear how employees' perceptions of whether their coworkers are receiving i‐deals affect their own i‐deal experiences. This study proposed a theoretical model suggesting that (a) three key motivational goals identified in human development research, that is, achievement, status, and communion striving, predispose employees to seek and receive i‐deals; (b) employees' perceptions of whether their coworkers are receiving i‐deals moderate these relationships; and (c) employees' i‐deals are related to their job behavior. Data collected from more than 400 working adults in Italy showed that employees' motivational goals (particularly achievement and status striving) were positively related to the levels of i‐deals they received, and that these i‐deals were in turn positively related to supervisors' assessments of their in‐role job performance, voice behavior, and interpersonal citizenship behavior. High perceptions of the extent to which coworkers received i‐deals further strengthened the relationship between status striving and employees' perceptions of their own i‐deals, highlighting a trait‐situation interactionist perspective on employees' i‐deal experiences. Copyright © 2015 John Wiley & Sons, Ltd.     

Employees' surface acting in interactions with leaders and peers

Surface acting has been widely studied in organizational research owing to its impact on organizational behaviors and outcomes. Past research almost exclusively has focused on employees' interactions with external parties such as customers, clients, and patients. This study sought to extend this literature by examining the effects of employees' surface acting in interactions with parties internal to the organization (i.e., leaders and peers). Data were collected from 40 work groups (129 focal participants, 40 leaders, and 40 peers) from a large real estate agency company located in Beijing, China. Results showed that employees' surface acting influenced various emotional, relational, and behavioral outcomes. In addition, the present findings revealed that the consequences of employees' surface acting differed across leaders versus peers. Copyright © 2015 John Wiley & Sons, Ltd.     

Interpreting workplace identities: the role of office décor

Using qualitative methods, I examine how employees in corporate office environments interpreted a variety of relatively permanent office décor (e.g., furniture, photos, personal mementos) as indicators of their colleagues' workplace identities (i.e., central and enduring categorizations regarding employees' status and distinctiveness in the workplace). Similar to the encoding of behavioral cues of identity, findings suggest that interpretation of physical identity markers begins with either (1) a top‐down process of social categorization, in which specific rules are applied to encoding a few, focal, and visually salient pieces of office decor as evidence of management prototypes, or (2) a bottom‐up process of social categorization, in which a variety of physical artifacts are examined and compared to specific managerial exemplars to develop a complex representation of workplace identity. Findings also suggest that some of the unique attributes of physical identity markers (i.e., their potential to be viewed independently from their displayer, and their relative permanence) may be associated with the focus of each profiling process (i.e., on interpreting status vs. distinctiveness, and consistency vs. change). Copyright © 2004 John Wiley & Sons, Ltd.     

Employee judgments of and behaviors toward corporate social responsibility: A multi‐study investigation of direct,cascading, and moderating effects

Do employee judgments of their organization's corporate social responsibility (CSR) programs relate to CSR‐specific performance and in‐role job performance? Can middle managers influence the formation of such judgments and what factors might moderate such cascading influences? To answer these yet unaddressed questions, we conduct three studies. Study 1 takes an organizational justice perspective and tests our baseline model. Results show that employees' CSR judgments trigger their affective commitment and performance on extra‐role CSR‐specific behaviors; however, extra‐role CSR‐specific performance is unrelated to in‐role job performance. Study 2 replicates Study 1's findings while, in addition, applies a social information processing approach and offers novel insights by demonstrating the cascading effects of managers' CSR judgments on employee CSR judgments. Investments made in CSR programs in order to improve employee judgments and behaviors may be unsuccessful if employees' CSR judgments are based on social information that remains unchanged. In addition to replicating the findings from studies 1 and 2, study 3 draws from middle management involvement and leadership theories to show that leadership styles and managers' involvement in implementing deliberate strategy can strengthen or weaken these cascading effects. This highlights the important role of middle managers as “linking pins” in the CSR strategy implementation process. Copyright © 2014 John Wiley & Sons, Ltd.     

Maturation of work attitudes: Correlated change with big five personality traits and reciprocal effects over 15 years

As employees grow older, do their attitudes regarding work change over time? Can such long‐term changes be understood from a personality development perspective? The present study addressed these fundamental questions by tracking 504 young professionals' work attitudes (i.e., job satisfaction and work involvement) and Big Five personality traits over the first 15 years of their professional career. We specifically investigated whether trait changes drive peoples' changing attitudes, a mechanism we called maturation of work attitudes. Latent change models first indicated significant associations between traits and attitudes at the beginning of the career, and mean‐level changes in Big Five traits (i.e., increases in Agreeableness and Conscientiousness and decreases in Neuroticism) in the direction of greater functional maturity. Although no significant mean‐level changes in work attitudes were observed, results regarding correlated change indicated that variability in attitude change was related to variability in trait change and that this indeed signaled a maturational process. Finally, reciprocal effect estimates highlighted bidirectional relations between personality and attitudes over time. It is discussed how these results (i) provide a better understanding of potential age effects on work‐related attitudes and (ii) imply a revision of the traditional dispositional approach to attitudes. Copyright © 2013 John Wiley & Sons, Ltd.     

The effect of positive work reflection during leisure time on affective well‐being: Results from three diary studies

Previous research showed that psychological detachment from work during leisure time is beneficial and that reflecting on negative aspects of work is detrimental for employees' well‐being. However, little is known about the role of positive reflection about work during leisure time. In the present research, we examined the effects of positive work reflection on affective well‐being. Additionally, we tested the effectiveness of an intervention to increase positive work reflection and to improve well‐being with a randomized controlled field experiment. Findings from three diary studies showed that positive work reflection was related to an increase in affective well‐being with regard to both positive and negative moods. The results further indicated that the benefits of positive work reflection were incremental to that of psychological detachment and the absence of negative work reflection. Contrary to our expectation, no evidence was found for the effectiveness of the intervention. Theoretical implications of main findings as well as supplementary findings are further discussed. Copyright © 2015 John Wiley & Sons, Ltd.     

Tired of innovations? Learned helplessness and fatigue in the context of continuous streams of innovation implementation

The business environment faced by contemporary organizations is highly uncertain and constantly changing. Thus, organizations have adopted and implemented a continuous stream of innovations to achieve sustainable growth and survival. Considering the demand for additional resources to implement innovations, the present study explores organizational conditions that may lead to innovation‐targeted burnout and fatigue among employees, which impede their active participation in a subsequent innovation. To this end, we propose a theoretical framework that elucidates the effects of previous innovations on the subsequent implementation behavior of employees. We identify two dimensions of the cognitive appraisal of previous innovations (i.e., intensity and failure) that shape employees' beliefs regarding innovations, such as innovation‐targeted helplessness, which ultimately results in innovation fatigue. Data collected from 84 managers and 397 employees of Chinese and Korean organizations prove the significant role of employee perceptions of previous innovations in shaping the innovation‐targeted helplessness and fatigue of employees, which ultimately affect employee behavior toward a subsequent innovation. The present conceptual and empirical analyses suggest that given continuous streams of innovation implementation, managers should carefully consider employee's perceptions of previous innovations (i.e., intensity and failure) for successful implementation of a subsequent innovation. Copyright © 2017 John Wiley & Sons, Ltd.     

Antecedents and consequences of satisfaction with work–family balance: A moderating role of perceived insider status

This study developed a moderated mediation model to investigate how family‐supportive paid leave and supervision affect employees' satisfaction with work–family balance and in turn their affective organizational commitment and supervisor‐directed organizational citizenship behavior depending on their perceived insider status in the organization. Our analysis of data collected from 118 employee–supervisor dyads in Korean organizations revealed that satisfaction with work–family balance mediated the linkages from family‐supportive supervision to affective organizational commitment and supervisor‐directed organizational citizenship behavior, and the linkage from family‐supportive paid leave to affective organizational commitment. Results further showed that the entire mediational process for family‐supportive supervision was more pronounced for those who perceived themselves to be an insider of their organizations, while the same pattern was not found for the meditational process related to family‐supportive paid leave. Our findings provide theoretical implications for work–family balance research and offer practical suggestions to make employees satisfied with work–family balance.     

Are the costs worth the benefits? Shared perception and the aggregation of organizational climate ratings

A definitional component of organizational climate is the focus on employees' shared perceptions of the focal climate domain. To operationalize the notion of sharedness, researchers typically aggregate employees' domain‐specific climate perceptions to a higher level and justify this aggregation using quantitative indices of agreement. In the current paper, I argue that although accounting for sharedness among employees can provide some valuable insight, our overreliance on sharedness obscures some of the very organizational phenomena of interest. I discuss this issue by focusing on four costs of making unfounded assumptions regarding sharedness: (a) Aggregation assumes individual differences are a function of random error; (b) aggregation assumes that social situations are uniform across employees; (c) aggregation assumes that the unit of analysis is clear‐cut; and (d) aggregation assumes the group mean is meaningful. I argue that researchers carefully need to weigh the costs of violating these assumptions against the expected benefits of aggregating employees' climate perceptions, recognizing that sometimes employees' perceptions (i.e., psychological climate) might provide greater insight into phenomena of interest. Although I discuss these costs within the context of organizational climate research, these arguments apply to other research areas where individual perceptions are aggregated (e.g., research on leadership and teams).     

When work is wanted after hours: Testing weekly stress of information communication technology demands using boundary theory

Information communication technologies (ICTs; e.g., smartphones) enable employees to work anywhere and anytime, blurring work and family boundaries. Building on this trend, this study draws from work–family border/boundary theory to examine antecedents and consequences of employees' weekly experiences of ICT demands (i.e., being accessible and contacted for work after hours via ICTs). A sample of 546 elementary teachers completed a registration survey and a weekly diary for 5 weeks. Multilevel modeling results suggest that ICT demands as a form of work intrusion in the home can constitute a source of significant weekly strain (i.e., negative rumination, negative affect, and insomnia). As border crossers, teachers' adoption of a technological boundary tactic (i.e., keeping work email alerts turned off on mobile phones) was related to lower weekly ICT demands. As important border keepers at work, school principals' work–family support was related to teachers' lower weekly ICT demands, whereas parents' after-hours boundary expectations were related to teachers' higher weekly ICT demands. Moreover, teachers' boundary control was found as a mediating mechanism by which the two border keepers influenced teachers' ICT demands−negative rumination link. That is, teachers who received fewer boundary expectations and/or more work–family support had greater boundary control, which in turn buffered the ICT demands–negative rumination relationship.     

Behaving safely under pressure: The effects of job demands,resources, and safety climate on employee physical and psychosocial safety behavior

Introduction: Previous research has shown that employees who experience high job demands are more inclined to show unsafe behaviors in the workplace. In this paper, we examine why some employees behave safely when faced with these demands while others do not. We add to the literature by incorporating both physical and psychosocial safety climate in the job demands and resources (JD-R) model and extending it to include physical and psychosocial variants of safety behavior. Method: Using a sample of 6230 health care employees nested within 52 organizations, we examined the relationship between job demands and (a) resources, (b) safety climate, and (c) safety behavior. We conducted multilevel analyses to test our hypotheses. Results: Job demands (i.e., work pressure), job resources (i.e., job autonomy, supervisor support, and co-worker support) and safety climate (both physical and psychosocial safety climate) are directly associated with, respectively, lower and higher physical and psychosocial safety behavior. We also found some evidence that safety climate buffers the negative impact of job demands (i.e., work–family conflict and job insecurity) on safety behavior and strengthens the positive impact of job resources (i.e., co-worker support) on safety behavior. Conclusions: Regardless of whether the focus is physical or psychological safety, our results show that strengthening the safety climate within an organization can increase employees' safety behavior. Practical implication: An organization's safety climate is an optimal target of intervention to prevent and ameliorate negative physical and psychological health and safety outcomes, especially in times of uncertainty and change.     

How does the social context fuel the proactive fire? A multilevel review and theoretical synthesis

The role of social context (e.g., leadership, team climate, and organizational support) in shaping employee proactive behavior has received considerable attention and has been investigated across multiple forms of proactive behavior. However, the research has not been well integrated. In this review, we adopt a multilevel approach to synthesize what is known about how social context factors influence employees' proactive behavior, as well as what mechanisms underpin these effects. Our analyses show that leader‐, team‐, and organization‐related social context factors mainly influence employee proactivity through shaping “reason to,” “can do,” and “energized to” states (i.e., proactive motivational states) via individual‐, team‐, and cross‐level processes. That has been most frequently investigated is the effect of the discretionary social context, particularly leadership, on proactive behavior. We also review the interaction effects between social context factors and other factors on employee proactive behavior and found inconsistent support for the motivational‐fit perspective that stimuli with the same directions enhance each other's effect. We offer a research agenda to advance theoretical insights on this important topic.     

Balancing cognition and emotion: Innovation implementation as a function of cognitive appraisal and emotional reactions toward innovation

Focusing on the role of emotions in understanding employee behavior, the present study identifies employees' emotional reactions toward innovation as a mediating process that explains the effects of institutional environment on collective innovation use in work units. We further employed the appraisal theory of emotion and affective events theory (AET) to conceptualize the relationships between cognitions and emotions involving innovation. This expanded conceptual model was tested using multi‐source data from 1150 employees and managers of 81 branches of a Korean insurance company that were implementing a new practice called Life‐Long Learning. Two contextual factors (management involvement and training for innovation) significantly predicted employees' collective cognitive appraisal of the innovation (perceived usefulness and perceived ease of use). Collective cognitive appraisal in turn predicted employees' positive and negative emotions toward the innovation, which completely mediated the effects of contextual factors and cognitive appraisal on implementation effectiveness (consistent and committed use of the innovation in the branch). This study highlights the critical role of emotions in the context of innovation implementation, and shows the need for greater attention to emotional processes in examining organizational innovations. Copyright © 2010 John Wiley & Sons, Ltd.