Associations between person-environment fit and mental health - results from the population-based LIFE-Adult-Study.

Within occupational settings, mental health of employees can be affected by complex interactions between individuals and their work environment. The aim of this cross-sectional analysis was to investigate the association between person-environment fit and mental health in employees. Data of n = 568 participants from the LIFE adult cohort study was analysed, including socio-demographic characteristics, three dimensions of person-environment fit (P-E fit), symptoms of depression and anxiety. Assessment took place between 2017 and 2021. Statistical analysis included descriptive analyses as well as generalized linear regression models adjusted for age, gender, socioeconomic status, marital status, and job status. Correlational analysis revealed significant associations between age, marital status, SES, employment status, symptoms of depression and anxiety and P-E fit. According to regression models, greater perceived fit between person and organization was associated with lower depression scores and lower symptoms of anxiety. Higher perceived fit between demands and abilities was significantly related to lower severity of depression and anxiety. Similarly, participants reporting a higher fit between needs and supplies, exhibited less symptom severity regarding depression and anxiety. These results underline the importance of person-environment fit regarding mental health. Finding ways to obtain an optimal balance should not only be recognized as an important factor for health and well-being, but might also be beneficial for organizations and employers in the long-term.

Weight-based stereotype threat in the workplace: consequences for employees with overweight or obesity.

BACKGROUND/OBJECTIVES: Employees with overweight or obesity are often stereotyped as lazy, unmotivated, and less competent than employees with normal weight. As a consequence, employees with overweight or obesity are susceptible to stereotype threat, or the concern about confirming, or being reduced to, a stereotype about their group. This survey study examined whether employees with overweight or obesity experience stereotype threat in the workplace, whether it is associated with their perceived ability to meet their work demands (i.e., work ability), and whether high levels of knowledge about one's self (i.e., authentic self-awareness) can offset a potential negative association. SUBJECTS/METHODS: Using a correlational study design, survey data were collected from N = 758 full-time employees at three measurement points across 3 months. Employees' average body mass index (BMI) was 26.36 kg/m² (SD = 5.45); 34% of participants were employees with overweight (BMI between 25 and <30), and 18% of participants were employees with obesity (BMI > 30). RESULTS: Employees with higher weight and higher BMI reported more weight-based stereotype threat (rs between 0.17 and 0.19, p < 0.001). Employees who experienced higher levels of weight-based stereotype threat reported lower work ability, while controlling for weight, height, and subjective weight (ß = -0.27, p < 0.001). Authentic self-awareness moderated the relationship between weight-based stereotype threat and work ability (ß = 0.14, p < 0.001), such that the relationship between stereotype threat and work ability was negative among employees with low authentic self-awareness (ß = -0.25, p < 0.001), and non-significant among employees with high authentic self-awareness (ß = 0.08, p = 0.315). CONCLUSIONS: The findings of this study contribute to the literature by showing that weight-based stereotype threat is negatively associated with employees' perceived ability to meet their work demands, particularly among those employees with low authentic self-awareness.

Big Five traits as predictors of perceived stressfulness of the COVID-19 pandemic.

This study examined the Big Five personality traits as predictors of individual differences and changes in the perceived stressfulness of the COVID-19 pandemic in Germany between early April 2020 and early September 2020. This timeframe includes the first national "lockdown," the period of "easing" of restrictions, and the summer vacation period. Data were collected from n = 588 full-time employees, who provided baseline data on their personality traits in early December 2019, and then later provided data on perceived stressfulness of the COVID-19 pandemic at five time points, spanning six months. Consistent with expectations based on event and transition theories, results showed that, on average, perceived stressfulness declined between early April 2020 and early September 2020. Moreover, this effect was stronger between early April 2020 and early July 2020. Hypotheses based on the differential reactivity model of personality and stress were partially supported. Emotional stability was associated with lower, and extraversion associated with higher, average levels of perceived stressfulness. Finally, extraversion was associated with increases (i.e., positive trajectories) in perceived stressfulness between early April 2020 and early July 2020 and decreases (i.e., negative trajectories) in perceived stressfulness between early July 2020 and early September 2020.

What to do when there is nothing to do? Toward a better understanding of idle time at work.

Idle time at work is a phase of involuntary downtime during which employees experience that they cannot carry out their work tasks. In contrast to breaks, interruptions, procrastination, or withdrawal behavior, employees cannot work because of the absence of work-related tasks. Based on action regulation theory, we develop an integrative conceptual model on the antecedents and consequences of the subjective experience of idle time. We propose that work constraints (i.e., regulation problems) have negative effects on occupational well-being and task performance, and that these effects are mediated by subjective idle time. The strength of these effects is further assumed to be influenced by individuals' use of proactive (i.e., prevention) and adaptive (i.e., coping) strategies. Results of a supplemental qualitative study, for which we interviewed 20 employees from different occupations, provided preliminary support for the propositions. Finally, we develop theory on how individual, situational, and organizational characteristics may influence the proposed effects on and of idle time. Overall, this conceptual development paper contributes to a better theoretical understanding of idle time at work by extending its definition and applying action regulation theory to this practically important phenomenon.

Workplace digitalization and workload: changes and reciprocal relations across 3 years.

This article reports the results of a 33-wave longitudinal study of changes in, and reciprocal relations between, workplace digitalization and workload. Monthly data were collected between April 2020 and December 2022 from n = 1661 employees in Germany. Based on theoretical models of workplace information and communication technology use, stress, and coping, we hypothesized both positive and negative within-person effects of digitalization on workload, and vice versa. Results of an autoregressive latent trajectory model with structured residuals (ALT-SR) showed on-average positive linear trajectories in digitalization, but not in workload over time. Moreover, higher digitalization was associated with subsequently higher levels of workload, and vice versa. This pattern of results suggests a dynamic, reciprocal process wherein positive deviations from one's average trajectory of digitalization (workload) are associated with subsequently higher levels of workload (digitalization). We additionally find evidence for linear trends in these within-person processes, suggesting that the strength of the within-person effects of digitalization on workload, and of workload on digitalization, becomes more strongly positive over time. Practitioners developing work design interventions could focus on ways to reduce the detrimental impact of digitalization on increased workload, while simultaneously encouraging the potential of digitalization to help employees cope effectively with their workload.

The company Christmas party and employee happiness.

Many companies host an annual Christmas or holiday party which, for many employees, represents a fun, meaningful, and ritualized event closely linked to the organization's culture. However, the factors that relate to employees' satisfaction or dissatisfaction with this event, as well as to their positive and negative affect associated with this event, are currently not well understood. Accordingly, the current study aimed to explore how employee characteristics (e.g., demographics, employment characteristics, attitudes), organizational characteristics (i.e., human relations, open systems, rational goal, internal process culture), and event characteristics (e.g., location, activities, heavy drinking, inappropriate behavior of supervisors or colleagues, ritual features) are related to employee happiness. Data were provided by 359 employees from various organizations in Germany, who completed an online survey at the beginning of January 2019. Results showed that a human relations culture, an external location, fun activities, informality, and symbolism predicted higher employee satisfaction with the Christmas party. In contrast, heavy drinking and formality predicted higher dissatisfaction with the Christmas party, and longer organizational tenure, a human relations culture, a speech, providing both alcoholic and non-alcoholic beverages, and symbolism predicted lower dissatisfaction. Furthermore, employee age, organizational identification, involvement in planning, a human relations and an internal process culture, a speech, providing both alcoholic and non-alcoholic beverages, heavy drinking, supervisor and coworker inappropriate behavior, formality, and symbolism were differentially associated with high- and low-arousal positive and negative affect. These findings suggest several directions for future research on company parties and have practical implications for organizations and party planning committees.

The role of mean item ratings, topic distance, direct leadership, and voice climate in action planning after employee surveys.

This study contributes to the literature on employee surveys as a tool for organizational development and, specifically, the post-survey action planning process by examining key variables that affect this process. Using data from one large company in Germany, this study investigates team-level action planning in three consecutive years of 5,875 organizational units [OUs] in 2016, 5,673 OUs in 2017, and 5,707 OUs in 2018. Ratings per item on the employee survey and topic distance, which refers to the extent to which a survey topic can be addressed within the boundaries of the OU, predicted choice of topics for action planning. Furthermore, direct leadership and voice climate did not predict whether OUs conducted action planning. However, consistent with hypotheses, results showed that direct leadership and voice climate were associated with significantly less action planning in comparison to other topics of the employee survey. Direct leaders and OU members that experience shortcomings in direct leadership or voice climate need to improve on these topics. However, at the same time, these deficits could hinder leaders and members in planning actions in general and for these specific topics, as they represent important requirements for conducting effective action planning in the first place. This creates an organizational paradox. Based on the findings, it is recommend that organizations take topic distance into account when designing questionnaires that entail action planning expectations and consider offering additional resources and support to OUs and direct leaders to enable effective action planning.

Are generations a useful concept?

The concepts of generations and generational differences have received much attention in the academic literature, in the popular press, and among practitioners, policymakers, and politicians. Despite the continued interest, research has failed to find convincing evidence for the existence of distinct generations, commonly conceptualized as broad groupings of birth cohorts (e.g., 1980-2000) that have been influenced by a set of significant events (e.g., economic depressions) and labeled with names and qualities that supposedly reflect their defining characteristics (e.g., Millennials). Further, any differences that have been found in empirical studies, and that have been attributed to generational membership, are more likely due to age and/or contemporaneous period effects. Nonetheless, some researchers, employers, institutions, governments, and many laypeople continue to treat generations like they are a powerful and actionable phenomenon. We address these issues in two ways. First, we review the science of generations, focusing on what is known, what is not, and why the evidence points to the conclusion that generations, as popularly conceptualized, do not exist in objectively quantifiable ways. We also address the disconnect between science and practice regarding generations. Second, we explore alternate explanations for effects that are attributed to generations and review approaches that are both more theoretically sound and empirically supported, including lifespan theory and social constructionist frameworks. Finally, we address connections between assumptions made about generations and concerns about diversity, equity, and inclusion at work. Specifically, we address what has been termed generationalism, the belief that members of specific generations possess unique, stereotypic characteristics.

Interactions across the ages: How concerns about warmth and competence impact age-based stereotype threat in the workplace.

Although the disengagement consequences of age-based stereotype threat in the workplace are well-documented, it is less clear what causes employees to experience age-based stereotype threat. Based on socioemotional selectivity theory, the present study examines whether and why daily cross-age interactions in the workplace lead to stereotype threat. Using a diary study design over 2 weeks, 192 employees (86 employees aged 30 and younger; 106 employees aged 50 and older), completed 3570 reports on daily interactions with coworkers. Results showed that both younger and older employees experienced stereotype threat when they engaged in cross-age interactions compared to interactions with people of a similar age. The characteristics of cross-age interactions that led employees to experience stereotype threat differed by age, however. Consistent with socioemotional selectivity theory, cross-age interactions were problematic for younger employees to the degree that they triggered concerns about competence, whereas concerns about warmth led to stereotype threat among older employees. Daily stereotype threat was associated with reduced feelings of workplace belonging for both younger and older employees but, contrary to expectations, stereotype threat was not related to energy and stress. These findings suggest that cross-age interactions can lead to stereotype threat for both younger and older employees, particularly when younger employees worry they are perceived as incompetent or older employees worry they are perceived as less warm. (PsycInfo Database Record (c) 2023 APA, all rights reserved).

The Japanese version of the occupational future time perspective scale: A validation study.

OBJECTIVE: This study aimed to develop and validate a Japanese version of the Occupational Future Time Perspective scale (OFTP-J) and assess its structural validity, construct validity, internal consistency, and test-retest reliability among Japanese workers. METHODS: The online survey was conducted with 2046 participants who met the eligibility criteria. The Japanese version of the OFTP scale was developed through translation and back-translation processes. Confirmatory factor analysis was performed to evaluate the structural validity. Pearson's correlations were computed to assess construct validity, and Cronbach's alpha coefficients were calculated to determine internal consistency. Test-retest reliability was examined using Cohen's weighted kappa coefficients and intraclass correlation coefficients. RESULTS: The confirmatory factor analysis supported an 8-item model with three factors (i.e., focus on opportunities, perceived remaining time, and focus on limitations) for the Japanese version of the OFTP scale. The scale demonstrated high internal consistency, with Cronbach's alpha coefficients ranging from 0.81 to 0.92. Construct validity was supported by significant correlations between the OFTP scale and its subscales, possible antecedents (age, self-rated health, and job control), and possible outcomes (learning goal orientation, job crafting, and work engagement). Test-retest reliability was confirmed with moderate agreement. CONCLUSIONS: The OFTP-J was found to be reliable and valid. It can be used to measure OFTP among Japanese workers and facilitate comparative research with the original English version. The OFTP-J provides valuable insights into the learning motivation and work engagement of the aging workforce.

Effects of Employee Sickness Presence on Customer Repurchase and Recommendation Intentions: The Role of Customer Affective Reactions.

Sickness presence can have important individual and organizational consequences, such as health deterioration or productivity loss. Additional risks, such as negative customer reactions, may be particularly relevant in the service sector. Based on affective events theory and appraisal theories, we hypothesize that employee sickness presence negatively impacts customer repurchase and recommendation intentions. Furthermore, we explore potential affective mechanisms of these effects, including disease avoidance, personal anger, moral outrage, post-consumption guilt, and customer compassion for the employee. We conducted four studies, including three experimental vignette methodology studies (Ns = 227, 72, and 763) and a qualitative study (N = 54). In Study 1, employee sickness presence had negative effects on repurchase and recommendation intentions. Results of Study 2 show that customers experienced disgust, fear, anger, guilt, compassion, and indifference in response to sickness presence. In Study 3, anger explained the negative effects of employee sickness presence on repurchase and recommendation intentions, while appraisals of moral fairness were negatively related to both customer intentions. Finally, in Study 4, disgust and anger explained negative effects, while fear, guilt, and compassion explained positive effects of employee sickness presence on customer intentions. Appraisals of goal incongruence, reduced agency of the customer, and uncertainty were negatively related to customer intentions. The physical absence of the customer in the service encounter (phone call) mitigated the experience of disgust, fear, and anger, whereas it exacerbated feelings of compassion for the ill employee. Supplementary Information: The online version contains supplementary material available at 10.1007/s10869-021-09764-1.

Relationships between Agile Work Practices and Occupational Well-Being: The Role of Job Demands and Resources.

Agile work practices have been adopted by most software development organizations and by many large organizations from other industries. The introduction of agile work practices is assumed to positively affect work characteristics and, in turn, well-being of employees. So far, there is only very little and methodologically limited empirical research on this topic. Based on job demands-resources theory, we developed and tested a model on the direct and indirect relationships between agile work practices, job demands and resources, and occupational well-being. Data were provided by 260 employees working in agile development teams who participated in two surveys that were approximately six weeks apart. Results of structural equation modeling provided support for the hypothesized model, suggesting that agile work practices have a negative indirect effect on emotional fatigue through lower job demands. At the same time, agile work practices also had a positive indirect effect on emotional engagement through higher job resources. Our research contributes to the literature by integrating agile work practices with job demands-resources theory, bridging an important gap between research and practice. Overall, the findings suggest that the implementation of agile work practices may have a positive impact on occupational well-being by improving employees' perceptions of key work characteristics.

Strength and vulnerability: Indirect effects of age on changes in occupational well-being through emotion regulation and physiological disease.

The strength and vulnerability integration (SAVI) model posits that development across the adult lifespan is accompanied by improvements in emotion regulation and declines in physiological flexibility. Due to these age-related changes, emotional well-being is expected to be higher among older (vs. younger) adults when they experience no or only minor stressors. In contrast, more intense stressors should lead to lower well-being among older adults. We develop and test a conceptual model based on the SAVI model in the work context that focuses on experienced incivility as a moderator of the indirect effects of employee age on changes in two indicators of occupational well-being (i.e., job satisfaction, emotional exhaustion) through emotion regulation and physiological disease. Experienced incivility is a workplace stressor that may weaken the beneficial effects of emotion regulation and intensify the detrimental effects of physiological disease. Data were collected from 781 employees across three time points, spanning 4 months. Results showed that age had indirect effects on (a) increases in job satisfaction through emotion regulation, (b) decreases in emotional exhaustion through emotion regulation, (c) decreases in job satisfaction through physiological disease, and (d) increases in emotional exhaustion through physiological disease. Out of the four hypothesized interaction effects, only the indirect effect of age on decreases in emotional exhaustion through emotion regulation was, as expected, weaker and nonsignificant when experienced incivility was high (vs. low). These findings provide partial support for our model and imply that future theory development on age and occupational well-being should consider both age-related strengths and vulnerabilities. (PsycInfo Database Record (c) 2022 APA, all rights reserved).

Tough times at the top: Occupational status predicts changes in job satisfaction in times of crisis.

How do individuals with a higher versus lower occupational status experience major, unexpected changes to their work life? The COVID-19 pandemic has disrupted most areas of work life and, thus, provides a unique opportunity to examine changes in work attitudes in response to a worldwide crisis. We predict that individuals with higher, but not with lower occupational status showed a decline in job satisfaction during the early stages of the COVID-19 pandemic in Germany (1st lockdown; March to May 2020), with subsequent recovery to initial job satisfaction levels. Based on role theory and social-psychological theories of hierarchical differentiation, we argue that, due to the profound work-related changes, individuals with higher (vs. lower) occupational status are more negatively affected in realizing their work goals and, thus, experience decreasing levels of job satisfaction. To test these predictions, we investigated trajectories of job satisfaction between December 2019 and August 2020 (7 measurement waves; N = 1583). Results of piece-wise growth curve models showed that individuals with higher occupational status showed a steeper decline in job satisfaction (followed by recovery) over time, whereas individuals with medium and lower occupational status did not experience a significant change in job satisfaction. In addition, we show that the decline in job satisfaction is moderated by perceived constraints at work associated with the pandemic among individuals with higher occupational status. Overall, these findings contribute to our understanding of the link between occupational status and job satisfaction in times of crisis.

Workforce Agility: Development and Validation of a Multidimensional Measure.

The concept of workforce agility has become increasingly popular in recent years as agile individuals are expected to be better able to handle change and uncertainty. However, agility has rarely been studied in a systematic way. Relations between agility and positive work outcomes, such as higher performance or increased well-being, have often been suggested but rarely been empirically tested. Furthermore, several different workforce agility measures are used in the literature which complicates the comparison of findings. Recognizing these gaps in the literature, we developed a new workforce agility measure, compared this measure to established workforce agility measures, and empirically tested the relations of workforce agility with work outcomes. For this purpose, we surveyed participants from two samples (N 1 = 218, N 2 = 533). In a first step, we used Sample 1 to examine the factor structure of the measure for item selection. In a second step, we used Sample 2 to confirm the 10-factor structure and to compare the predictive validity of our measure along with two other agility measures. Findings demonstrate predictive validity for all three workforce agility scales, especially in relation to innovative performance. Furthermore, workforce agility related positively to task and innovative performance, organizational citizenship behavior, job satisfaction, and well-being.

Short-Term Effects of Short-Term Work: Dynamics in Fatigue Across Two National Lockdowns.

OBJECTIVE: Anecdotal evidence suggests work fatigue has increased during the COVID-19 pandemic, and work interventions to offset stresses have been effective. Our study sought to test these propositions, documenting and describing the complexity of worker well-being around two lockdown periods. METHODS: Using 17 waves of data from a longitudinal study in Germany (December 2019 to June 2021, n = 1053 employees), we model discontinuous changes in work fatigue and how participation in a government-sponsored short-term work program (Kurzarbeit) affected change trajectories. RESULTS: The COVID-19 pandemic has not invariably resulted in work fatigue, and individuals with Kurzarbeit at the first lockdown (but not the second) showed significantly larger decreases in each form of fatigue at this transition. CONCLUSIONS: Future policy interventions will require more contextual nuance and to effectively support worker well-being during public health crises.

Disentangling between-person and reciprocal within-person relations among perceived leadership and employee well-being.

Based on transactional stress theory and theoretical propositions regarding affective perceptions and reactions, we develop and test a model of reciprocal within-person relations between perceptions of directive and empowering leadership and employee emotional engagement and fatigue. A sample of n = 1,610 employees participated in a study with a three-wave, fully crossed and lagged panel design across 6 months. We used a random intercepts cross-lagged panel model to separate within- from between-person sources of variance in leadership perceptions and employee well-being. Consistent with previous research, at the between-person level of analysis, we found that directive leadership was positively related to both engagement and fatigue, whereas empowering leadership was positively related to engagement and negatively related to fatigue. Interestingly, at the within-person level, we found that some of these relations occur reciprocally, in that directive leadership predicts engagement and, simultaneously, engagement positively predicts perceptions of both directive and empowering leadership. These findings challenge existing assumptions about the directionality of the association between perceived leadership and employee well-being and contribute to an enhanced understanding of the role of employee well-being for the development of leadership perceptions overtime. (PsycInfo Database Record (c) 2022 APA, all rights reserved).

Transformer-Based Deep Neural Language Modeling for Construct-Specific Automatic Item Generation.

Algorithmic automatic item generation can be used to obtain large quantities of cognitive items in the domains of knowledge and aptitude testing. However, conventional item models used by template-based automatic item generation techniques are not ideal for the creation of items for non-cognitive constructs. Progress in this area has been made recently by employing long short-term memory recurrent neural networks to produce word sequences that syntactically resemble items typically found in personality questionnaires. To date, such items have been produced unconditionally, without the possibility of selectively targeting personality domains. In this article, we offer a brief synopsis on past developments in natural language processing and explain why the automatic generation of construct-specific items has become attainable only due to recent technological progress. We propose that pre-trained causal transformer models can be fine-tuned to achieve this task using implicit parameterization in conjunction with conditional generation. We demonstrate this method in a tutorial-like fashion and finally compare aspects of validity in human- and machine-authored items using empirical data. Our study finds that approximately two-thirds of the automatically generated items show good psychometric properties (factor loadings above .40) and that one-third even have properties equivalent to established and highly curated human-authored items. Our work thus demonstrates the practical use of deep neural networks for non-cognitive automatic item generation.

Do We Have a Match? Assessing the Role of Community in Coworking Spaces Based on a Person-Environment Fit Framework.

As working arrangements become more flexible and many people work remotely, the risk of social isolation rises. Coworking spaces try to prevent this by offering not only a workplace, but also a community. Adopting a person-environment fit perspective, we examined how the congruence between workers' needs and supplies by coworking spaces relate to job satisfaction and intent to leave. We identified five needs (i.e., community, collaboration, amenities, location, and cost), of which community was expected to be the central need. An online questionnaire was distributed among coworkers in Germany and Austria, resulting in a sample of 181 coworkers. Results showed that needs-supplies fit regarding community was related to job satisfaction and intent to leave in coworking spaces. Findings for the other needs, however, did not show that congruence is associated with outcomes. Overall, the findings highlight the importance of community fit in coworking and offer insights for workers and entrepreneurs in this area.

Following Up on Employee Surveys: A Conceptual Framework and Systematic Review.

Employee surveys are often used to support organizational development (OD), and particularly the follow-up process after surveys, including action planning, is important. Nevertheless, this process is oftentimes neglected in practice, and research on it is limited as well. In this article, we first define the employee survey follow-up process and differentiate it from other common feedback practices. Second, we develop a comprehensive conceptual framework that integrates the relevant variables of this process. Third, we describe the methods and results of a systematic review that synthesizes the literature on the follow-up process based on the conceptual framework with the purpose of discussing remaining research gaps. Overall, this paper contributes to a better understanding of the organizational and human factors that affect this process. This is useful for practitioners, as it provides guidance for the successful implementation of this human resource practice. For example, research suggests that it is important to enable managers as change agents and to provide them with sufficient resources.