Self-inconsistency or self-expansion from wearing multiple hats? The daily effects of enacting multiple professional identities on work meaningfulness.

People increasingly support themselves through multiple jobholding-concurrently performing more than one job-and spend time enacting their professional identities each day. In accordance with self-consistency theory, scholars have emphasized that having to act out more than one professional identity promotes a fragmented sense of self for multiple jobholders, which impedes the meaningfulness of their work. However, we assert that this prevailing view about self-inconsistency is incomplete and problematic because it overlooks consideration for how enacting multiple professional identities may be a self-expanding and stimulating experience that satisfies basic needs for growth and exploration. By jointly applying self-expansion theory and self-consistency theory to the day-to-day experience of wearing multiple hats, we unpack how and why enacting multiple professional identities has countervailing implications for work meaningfulness through its effects on stimulation and self-alienation. We also consider the moderating role of identity contrast on these pathways to meaningfulness. We investigate our assertions in a series of preregistered studies-a comprehensive test of our model in a 15-day experience sampling study (Study 1) as well as constructive replications of each stage of our model (Study 2). Overall, we offer novel insights about the day-to-day tension between stimulation and self-alienation for people who act out multiple professional identities and the impact on the meaningfulness of their work. (PsycInfo Database Record (c) 2024 APA, all rights reserved).

From free pastures to penned in: The within-person effects of psychological reactance on side-hustlers' hostility and initiative in full-time work.

Multiple jobholding is increasingly common, particularly among full-time employees who have adopted side-hustles-income-generating work from the gig economy that is performed alongside full-time work. A distinguishing feature of side-hustles is substantial autonomy in the work's timing, location, and method. This autonomy has typically been portrayed as beneficial. We shift this consensus by developing a within-person model that suggests elevated side-hustle autonomy-relative to what is typical for that person-sets the employee on a course to feel "boxed in" by their full-time job. Drawing on psychological reactance theory, we argue that elevated autonomy in a side-hustle sensitizes employees to threats that restrict their control. As these employees shift to full-time work, we theorize that this sensitivity is associated with feelings of hostility that contribute to counterproductive behavior. We also propose, however, that side-hustle autonomy has benefits for full-time work-motivating employees to reassert control through increased initiative, thereby enhancing task performance. We explore the countervailing relationships between side-hustle autonomy and full-time work outcomes with a daily experience sampling study (ESM) of 101 full-time employees with side-hustles and their coworkers (Study 1) and a weekly ESM study of 100 full-time employees with side-hustles (Study 2). Taken together, we build and test theory about how employees' side-hustle autonomy exhibits within-person relationships that are a "mixed-bag" for their full-time work behavior. (PsycInfo Database Record (c) 2023 APA, all rights reserved).

Motivated to "roll the dice" on trust: The relationships between employees' daily motives, risk propensity, and trust.

Models of trust have focused on the notion that an employee's trust in a coworker is based on that coworker's trustworthiness and the employee's trust propensity-a generalized tendency to believe others are trustworthy. Although these models capture the general assessment of risk associated with trusting a particular coworker, they provide insufficient insight into why an employee might take the risk associated with trust on a particular day. Bringing the concept of risk propensity-the tendency to accept or avoid risk-from the decision-making literature into the trust literature, we build a model of trust that suggests employees' trusting behaviors stem from both their calculated assessment of risk (encapsulated in trustworthiness and trust propensity) and their tendency to take those risks. We draw on motivated reasoning theory (Kunda, 1990) and the decision-making literature to suggest that employees' daily strivings for achievement, affiliation, stimulation, and security induce a biased reasoning process that influences employees' risk propensity that day. Our test of this theoretical model demonstrates that generalized work motives have an indirect effect on employees' trust in their coworkers, through risk propensity, that goes above and beyond established bases of trust. (PsycInfo Database Record (c) 2022 APA, all rights reserved).

From zero to hero and back to zero: The consequences of status inconsistency between the work roles of multiple jobholders.

The surge of opportunities available through the gig economy has increased the sizeable population of people who hold multiple jobs. Many of these multiple jobholders are full-time employees who have adopted side-hustles-income-generating work performed alongside full-time work. A core and ubiquitous feature of both full-time work and side-hustles is status, or membership in a social hierarchy. Although status has traditionally been investigated as an employee's enduring position in the social hierarchy at their full-time job, employees with side-hustles hold two distinct work-related statuses: status in their full-time job and status in their side-hustle. Having two statuses necessarily creates a situation in which employees' status is either consistent or inconsistent across roles. We investigate the implications of status inconsistency between side-hustles and full-time work for employees' stress, well-being, and performance. We assert that status inconsistency between side-hustles and full-time work requires employees to navigate stress-inducing tensions, such as incongruent role expectations and confusion regarding their sense of self. By extension, we propose that status inconsistency between side-hustles and full-time work promotes more role stress than occupying consistently low-status roles. In a four-wave field study of full-time employees with side-hustles, and their supervisors, we use polynomial regression analysis to test our predictions. We find that status inconsistency diminishes performance in full-time work via role stress and emotional exhaustion. Given the burgeoning gig economy and associated changes to how work is organized, our research has important and timely implications for multiple jobholders and their full-time work organizations. (PsycInfo Database Record (c) 2022 APA, all rights reserved).

Hot pursuit: The affective consequences of organization-set versus self-set goals for emotional exhaustion and citizenship behavior.

An unintended side effect of the goal-setting literature's focus on cognitive dynamics has been an insufficient acknowledgment of how employees affectively experience high-performance goals. This is potentially a crucial oversight, considering the substantial body of research that has demonstrated the impact of employees' affective states on organizationally relevant attitudes and behaviors. Drawing on cognitive-motivational-relational theory (Lazarus, 1991), we explore the discrete affective states elicited by high-performance goals. We suggest that a key to understanding these affective states is the source of the performance goal. The literature has largely considered whether goals are organization-set or self-set to be a peripheral aspect of a goal's impact on employees. From an affective perspective, however, an employee's self-set performance goals may be appraised and experienced quite differently than performance goals assigned by the organization. We build a theoretical model that suggests high organization-set goals will elicit anxiety due to an appraisal characterized by uncertainty and threat, whereas high self-set goals will elicit enthusiasm due to an appraisal characterized by positive expectations and benefit. We propose that these affective states will have diverging effects on employees' emotional exhaustion and, subsequently, their extrarole performance. We support our model both in the field via a 4-wave study conducted with police officers and their supervisors and in the laboratory via an experiment in which we manipulated goal source during a performance task. (PsycINFO Database Record (c) 2020 APA, all rights reserved).

I'm tired of listening: The effects of supervisor appraisals of group voice on supervisor emotional exhaustion and performance.

Employee voice, or speaking up with constructive expressions in the workplace, is beneficial to organizations as it is often a catalyst for positive change. Despite its benefits, voice may have mixed implications for supervisors who are frequently the targets of group members' ideas or concerns. We draw on the transactional theory of stress to examine the positive and negative effects of group promotive and prohibitive voice on supervisor emotional exhaustion and performance. Specifically, we theorize and find that supervisors appraise group promotive voice as fostering their well-being and personal growth (i.e., challenge appraisal) and, conversely, appraise group prohibitive voice as inhibiting their well-being and personal growth (i.e., hindrance appraisal). These appraisals, in turn, influence supervisors' emotional exhaustion and performance. Furthermore, we investigate a supervisor's personal sense of power as a boundary condition that influences the effects of group voice on supervisor appraisals of group voice and subsequent emotional exhaustion and performance. We test our model using a multiwave field sample design (Study 1) and an in-person experimental design (Study 2). Across these 2 studies, we find negative indirect effects of group promotive voice on supervisor emotional exhaustion through challenge appraisals of group voice and positive indirect effects of group prohibitive voice on supervisor emotional exhaustion through hindrance appraisals of group voice as well as conditional indirect effects of supervisors' personal sense of power. Our model offers novel insights into supervisors' appraisals of group voice and the implications for their emotional exhaustion and performance. (PsycInfo Database Record (c) 2020 APA, all rights reserved).