My manager endorsed my coworkers' voice: Understanding observers' positive and negative reactions to managerial endorsement of coworker voice.

Research on managerial voice endorsement has primarily focused on the processes and conditions through which voicers receive their managers' endorsement. We shift this focus away from the voicers, focusing instead on the dual reactions that endorsement generates for observing employees. Drawing from an approach-avoidance framework, we propose that managerial endorsement of coworker voice could be perceived as a positive and negative stimulus for observers, prompting them to approach opportunities and avoid threats, respectively. Results from a preregistered experiment and a multiwave, multisource field study revealed that managerial endorsement of coworker voice was positively related to observers' voice instrumentality, thus prompting them to engage in approach behaviors (i.e., voice). We also found that managerial endorsement of coworker voice was positively related to observers' voice threat, triggering avoidant behaviors (i.e., avoidance-oriented counterproductive work behaviors). Further, we found that the avoidant reactions more pronounced for observers with higher (vs. lower) neuroticism. Overall, our research extends theory by demonstrating the rippling effects that voice endorsement can ignite throughout the workgroup. (PsycInfo Database Record (c) 2024 APA, all rights reserved).

Distances and directions: An emotional journey into the recovery process.

Positive emotions stemming from leisure activities are often promoted as a way to achieve a state of recovery, in particular by counteracting negative emotions experienced throughout the workday. Yet the recovery literature frequently takes an undifferentiated view of both the positive emotions employees experience as well as the negative emotions employees are recovering from. This implicitly assumes that all positive emotions are equally effective in facilitating recovery from all negative emotions. Drawing from theory treating emotional movements as a metaphorical journey, we develop a framework for understanding recovery that highlights the importance of the distance and direction that individuals "travel" when moving from negative emotions to positive emotions during the recovery process. We argue that the negative emotions that people start with from work-that is, their emotional origin-as well as the positive emotions that people end with following leisure activities-that is, their emotional destination-jointly influence the state of being recovered. Across two studies using experience-sampling methodologies, we find that "shorter" journeys consisting of emotional destinations that match the activation level of emotional origins (e.g., experiencing high activation positive emotion [HAP] to counter high activation negative emotion) are effective in promoting recovery, while "longer" journeys consisting of mismatches (e.g., experiencing HAP to counter low activation negative emotion) are ineffective for recovery. (PsycInfo Database Record (c) 2024 APA, all rights reserved).

The PCMT model of organizational support: Scale development and theoretical application.

The PCMT model of organizational support conceptualizes organizational support as consisting of four forms that differ in terms of their perceived target and ascribed motive. Across six studies (n = 1,853), we create and validate a psychometrically reliable scale that captures these four forms of organizational support, as well as offer a theoretical advancement to the organizational support literature. In particular, the first five studies involve content validation; assessment of factor analytic structure; tests of test-retest reliability and measurement invariance; and establishment of discriminant, convergent, and predictive validity. The final study involves deployment of the validated, 24-item scale in the field and illustrates that the four different forms of organizational support differentially predict the discrete dimensions of job burnout, the effects of which spillover and crossover into the home domain. This investigation thus offers both empirical and theoretical contributions. Empirically, we provide applied psychologists with an instrument for measuring the four forms of organizational support, enabling the emergence of new lines of research. Theoretically, we illustrate that the content and characteristics associated with the different forms of organizational support are important considerations as conceptual alignment between the type of organizational support perceived and the well-being outcome under study enhances the support's predictive validity. (PsycInfo Database Record (c) 2023 APA, all rights reserved).

Keeping Employees Safe During Health Crises: The Effects of Media Exposure, HR Practices, and Age.

Occupational health and safety are critical in promoting the wellness of organizations and employees. The COVID-19 pandemic is one of the most life-threatening viruses encountered in recent history, providing a unique opportunity for research to examine factors that drive employee safety behavior. Drawing from terror management theory, we propose and test a moderated mediation model using data collected from employees working during a peak of the pandemic. We identify two sources of influence - one external (i.e., media exposure), and one internal (i.e., HR practices) to the organization - that shape employees' mortality salience and safety behaviors. We find that COVID-19 HR practices significantly moderate the relationship between daily COVID-19 media exposure and mortality salience, with media exposure positively associated with mortality salience at lower levels of HR practices but its effects substituted by higher levels of HR practices. Moreover, our results also show that mortality salience spurs safety behaviors, with age moderating this relationship such that younger - but not older - employees are more likely to engage in safety behaviors due to mortality salience. Taken together, we offer theoretical implications for the safety behavior literature and practical implications for organizations faced with health crises or having employees who commonly work in hazardous conditions.

The PCMT model of organizational support: An integrative review and reconciliation of the organizational support literature.

We present an integrative conceptual review that reconciles the organizational support, social exchange, and social support literatures. In particular, we argue that the prevailing, singular conceptualization of organizational support is misaligned with contemporary perspectives on social exchange-which has served as the bedrock for organizational support theory since organizational support theory's inception-and is inconsistent with the social support literature-which has long recognized that support takes several forms. Thus, we draw on both the social exchange and social support literatures to develop four unique forms of organizational support: Teleological, Personalized, Collectivistic, and Monistic Organizational Support. With this enlarged framework for understanding organizational support in hand, we then detail the various research opportunities that the integration of these literatures affords. Specifically, we explain that this framework warrants future research related to the development of new measures, the differential prediction of outcomes, and the discovery of organizational support profiles. We also invoke the social support literature to highlight the potential opportunities in applying optimal matching theory to organizational support, examining relationships between received and perceived organizational support, and identifying the consequences of excessive organizational support. (PsycInfo Database Record (c) 2022 APA, all rights reserved).

Justice change matters: Approach and avoidance mechanisms underlying the regulation of justice over time.

The experience of justice is a dynamic phenomenon that changes over time, yet few studies have directly examined justice change. In this article, we integrate theories of self-regulation and group engagement to derive predictions about the consequences of justice change. We posit that justice change is an important factor because, as suggested by self-regulation theory, people are particularly sensitive to change. Also consistent with self-regulation, we posit that experiencing justice change will influence behavior via separate approach and avoidance systems. Across three multiwave and multisource field studies, we found that justice change predicts employees' engagement in work via perceived insider status along an approach path, whereas it predicts employees' withdrawal from work via exhaustion along an avoidance path, after controlling for the effects of static justice level. Moreover, these approach and avoidance effects are bounded by employees' perception of their employment situation, consistent with a regulatory fit pattern. As expected, employees' perceptions of employment opportunity, which correspond to gains, strengthen the effects along the approach path. Meanwhile, their perceptions of threat of job continuity, which correspond to losses, strengthen the effects along the avoidance path. Importantly, our set of studies highlight the unique influence of justice change incremental to static justice level. (PsycInfo Database Record (c) 2022 APA, all rights reserved).

Seeing from a short-term perspective: When and why daily abusive supervisor behavior yields functional and dysfunctional consequences.

Although destructive consequences for subordinates have featured prominently in the abusive supervision literature, scholars have insinuated that supervisory abuse may temporarily yield functional results. Drawing from research on motive attribution tendencies that underlie abusive supervision and the control perspective of repetitive thought, we develop and test a multilevel theory that delineates both functional and dysfunctional subordinate responses to daily abusive supervisor behavior. We posit that when subordinates generally attribute abusive supervision to performance promotion motives, abusive supervisor behavior during the day leads to task reflexivity that night, translating into within-subordinate increases in next-day task performance. In contrast, when subordinates generally attribute abusive supervision to injury initiation motives, abusive supervisor behavior during the day instead leads to rumination that night, resulting in within-subordinate increases in next-day leader-directed deviance. Results from 2 experience-sampling studies provide support for these predictions. By providing a more fine-grained understanding of both the adaptive and maladaptive consequences of daily abusive supervisor behavior, our research, together with prior studies, suggests that the short-lived instrumental outcomes of abusive supervisor behavior carry a substantial price, despite managers' illusion that acting in an abusive manner could be a feasible influence tactic. (PsycInfo Database Record (c) 2021 APA, all rights reserved).

To thine own (empowered) self be true: Aligning social hierarchy motivation and leader behavior.

Research to date has advanced opposing viewpoints on whether leaders who are psychologically empowered support the autonomy of their subordinates or engage in controlling leader behaviors. Our integration of research on empowerment and social hierarchy suggests that leaders' feelings of empowerment can promote autonomy-supporting and/or controlling leader behaviors, contingent on the leaders' prestige and dominance motivations, respectively. Our findings demonstrate that, among leaders high (vs. low) in prestige motivation, psychological empowerment is positively related to autonomy-supporting leader behaviors because these leaders prefer to influence others by earning their freely conferred respect and deference. In contrast, among leaders high (vs. low) in dominance motivation, psychological empowerment is positively related to controlling leader behaviors because these leaders prefer to influence others using authority and control. Three empirical studies support our theoretical model. (PsycInfo Database Record (c) 2021 APA, all rights reserved).

How critical activities within COVID-19 intensive care units increase nurses' daily occupational calling.

During normal and predictable circumstances, employees' occupational calling (i.e., a transcendent passion to use their talent and competencies toward positive societal impact and a sense of meaningfulness derived from working in a chosen occupational domain) is observed to be relatively stable. However, with the onset of the COVID-19 pandemic, circumstances have become anything but normal and predictable, thus putting employees' sense of occupational calling to the test. In this study, we investigate the possibility that occupational calling fluctuates across days during situations of crisis, and we identify antecedents and consequence of such fluctuations. To test our model, we conducted a daily diary study of 66 nurses working in intensive care units over 5 consecutive work days in a specialized Wuhan hospital that only admitted confirmed COVID-19 patients during the peak of the pandemic in China. We found that the daily number of code blue events (i.e., cardiopulmonary resuscitation efforts with the primary goal of patient revival) was positively related to daily occupational calling for nurses. Moreover, individual differences in prosocial motivation predicted the average level and variability of occupational calling over the 5 days, which subsequently related to the nurses' job performance. Our study sheds light on how occupational calling enables people with the needed occupational knowledge and skills to function effectively in crisis situations. (PsycInfo Database Record (c) 2021 APA, all rights reserved).

Positive family events facilitate effective leader behaviors at work: A within-individual investigation of family-work enrichment.

Challenges related to managing work and family demands have become more and more pressing, particularly for those with high work demands, such as those in managerial and leadership roles. While existing research has focused on how family demands may negatively affect employee functioning at work, less attention has focused on characterizing the process through which individuals can benefit from their family lives. Drawing from self-determination theory, we develop a family-to-work enrichment framework to illustrate how leaders' positive experiences and motivational gains from home may transfer to work. We conducted two experience sampling studies to examine our family-work enrichment framework. Our results show that daily positive family events are positively predictive of consideration and transformational leadership behaviors at work through family need satisfaction and prosocial motivation. Our results further demonstrate that positive family events are more beneficial for leaders who view their family role as important and central (Study 2). (PsycInfo Database Record (c) 2020 APA, all rights reserved).

Turning frowns (and smiles) upside down: A multilevel examination of surface acting positive and negative emotions on well-being.

The consensus in the emotional labor literature is that surface acting is "bad" for employees. However, the evidence on which this consensus is based has been derived from contexts emphasizing the display of positive emotions, such as customer service. Despite the acknowledgment that many contexts also require the display of negative emotions, scholarly work has proceeded under the assumption that surface acting is harmful regardless of the valence of the emotion being displayed. In this study, we take a hedonic approach to well-being and challenge the consensus that surface acting is bad for employees by examining its effects on changes in emotional exhaustion and job satisfaction, through changes in positive and negative affect, for both positive and negative emotional displays. Using a within-person approach, we focus on managers, whose occupation calls for displays of both positive and negative emotions. Our 3-week, experience-sampling study of 79 managers revealed that faking positive emotions decreases positive affect, which harms well-being more than authentically displaying such emotions. In contrast and counter to what the extant literature would suggest, faking negative emotions decreases negative affect and increases positive affect, which benefits well-being more than authentically displaying such emotions. We further integrate construal level theory with hedonic approaches of emotion to identify trait construal level as an important boundary condition to explain for whom surface acting is harmful versus beneficial. (PsycINFO Database Record (c) 2019 APA, all rights reserved).

Incivility and employee performance, citizenship, and counterproductive behaviors: Implications of the social context.

Drawing from the transactional model of stress, we examined how the social context moderates employees' behavioral responses to workplace incivility. On the basis of data from 384 employees nested in 41 groups, we observed a 3-way, cross-level interaction between individually experienced incivility, group incivility differentiation, and group silence predicting supervisor-rated employee performance, citizenship, and counterproductive behaviors. Specifically, employees' own incivility experiences predicted lower performance and citizenship behavior and higher counterproductive behavior in groups where members received highly different incivility treatment and kept silent. These findings indicate that contextual characteristics of one's workgroup have an impact on how employees appraise and respond to workplace incivility. (PsycINFO Database Record (c) 2019 APA, all rights reserved).

The benefits of receiving gratitude for helpers: A daily investigation of proactive and reactive helping at work.

Although gratitude is a key phenomenon that bridges helping with its outcomes, how and why helping relates to receipt of gratitude and its relation with helper's eudaimonic well-being have unfortunately been overlooked in organizational research. The purpose of this study is to unravel how helpers successfully connect to others and their work via receipt of gratitude. To do so, we distinguish different circumstances of helping-reactive helping (i.e., providing help when requested) versus proactive helping (i.e., providing help without being asked)-and examine their unique effect on the gratitude received by helpers, which, in turn, has downstream implications for helpers' perceived prosocial impact and work engagement the following day. Using daily experience sampling (Study 1) and critical incident (Study 2) methods, we found that reactive helping is more likely to be linked to receipt of gratitude than proactive helping. Receipt of gratitude, in turn, is associated with increases in perceived prosocial impact and work engagement the following day. Our study contributes to the helping literature by identifying receipt of gratitude as a novel mechanism that links helping to helper well-being, by distinguishing proactive and reactive helping, and by highlighting eudaimonic well-being as an outcome of helping for helpers. (PsycINFO Database Record (c) 2019 APA, all rights reserved).

Boxed in by your inbox: Implications of daily e-mail demands for managers' leadership behaviors.

Over the past 30 years, the nature of communication at work has changed. Leaders in particular rely increasingly on e-mail to communicate with their superiors and subordinates. However, researchers and practitioners alike suggest that people frequently report feeling overloaded by the e-mail demands they experience at work. In the current study, we develop a self-regulatory framework that articulates how leaders' day-to-day e-mail demands relate to a perceived lack of goal progress, which has a negative impact on their subsequent enactment of routine (i.e., initiating structure) and exemplary (i.e., transformational) leadership behaviors. We further theorize how two cross-level moderators-centrality of e-mail to one's job and trait self-control-impact these relations. In an experience sampling study of 48 managers across 10 consecutive workdays, our results illustrate that e-mail demands are associated with a lack of perceived goal progress, to which leaders respond by reducing their initiating structure and transformational behaviors. The relation of e-mail demands with leader goal progress was strongest when e-mail was perceived as less central to performing one's job, and the relations of low goal progress with leadership behaviors were strongest for leaders low in trait self-control. (PsycINFO Database Record (c) 2018 APA, all rights reserved).

A self-regulation perspective on how and when regulatory focus differentially relates to citizenship behaviors.

Although previous research suggests that regulatory focus matters for organizational citizenship behaviors, it is unclear how promotion and prevention focus relate to such behaviors. Integrating regulatory focus theory with theories of self-regulation, we propose a conceptual model that links trait promotion and prevention foci with specific citizenship behaviors through an emotion-related self-regulation mechanism. Using a sample of 227 nurses working in a hospital context, we observed that trait promotion focus and trait prevention focus predict helping and voice via differential effects on emotional exhaustion. Specifically, trait promotion focus had unconditional indirect effects on helping (positive) and voice (negative) through lower levels of emotional exhaustion. In contrast, trait prevention focus was positively related to voice but negatively related to helping through higher levels of emotional exhaustion. Moreover, these indirect effects of trait prevention focus were moderated by employees' reappraisal of their emotional experiences at work, such that trait prevention focus had weaker relations with helping and voice when reappraisal was higher (vs. lower). We discuss theoretical and practical implications of these findings and highlight avenues for future research. (PsycINFO Database Record (c) 2019 APA, all rights reserved).

Cleansing my abuse: A reparative response model of perpetrating abusive supervisor behavior.

Research on abusive supervision has predominantly focused on the consequences for victims while overlooking how leaders respond to their own abusive behavior. Drawing from the literature on moral cleansing, we posit that supervisors who engage in abusive behavior may paradoxically engage in more constructive leadership behaviors subsequently as a result of feeling guilty and perceiving loss of moral credits. Results from two experience sampling studies show that, within leaders on a daily basis, perpetrating abusive supervisor behavior led to an increase in experienced guilt and perceived loss of moral credits, which in turn motivated leaders to engage in more constructive person-oriented (consideration) and task-oriented (initiating structure) leadership behaviors. In addition, leader moral attentiveness and moral courage strengthen these indirect effects by amplifying leaders' awareness of their immoral behavior and their willingness and determination to make reparations for such behavior. Our research contributes to the theoretical understanding of leaders' responses toward their own abusive supervisor behavior and provides insights into how and when destructive leadership behaviors may, paradoxically, trigger more constructive behaviors. (PsycINFO Database Record

Motivation related to work: A century of progress.

Work motivation is a topic of crucial importance to the success of organizations and societies and the well-being of individuals. We organize the work motivation literature over the last century using a meta-framework that clusters theories, findings, and advances in the field according to their primary focus on (a) motives, traits, and motivation orientations (content); (b) features of the job, work role, and broader environment (context); or (c) the mechanisms and processes involved in choice and striving (process). Our integrative review reveals major achievements in the field, including more precise mapping of the psychological inputs and operations involved in motivation and broadened conceptions of the work environment. Cross-cutting trends over the last century include the primacy of goals, the importance of goal striving processes, and a more nuanced conceptualization of work motivation as a dynamic, goal-directed, resource allocation process that unfolds over the related variables of time, experience, and place. Across the field, advances in methodology and measurement have improved the match between theory and research. Ten promising directions for future research are described and field experiments are suggested as a useful means of bridging the research-practice gap. (PsycINFO Database Record

Who strikes back? A daily investigation of when and why incivility begets incivility.

Incivility at work-low intensity deviant behaviors with an ambiguous intent to harm-has been on the rise, yielding negative consequences for employees' well-being and companies' bottom-lines. Although examinations of incivility have gained momentum in organizational research, theory and empirical tests involving dynamic, within-person processes associated with this negative interpersonal behavior are limited. Drawing from ego depletion theory, we test how experiencing incivility precipitates instigating incivility toward others at work via reduced self-control. Using an experience sampling design across 2 work weeks, we found that experiencing incivility earlier in the day reduced one's levels of self-control (captured via a performance-based measure of self-control), which in turn resulted in increased instigated incivility later in the day. Moreover, organizational politics-a stable, environmental factor-strengthened the relation between experienced incivility and reduced self-control, whereas construal level-a stable, personal factor-weakened the relation between reduced self-control and instigated incivility. Combined, our results yield multiple theoretical, empirical, and practical implications for the study of incivility at work. (PsycINFO Database Record

When lending a hand depletes the will: The daily costs and benefits of helping.

Employees help on a regular daily basis while at work, yet surprisingly little is known about how responding to help requests affects helpers. Although recent theory suggests that helping may come at a cost to the helper, the majority of the helping literature has focused on the benefits of helping. The current study addresses the complex nature of helping by simultaneously considering its costs and benefits for helpers. Using daily diary data across 3 consecutive work weeks, we examine the relationship between responding to help requests, perceived prosocial impact of helping, and helpers' regulatory resources. We find that responding to help requests depletes regulatory resources at an increasing rate, yet perceived prosocial impact of helping can replenish resources. We also find that employees' prosocial motivation moderates these within-person relationships, such that prosocial employees are depleted to a larger extent by responding to help requests, and replenished to a lesser extent by the perceived prosocial impact of helping. Understanding the complex relationship of helping with regulatory resources is important because such resources have downstream effects on helpers' behavior in the workplace. We discuss the implications of our findings for both theory and practice. (PsycINFO Database Record

When ethical leader behavior breaks bad: How ethical leader behavior can turn abusive via ego depletion and moral licensing.

The literature to date has predominantly focused on the benefits of ethical leader behaviors for recipients (e.g., employees and teams). Adopting an actor-centric perspective, in this study we examined whether exhibiting ethical leader behaviors may come at some cost to leaders. Drawing from ego depletion and moral licensing theories, we explored the potential challenges of ethical leader behavior for actors. Across 2 studies which employed multiwave designs that tracked behaviors over consecutive days, we found that leaders' displays of ethical behavior were positively associated with increases in abusive behavior the following day. This association was mediated by increases in depletion and moral credits owing to their earlier displays of ethical behavior. These results suggest that attention is needed to balance the benefits of ethical leader behaviors for recipients against the challenges that such behaviors pose for actors, which include feelings of mental fatigue and psychological license and ultimately abusive interpersonal behaviors. (PsycINFO Database Record