How and When Job Crafting Relates to Employee Creativity: The Important Roles of Work Engagement and Perceived Work Group Status Diversity.

Creative employees are treasured assets for organizations. However, relatively little is known about what specific actions employees can take to manage their own creative process. Taking a motivational perspective, this study examined how job crafting behaviors positively link to employee creative performance through work engagement, and whether perceived work group status diversity moderates this relationship. We conducted a weekly diary study in which 55 employees from a Chinese energy company were asked to fill in diaries over four consecutive weeks (176 observations in total). Results of the multilevel analyses showed that weekly job crafting behaviors were positively related to weekly creative performance through increasing weekly work engagement. In contrast to our expectation, we found that weekly job crafting behaviors were more positively related to weekly creative performance when perceived work group status diversity was high. In summary, our study suggests that job crafting behaviors are effective actions employees can take to manage their creative processes through increasing work engagement. In addition, we stress that status diversity in existing work environments is an important contextual factor that shapes the job crafting process.

The Critical Roles of Task Conflict and Job Autonomy in the Relationship Between Proactive Personalities and Innovative Employee Behavior.

We examine why and when proactive personality is beneficial for innovative behavior at work. Based on a survey among 166 employees working in 35 departments of a large municipality in the Netherlands we show that an increase in task conflicts explains the positive relation between a proactive personality and innovative employee behavior. This process is moderated by job autonomy in such a way that the relationship between proactive personality and task conflict is particularly strong under low compared with high autonomy. The present research contributes to the discussion on the potential benefits of task conflict for change processes and highlights the importance of examining the interplay between personality and work context for understanding innovation practices.

Mimicry and just world beliefs: mimicking makes men view the world as more personally just.

People's just world beliefs are related to how they feel and behave towards others: the stronger people hold beliefs that the world treats them fairly, the more they feel and act pro-socially towards others. It is conceivable, therefore, that pro-social feelings and behaviours towards others can strengthen people's personal belief in a just world, especially when people expect these positive feelings to be returned. Because mimicry enhances pro-social feelings towards others, we argue that mimicry may strengthen peoples' personal just world beliefs via positive feelings for the mimicked person and the expectation that these positive feelings are returned. Moreover, we expect these effects to be more pronounced for men because men have stronger reciprocity beliefs than women. The results of three studies supported this line of reasoning, showing that mimicry made men believe more strongly that the world is personally just to them. Further support for our line of reasoning was obtained by positive feelings for the (non)mimicked person (Study 2) and reciprocity beliefs (Study 3) mediating the effects. Taken together, the findings suggest that mimicry makes men view the world as more just.

What is happening under the surface? Power, conflict and the performance of medical teams.

CONTEXT: The effect of teamwork on team performance is broadly recognised in the medical field. This recognition is manifested in educational programmes in which attention to interpersonal behaviours during teamwork is growing. Conflict and power differences influence interpersonal behaviours and are marked topics in studies of group functioning in the social and organisational psychology literature. Insights from the domain of social sciences put the ongoing improvement of teamwork into broader perspective. OBJECTIVES: This paper shows how knowledge from the domain of social and organisational psychology contributes to the understanding of teamwork in the medical environment. More specifically, this paper suggests that unfolding the underlying issues of power and conflict within medical teams can be of extra help in the development of educational interventions aimed at improving team performance. METHODS: We review the key social psychology and organisational behaviour literature concerning power and conflict, and relate the insights derived from this to the team process of ad hoc medical action teams. RESULTS: We present a theoretical framework in which insights into power and conflict are used to explain and predict team dynamics in ad hoc medical action teams. CONCLUSIONS: Power and conflict strongly influence interpersonal behaviour. Characteristics of medical action teams give rise to all kinds of issues of disagreement and are accompanied by complex issues of intra-team power distribution. We argue that how team members coordinate, cooperate and communicate is steered by members' personal motivations, which, in turn, strongly depend on their perceptions of power and conflict. Given the importance of the performance of these teams, we suggest future directions for the development of training interventions building on knowledge and theories derived from social and organisational psychology.