Work-Sports Enrichment in Amateur Runners: A Diary Study.

Many employees worldwide combine a job with serious, goal-oriented ambitions in the athletic domain. However, scientific knowledge about day-to-day linkages between work and sports is lacking. We filled this gap in the literature by examining how experiences at work can enrich sports after work. Extending the work-home resources model to the work-sports interface, we posited that proactive work behaviors positively relate to work engagement - a state that may permeate into the sports domain and relate to positive sports outcomes. We conducted a diary study among 170 working recreational runners (598 measurement occasions). Within a three-week period, participants completed two surveys on days they worked and ran after work. Survey 1, completed at the end of the workday, covering proactive work behavior and work engagement, and survey 2, completed after running and covering running performance. The results of multilevel structural equation modeling indicated that on days employees showed more proactive behavior, they also reported higher work engagement. In turn, on days they reported higher work engagement, they recorded a steadier running pace. We discuss how these findings support the phenomenon of work-to-sports spillover and contribute to the current understanding of the interplay between work and sports.

When Teams Fail to Self-Regulate: Predictors and Outcomes of Team Procrastination Among Debating Teams.

Models of team development have indicated that teams typically engage in task delay during the first stages of the team's life cycle. An important question is to what extent this equally applies to all teams, or whether there is variation across teams in the amount of task delay. The present study introduces the concept of team procrastination as a lens through which we can examine whether teams collectively engage in unplanned, voluntary, and irrational delay of team tasks. Based on theory and research on self-regulation, team processes, and team motivation we developed a conceptual multilevel model of predictors and outcomes of team procrastination. In a sample of 209 student debating teams, we investigated whether and why teams engage in collective procrastination as a team, and what consequences team procrastination has in terms of team member well-being and team performance. The results supported the existence of team procrastination as a team-level construct that has some stability over time. The teams' composition in terms of individual-level trait procrastination, as well as the teams' motivational states (i.e., team learning goal orientation, team performance-approach goal orientation in interaction with team efficacy) predicted team procrastination. Team procrastination related positively to team members' stress levels, especially for those low on trait procrastination. Furthermore, team procrastination had an indirect negative relationship with team performance, through teams' collective stress levels. These findings add to the theoretical understanding of self-regulatory processes of teams, and highlight the practical importance of paying attention to team-level states and processes such as team goal orientation and team procrastination.

The burden of secrecy? No effect on hill slant estimation and beanbag throwing.

Slepian, Masicampo, Toosi, and Ambady (2012, Experiment 1) reported that participants who recalled a big secret estimated a hill as steeper than participants who recalled a small secret. This finding was interpreted as evidence that secrets are experienced as physical burdens. In 2 experiments, we tried to replicate this finding, but, despite larger power, did not find a difference in slant estimates between participants who recalled a big secret and those who recalled a small secret. This finding was further corroborated by a meta-analysis that included 8 published data sets of exact replications, which indicates that thinking of a big secret does not affect hill slant estimation. In a third experiment, we also failed to replicate the effect of recalling a secret on throwing a beanbag at a target (Slepian et al., 2012, Experiment 2). Together, our findings question the robustness of the original empirical findings.

A diary study on work-related smartphone use, psychological detachment and exhaustion: examining the role of the perceived segmentation norm.

In this diary study, we examined the associations between daily work-related smartphone use and daily psychological detachment and daily work-related exhaustion within a group of smartphone owners. In addition, we studied the role of the perceived segmentation norm at the workplace as a moderator of the link between work-related smartphone use and detachment. A total of 70 employees using smartphones on initiative of their employer completed a diary questionnaire on 4 successive workdays (N = 268 data points). We hypothesized that work-related smartphone use is negatively related to psychological detachment and that psychological detachment, in turn, is negatively related to work-related exhaustion. Finally, we expected that especially employees who perceive a high segmentation norm at their workplace have difficulties to psychologically detach from work on days that they use their smartphone more intensively. Overall, the results of multilevel analyses supported these hypotheses. The findings emphasize the importance of a clear organizational policy regarding work-related smartphone use outside of work hours.

The effect of goal setting on group performance: a meta-analysis.

Updating and extending the work of O'Leary-Kelly, Martocchio, and Frink (1994), with this meta-analysis on goal setting and group performance we show that specific difficult goals yield considerably higher group performance compared with nonspecific goals (d = 0.80 ± 0.35, k = 23 effect sizes). Moderately difficult and easy goals were also associated with performance benefits relative to nonspecific goals, but these effects were smaller. The overall effect size for all group goals was d = 0.56 ± 0.19 (k = 49). Unexpectedly, task interdependence, task complexity, and participation did not moderate the effect of group goals. Our inventory of multilevel goals in interdependent groups indicated that the effect of individual goals in groups on group performance was contingent upon the focus of the goal: "Egocentric" individual goals, aimed at maximizing individual performance, yielded a particularly negative group-performance effect (d = -1.75 ± 0.60, k = 6), whereas "groupcentric" goals, aimed at maximizing the individual contribution to the group's performance, showed a positive effect (d = 1.20 ± 1.03, k = 4). These findings demonstrate that group goals have a robust effect on group performance. Individual goals can also promote group performance but should be used with caution in interdependent groups. Future research might explore the role of multilevel goals for group performance in more detail. The striking lack of recent field studies in organizational settings that emerged from our brief review of trends in group goal-setting research should be taken into account when designing future studies in this domain.

An evaluation of an aggression management training program to cope with workplace violence in the healthcare sector.

Workplace violence is a major occupational hazard for healthcare workers, generating a need for effective intervention programs. The purpose of this study was to evaluate the effectiveness of an aggression management training program. The evaluation design was based on the internal referencing strategy, an unobtrusive and applicable evaluation method that rules out some major threats to internal validity without the need for a control group. On three occasions, training participants completed a questionnaire containing experimental and control variables. As hypothesized, there was a significant improvement in the experimental variables that was larger than the non-significant change in the control variable. We conclude that aggression management training may be an effective instrument in the fight against workplace violence.