Human Resource Management Practices, Work Intensity, and Workplace Deviance: Exploring the Moderating Role of Core Self-Evaluations

Drawing on social exchange, conservation of resources, and self-verification theories, I conduct two studies to examine the impact of perceived human resource management (HRM) practices on workplace deviance. The first study hypothesizes that perceived maintenance and development HRM bundles have a negative indirect effect on deviance via work intensity. Using a two-wave research design (n = 69), the results demonstrated that both HRM bundles were negatively related to deviance via work intensity. The post-hoc analyses revealed that both HRM bundles had an indirect negative effect on organizational deviance, but were not indirectly related to interpersonal deviance. The second study hypothesizes two moderated mediated models to understand some key moderating effects in the HRM practices and organizational deviance relationship. I first examine a three-way interaction between work intensity, core self-evaluations (CSE), and identity threat on organizational deviance. Afterwards, I hypothesize that this three-way interaction shapes the negative indirect effect of both perceived HRM bundles on organizational deviance via work intensity. Using a cross-sectional research design (n = 125), the results revealed a significant three-way interaction between work intensity, CSE, and identity threat on organizational deviance. The results further revealed that this three-way interaction moderated the indirect effect of perceived development HRM practices (but not perceived maintenance HRM practices) on organizational deviance through work intensity. Consistent with social exchange theory, this research demonstrates that work intensity mediates the relationship between perceived HRM practices and deviance, thereby advancing our understanding of the ‘black box’ between HRM practices and employee outcomes. This research also highlights the moderating roles of CSE and identity threat in the work intensity and organizational deviance relationship. These results demonstrate that the negative relationship between work intensity and organizational deviance strengthens when high CSE employees experience low identity threat. That is, this three-way interaction supports much of the CSE literature that points to the positive implications associated with high CSE, but it also contrasts the mainstream literature by revealing that high CSE may not always be desirable. This research also reveals some of the boundary conditions, namely, CSE and identity threat, in the perceived HRM practices and organizational deviance relationship

Why Enjoying Your Fun Matters: The Role of Participation in Fun Activities, Positive Affect, and Citizenship Pressure on Knowledge Management Behaviors

Drawing from social exchange theory, this research develops a mediated-moderation model that examines the direct and indirect effects of participation in fun activities on three knowledge management behaviors (i.e., knowledge sharing, knowledge hiding, knowledge manipulating) and investigates the mediating role of positive affect and the moderating role of citizenship pressure on these relationships. A three-wave, two-source sample (n = 163) of employees belonging to a high-tech start-up in Canada is used to test this model. Results highlight the importance of positive affect by showing the effects of participation in fun activities on knowledge management behaviors is dependent on whether or not participation in fun activities leads to positive affect. Data also shows citizenship pressure moderates the direct relationship between participation in fun activities and knowledge manipulating, as well as the indirect relationship between participation in fun activities and both knowledge sharing and hiding. These results highlight the theoretical and practical importance of both positive affect and citizenship pressure in understanding the dynamic relationship between workplace fun and knowledge management

Entrepreneurship during the Covid-19 Pandemic: A global study of entrepreneurs' challenges, resilience, and well-being

Summary: Small and medium-sized enterprises (SMEs including the self-employed) account for 90% of businesses globally and provide 70% of employment worldwide. These businesses, typically entrepreneur led, are threatened by the Covid-19 pandemic, meaning that millions of jobs are at risk. This report presents insights from a global study conducted during the pandemic in 2020. We surveyed over 5,000 entrepreneurs in 23 countries that represent 3/4 of the world’s economic output. Most entrepreneurs faced significant challenges threatening the survival of their businesses. We also see resilience in how entrepreneurs navigated the crisis through being agile, adaptive, and exploring new opportunities, utilizing government support, giving back to society, and even harbouring growth ambitions beyond the pandemic. Entrepreneurs’ mental well-being dropped by 12% in the pandemic presenting another threat to their businesses. We chart stressors and well-being resources including social support and self-care strategies that entrepreneurs engaged to stay productive. We close the report (1) by reflecting on five trends for the post-Covid economy and formulate actionable policy recommendations of how entrepreneurs and SMEs can be supported in light of these trends (digitalisation; ‘local’ focus, inclusive business models, developing personal and business resilience), and (2) offer five practical steps for entrepreneurs to protect their well-being

Act or wait-and-see? Adversity, agility, and entrepreneur wellbeing across countries during the Covid-19 pandemic

How can entrepreneurs protect their wellbeing during a crisis? Does engaging agility (namely, opportunity agility and planning agility) in response to adversity help entrepreneurs safeguard their wellbeing? Activated by adversity, agility may function as a specific resilience mechanism enabling positive adaption to crisis. We studied 3,162 entrepreneurs from 20 countries during the COVID-19 pandemic and found that more severe national lockdowns enhanced firm-level adversity for entrepreneurs and diminished their wellbeing. Moreover, entrepreneurs who combined opportunity agility with planning agility experienced higher wellbeing but planning agility alone lowered wellbeing. Entrepreneur agility offers a new agentic perspective to research on entrepreneur wellbeing

The double-edged sword of manager caring behavior: Implications for employee wellbeing

While managers play a critical role in supporting employee wellbeing, prior research suggests that doing so can take a toll on managers themselves. However, we know little about the potential implications of this for employees. Drawing from the leadership-wellbeing literature and social psychological theories of guilt, we propose that manager caring behavior is associated with both positive (vitality) and negative (guilt) employee wellbeing. We find support for these relationships in Study 1 (N = 264) with a time-separated survey. In Study 2, we replicate these findings, and in addition, we examine a negative perceptual response to manager care: employee-rated manager role overload. Drawing on perceptual salience research, we propose that the negative relationship between manager care and employee-rated manager role overload is exacerbated in a team environment where employees fail to care for each other (i.e., a weak caring climate). Study 2 (N = 360) largely supports our hypotheses with multilevel, time-separated field data. The findings suggest that managers should not be expected to "go it alone" to support employee wellbeing because doing so may relate negatively to employee outcomes. (PsycInfo Database Record (c) 2022 APA, all rights reserved)