The dark and the bright sides of proactive work behaviour and situational constraints : longitudinal relationships with task conflicts

We investigated relationships of a job stressor (situational constraints) and specific proactive behaviours with change in task conflicts over time. We introduced two distinct types of proactive work behaviour (promotion- oriented initiative and prevention-oriented initiative) and examined their positive but also negative relationships with change in task conflicts. Study 1 supported the construct validity of promotion-oriented initiative and prevention-oriented initiative for 363 student assistants: Confirmatory factor analyses indicated that both types of proactive behaviour were distinct constructs and also distinct from active coping; patterns of correlations were similar to those of a prior concept of proactive behaviour. Study 2 was a longitudinal online survey with 197 employees over 3 weeks. Consistent with our hypotheses, situational constraints and promotion-oriented initiative predicted an increase in task conflicts, whereas prevention-oriented initiative predicted a decrease in task conflicts

The role of star performers in software design teams

Purpose – This study seeks to extend previous research on experts with mainly ad-hoc groups from laboratory research to a field setting. Specifically, this study aims to investigate experts’ relative importance in team performance. Expertise is differentiated into two categories (task functions and team functions) and the paper aims to investigate whether experts in task and team functions predict team performance over and above the team’s average expertise level. Design/methodology/approach – Longitudinal, multi-source data from 96 professional software design engineers were used by means of hierarchical regression analyses. Findings – The results show that both expert members in task functions (i.e. behavior that aids directly in the completion of work-related activities) and the experts in team functions (i.e. facilitation of interpersonal interaction necessary to work together as a team) positively predicted team performance 12 months later over and above the team’s average expertise level. Research limitations/implications – Samples from other industry types are needed to examine the generalizability of the study findings to other occupational groups. Practical implications – For staffing, the findings suggest that experts are particularly important for the prediction of team performance. Organizations should invest effort into finding “star performers” in task and team functions in order to create effective teams. Originality/value – This paper focuses on the relationship between experts (in task functions and team functions) and team performance. It extends prior research on team composition and complements expertise research: similar to cognitive ability and personality, it is important to take into account member expertise when examining how to manage the people mix within teams. Benefits of expertise are not restricted to laboratory research but are broadened to real-world team settings

Love won’t tear us apart but work might: How job stressors relate to constructive and destructive reactions to one’s romantic partner’s negative behavior

This study investigates the associations between job stressors and accommodation (i.e., constructive and nondestructive reactions to negative behavior) in romantic relationships. We propose that situational constraints and workload negatively relate to self-regulatory resources that, in turn, are associated positively with constructive reactions and negatively with destructive reactions. To test our hypotheses, we surveyed 238 employees with online questionnaires twice on one workday. In general, results showed that job stressors were negatively associated with self-regulatory resources that, in turn, were associated with accommodation. In particular, situational constraints, but not workload, negatively related to self-regulatory resources. Self-regulatory resources were negatively associated with destructive reactions, but unrelated to constructive reactions. Self-regulatory resources mediated the indirect effect of job stressors on destructive reactions assessed with a scenario method. We discuss the importance of replenishing self-regulatory resources and suggest ways how to do so

Job demands-resources model in the context of recovery : Testing recovery experiences as mediators

The aim of the present study was to extend the original Job Demands– Resources (JD-R) model by taking into account recovery as an important mediation mechanism between work characteristics and well-being/ill-health. Specifically, we examined whether recovery experiences—strategies promoting recovery—might have a mediating role in the JD-R model among 527 employees from a variety of different jobs. The results showed that psychological detachment fully mediated the effects of job demands on fatigue at work and mastery partially mediated the effects of job resources on work engagement. Altogether, the results suggest that recovery merits consideration as a mediating mechanism in the JD-R model

Psychological detachment from work during nonwork time and employee well-being: The role of leader’s detachment

Research has shown that psychological detachment from work during nonwork time is an important recovery experience and is crucial for employee well-being. Integrating research on job-stress recovery with research on leadership and employee mental health and well-being, this study examines how a leader’s psychological detachment from work during nonwork time directly relates to subordinate psychological detachment from work and indirectly to employee exhaustion and need for recovery. Based on self-report data from 137 employees and their supervisors, this study revealed that leader psychological detachment was related to subordinate psychological detachment and that leader psychological detachment was indirectly related to low subordinate exhaustion and low subordinate need for recovery, also when controlling for negative affectivity and leader-member-exchange. Overall, this study demonstrates that leaders might have an impact on subordinate strain symptoms not only via leadership behavior at work but also via detachment processes during leisure time. These findings suggest that employee recovery processes might not only be regarded as an individual phenomenon, but could be seen as embedded in the larger organizational context

Beyond depletion: Daily self‐control motivation as an explanation of self‐control failure at work

The organizational self-control literature usually applies resource perspectives that explain self-control failure at work by depletion of self-control resources. However, these perspectives neglect the role of self-control motivation. On a daily level, we examine several self-control aspects (resources, motivation, demands, and effort) as predictors of a manifestation of self-control failure at work, namely, daily counterproductive work behavior toward the organization (CWB-O). Additionally, we investigate self-control effort as a mechanism predicting the depletion of self-control resources throughout the day. We analyzed data from 155 employees in a 2-week diary study with 2 daily measurement points. Multilevel path modeling showed that self-control motivation and self-control demands, but not self-control resource depletion, predicted self-control effort. There was an indirect effect from self-control motivation on CWB-O via self-control effort but no indirect effect from self-control demands on self-control resource depletion throughout the day via self-control effort. Findings suggest that self-control motivation is a crucial factor explaining self-control failure at work and cast further doubt on the idea that exerted self-control effort is the only mechanism leading to self-control resource depletion