Manifesto for the future of work and organizational psychology

This manifesto presents 10 recommendations for a sustainable future for the field of Work and Organizational Psychology. The manifesto is the result of an emerging movement around the Future of WOP (seewww.futureofwop.com), which aims to bring together WOP-scholars committed to actively contribute to building a better future for our field. Our recommendations are intended to support both individuals and collectives to become actively engaged in co-creating the future of WOP together with us. Therefore, this manifesto is openand never“finished.”It should continuously evolve, based on an ongoing debate around our professional values and behavior. This manifesto is meant, first of all, for ourselves as an academic community. Furthermore, it is also important for managers, decision makers, and other stakeholders and interested parties,such as students, governments and organizations, as we envision what the future of WOP could look like, and it is only through our collective efforts that we will be able to realize a sustainable future for all of us

To Deny, To Justify, Or To Apologize: Do Social Accounts Influence Stress Levels in the Aftermath of Psychological Contract Breach?

Workplace stress carries considerable costs for the employees’ wellbeing and for the organization’s performance. Recent studies demonstrate that perceptions of psychological contract breach are a source of stress for employees. That is, when employees notice that their employer does not fulfil certain obligations, they will perceive that certain resources are threatened or lost, which in turn translates into increased stress. In this experimental study, we zoom in on how stress unfolds in the aftermath of breach perceptions, dependent on the organization’s reaction to the breach. More specifically, we examined the influence of different types of social accounts (i.e., denial, apology, blaming and exonerating justification) on individuals’ stress resolution process using physiological (i.e., heart rate) and psychological (self-report) data

Is it Too Early or Too Late: How Does Social Account Timing Influence Stress Resolution in the Aftermath of Psychological Contract Breach?

Article published in Scientific Reports (10.1038/s41598-022-25728-8) - https://www.nature.com/articles/s41598-022-25728-

I Am So Tired… How Fatigue May Exacerbate Stress Reactions to Psychological Contract Breach

Previous research showed that perceptions of psychological contract (PC) breach have undesirable individual and organizational consequences. Surprisingly, the PC literature has paid little to no attention to the relationship between PC breach perceptions and stress. A better understanding of how PC breach may elicit stress seems crucial, given that stress plays a key role in employees' physical and mental well-being. Based on Conservation of Resources Theory, we suggest that PC breach perceptions represent a perceived loss of valued resources, subsequently leading employees to experience higher stress levels resulting from emerging negative emotions. Moreover, we suggest that this mediated relationship is moderated by initial levels of fatigue, due to fatigue lowering the personal resources necessary to cope with breach events. To tests our hypotheses, we analyzed the multilevel data we obtained from two experience sampling designs (Study 1: 51 Belgian employees; Study 2: 53 US employees). Note that the unit of analysis is “observations” rather than “respondents,” resulting in an effective sample size of 730 (Study 1) and 374 (Study 2) observations. In both studies, we found evidence for the mediating role of negative emotions in the PC breach—stress relationship. In the second study, we also found evidence for the moderating role of fatigue in the mediated PC breach—stress relationship. Implications for research and practice are discussed

Ontology, Epistemology and Methodology

This entry explores the ontology, epistemology and methodology drawn on by research in work and organizational psychology (w/o psychology). Based on a review of studies published in nine highly ranked w/o psychology journals over the past decade, we identify and discuss three dominant themes: (1) the absence of ontological and epistemological debates, (2) sameness of ontology and epistemology, (3) methodological isomorphism. By identifying directions for future w/o psychology scholarship, we recommend greater focus on congruence between ontological and epistemological beliefs and methodology. While this may enable scholars to make more deliberate research choices in how they work, it also fosters pluralism in the field. As such, this entry is an invitation to scholars to further reflect on these themes

Ontology, Epistemology and Methodology

This entry explores the ontology, epistemology and methodology drawn on by research in work and organizational psychology (w/o psychology). Based on a review of studies published in nine highly ranked w/o psychology journals over the past decade, we identify and discuss three dominant themes: (1) the absence of ontological and epistemological debates, (2) sameness of ontology and epistemology, (3) methodological isomorphism. By identifying directions for future w/o psychology scholarship, we recommend greater focus on congruence between ontological and epistemological beliefs and methodology. While this may enable scholars to make more deliberate research choices in how they work, it also fosters pluralism in the field. As such, this entry is an invitation to scholars to further reflect on these themes

Manifesto for the future of work and organizational psychology

This manifesto presents 10 recommendations for a sustainable future for the field of Work and Organizational Psychology. The manifesto is the result of an emerging movement around the Future of WOP (see www.futureofwop.com), which aims to bring together WOP-scholars committed to actively contribute to building a better future for our field. Our recommendations are intended to support both individuals and collectives to become actively engaged in co-creating the future of WOP together with us. Therefore, this manifesto is open and never “finished.” It should continuously evolve, based on an ongoing debate around our professional values and behavior. This manifesto is meant, first of all, for ourselves as an academic community. Furthermore, it is also important for managers, decision makers, and other stakeholders and interested parties, such as students, governments and organizations, as we envision what the future of WOP could look like, and it is only through our collective efforts that we will be able to realize a sustainable future for all of us