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Working from home (WFH) has become increasingly common, and its impact on job performance is particularly interesting to researchers. Prior research has established a positive correlation between remote work and job performance, but the underlying mechanisms still need to be fully understood. This diary study addresses this issue by applying the Job Demands-Resources (JD-R) theory and developing a mediation model that identifies two processes responsible for the positive and negative relationships of WFH (compared to working at the office or WATO) with job performance. The study was conducted in a public organization, and 203 employees engaged in hybrid work arrangements answered an online survey for eight consecutive workdays. Results showed that working from home (WFH) had an indirect positive relationship with job performance through daily concentration and work engagement. Instead, no significant indirect relationship of WFH with daily job performance through daily social isolation and tension was observed. However, a disengagement “effect” was found, as the indirect relationship of WFH with daily job performance via daily social isolation and work engagement was negative and statistically significant. Theoretically, this study supports a motivational mechanism linking WFH to job performance, does not support the health-impairment process triggered by WFH, and emphasizes the importance of considering the complex interplay between job demands and motivational states. From a practical standpoint, the study suggests that organizations implementing hybrid work should enhance employee motivation, for instance, by providing tools to improve employee concentration and addressing potential feelings of social isolation when working from home. [ABSTRACT FROM AUTHOR]

Employment quality is a social determinant of employee health. However, little is known about the psychological mechanisms underlying this relationship. In this study, we investigated whether work engagement and affective job insecurity mediated the relationship between three employment quality indicators: type of contract (0. temporary vs. 1. permanent), employment relationship (0. part-time vs. 1. full-time), and salary, on the one hand, and employee health complaints, on the other. We implemented a time-lagged design with three time points. Our sample was composed of 247 employees. The data analysis using Structural Equation Modelling methods showed statistically significant negative indirect effects of the job contract type and salary on employee health complaints via the two mediators investigated in the case of salary and via affective job insecurity in the case of job contract type. Our study contributes to understanding why some employment quality indicators are related to employee health complaints. It also highlights that promoting high quality employment arrangements is not only a way to create engaging and secure jobs, but also an avenue leading towards employees’ health. [ABSTRACT FROM AUTHOR]

Although the importance of leadership for innovation processes has been acknowledged, the understanding of the relationships between leadership styles and levels of innovation in work teams is still limited. This study among team managers and team members of 133 Spanish bank branches (i.e., work teams) investigated whether the influence of charismatic leadership on work team innovative behavior comes about via team potency, and whether the relationship between charismatic leadership and team potency is moderated by the level of task interdependence within the team. Data were collected at three different time points. Results of structural equation modeling showed that only at high levels of task interdependence, team managers' charismatic leadership at time 1 was significantly positively related to an increase in team potency at time 2, which in turn was positively related to manager ratings of their work teams' innovative behavior at time 3. This means that only at high levels of task interdependence, charismatic leadership had a significant indirect effect on team innovative behavior via team potency. Thus, our study sheds light on the boundary conditions of this effect. [ABSTRACT FROM AUTHOR]

Based on contradictory arguments about whether the frequency of the interactions between team managers and the teams they manage is positive or negative for teams, we hypothesize a curvilinear relationship. Focusing on positive team mood and based on the leadership literature and the conservation of resources theory, we hypothesize an inverted‐U‐shaped relationship. In addition, adding arguments from the substitutes for leadership theory, we propose that this curvilinear relationship is moderated by team potency and tenure. Hypotheses were tested using panel data collected in a sample of 55 work teams by means of hierarchical non‐lineal regression. Results show that, as expected, the relationship between the frequency of the interactions and positive team mood was curvilinear and moderated by team potency and team tenure. As expected, the curve became increasingly convex downward as team tenure increased. However, for team potency, the results were contrary to what was expected. The results have important implications for planning the frequency of managers' interactions with their teams, and they indicate the importance of considering team tenure and potency as contextual moderators. Practitioner points: Our study shows that the frequency with which team managers interact with team members to discuss work, organizational, and team functioning issues is a relevant predictor of positive team mood.More frequent interactions do not always foster positive team mood. Average interaction levels, as perceived by team members, are more effective than low or high levels.Managers should adapt the frequency of the interactions to the characteristics of the teams managed, particularly their tenure and potency. [ABSTRACT FROM AUTHOR]

This study examines the influence of education level diversity on team communication quality and team performance. Specifically, we propose a moderated mediation model with team communication quality as a mediator in the relationship between education level diversity and team performance, and with innovation team climate as a moderator in this mediated relationship. The study sample consisted of 57 bank branches, and a lagged design with three data-collection points was implemented. The results obtained showed that, as expected, innovation team climate moderated the relationship between education level diversity and team communication quality, as well as the indirect effect linking education level diversity, team communication quality, and team performance. Practitioner points This study informs team managers about the contingent influence of education level diversity on work teams' functioning that should be taken into account when forming and managing teams composed of individuals with different levels of formal education., Education level diversity was found to influence team communication quality and performance positively when the level of innovation team climate was high, but negatively when it was low. Therefore, team managers should foster innovation climates in teams with members who have different levels of education., The aforementioned influence of education level diversity was transmitted through intrateam communication quality. Therefore, team managers should enhance the latter variable within educationally diverse teams. [ABSTRACT FROM AUTHOR]

We tested whether the relationship between a team climate of support from the organization and team performance is mediated by positive team mood. Recent research has shown that this team climate facet is related to team performance, but we do not have any empirical evidence about the mechanisms involved in this relationship. The study sample was composed of 59 bank branches, and a longitudinal design with three data-collection points was implemented. The results showed that a team climate of support from the organization was positively related to positive team mood, which in turn was positively related to team members' ratings of team performance. [ABSTRACT FROM AUTHOR]

We tested the hypothesis that the relationship between team climate and team performance is moderated by climate strength. The study sample was composed of 155 bank branches, and a two-wave panel design was implemented. We measured four team climate facets (support, innovation, goal achievement and enabling formalization). We obtained two subjective indicators of team performance (ratings provided by team members and by team managers) and a financial indicator of team performance. Seven out of the 12 interaction effects tested were statistically significant and showed the expected sign. When financial team performance was the criterion, only the interaction term was significant. This suggests that only strong climates are related to financial team performance over time. [ABSTRACT FROM AUTHOR]

We analysed whether relationship conflict mediates the link between task conflict and shared affect at the team level of analysis. Moreover, we tested the hypothesis that the relationship between these two types of intra-team conflict would be moderated by team members' interaction. The sample was composed of 156 bank branches. Data were gathered at two points in time. Two affect dimensions (tension and enthusiasm) were measured. The results obtained supported our hypotheses. Relationship conflict fully mediated the relationship between task conflict and team affect. Team members' interaction about team issues moderated the relationship between task conflict and relationship conflict, so that when team members' interaction was low, the relationship enhanced, whereas when team members' interaction was high, the relationship weakened. [ABSTRACT FROM AUTHOR]

In this simulation study, we investigate the power and Type I error rate of a procedure based on the mean and covariance structure analysis (MACS) model in detecting differential item functioning (DIF) of graded response items with five response categories. The following factors were manipulated: type of DIF (uniform and non-uniform), DIF magnitude (low, medium and large), equality/inequality of latent trait distributions, sample size (100, 200, 400, and 800) and equality or inequality of the sample sizes across groups. The simulated test was made up of 10 items, of which only 1 contained DIF. One hundred replications were generated for each simulated condition. Results indicate that the MACS-based procedure showed acceptable power levels (≥.70) for detecting medium-sized uniform and non-uniform DIF, when both groups' sample sizes were as low as 200/200 and 400/200, respectively. Power increased as sample sizes and DIF magnitude increased. The analyzed procedure tended to better control for its Type I error when both groups' sizes and latent trait distribution were equal across groups and when magnitude of DIF and sample size were small. [ABSTRACT FROM AUTHOR]

The aims of this study were to investigate whether the 6 items of the Physical Appearance Scale (Marsh, Richards, Johnson, Roche, & Tremayne, 1994) show differential item functioning (DIF) across gender groups of adolescents, and to show how this can be done using the multigroup mean and covariance structure (MG-MACS) analysis model. Two samples composed of 402 boys and 445 girls were analyzed. Two DIF items were detected. One of them showed uniform DIF in the unexpected direction, whereas the other showed nonuniform DIF in the expected direction. The practical significance of the DIF detected was trivial. Thus, we concluded that the differences between girls' and boys' average scores on the analyzed scale reflect valid differences on the latent trait. [ABSTRACT FROM AUTHOR]

Ambiguous response formats predict correlations from -.467 to - 1 between opposite items, depending on whether the respondent's interpretation of the format is unipolar or bipolar. The authors present a procedure to investigate the proper interpretation in each case. It consists of applying nonparametric and parametric item response theory models (the Mokken and the graded response models) to pairs of opposite items in order to find the locations of the response options along the latent scale and, therefore, identify the response format construction. The authors tested this procedure on 4 samples (Ns = 142-1,150) and 2 item pairs ("relaxed"-"tense" and "optimistic'-"pessimistic"). The results revealed that respondents constructed the formats as bipolar and supported the bipolarity of the item pairs. [ABSTRACT FROM AUTHOR]

The original version of this article unfortunately contained a mistake. The captions of Fig. 1 and Fig. 2 were exchanged. The correct captions are shown below. [ABSTRACT FROM AUTHOR]

This study examines predictors and outcomes of intra‐individual mood variability in the workplace. During a 3‐month weekly study, we collected data on personality (extraversion and neuroticism), positive and negative workplace mood, and job performance from 357 participants. Path analysis revealed a positive relationship between neuroticism and intra‐individual variability in negative mood, which in turn predicted intra‐individual variability in performance. Results contribute to understanding between‐person differences in intra‐individual mood variability, and they suggest expanding the mood – performance relationship from a static perspective to an intra‐individual dispersion perspective. From a practical point of view, our results identify neuroticism as a potential risk factor for unstable performance, but they also give room for fostering predictable performance. Practitioner points: Individuals with higher neuroticism may be prone to fluctuations in negative mood at work and indirectly to inconsistent performance – this highlights the necessity of personality assessment in both personnel selection and development.Interventions aimed at stabilizing mood can be an effective lever for stabilizing work performance. [ABSTRACT FROM AUTHOR]

Test of measurement invariance across translated versions of questionnaires is a critical prerequisite to comparing scores on the different versions. In this study, we used exploratory structural equation modeling (ESEM) as an alternative approach to evaluate the measurement invariance of the Spanish version of the Physical Self-Description Questionnaire (PSDQ). The two versions were administered to large samples of Australian and Spanish adolescents. First, we compared the CFA and ESEM approaches and showed that ESEM fitted the data much better and resulted in substantially more differentiated factors. We then tested measurement invariance with a 13-model ESEM taxonomy. Results justified using the Spanish version of the PSDQ to carry out cross-cultural comparisons in sport and exercise psychology research. Overall, the study can stimulate research on physical self-concept across countries and foster better cross-cultural comparisons. [ABSTRACT FROM AUTHOR]

This study examines the factorial structure of a new instrument to measure engagement, the hypothesized `opposite' of burnout in a sample of university students (N =314) and employees (N =619). In addition, the factorial structure of the Maslach-Burnout Inventory-General Survey (MBI-GS) is assessed and the relationship between engagement and burnout is examined. Simultaneous confirmatory factor analyses in both samples confirmed the original three-factor structure of the MBI-GS (exhaustion, cynicism, and professional efficacy) as well as the hypothesized three-factor structure of engagement (vigor, dedication, and absorption). Contrary to expectations, a model with two higher-order factors – ‘burnout’ and ‘engagement’ – did not show a superior fit to the data. Instead, our analyses revealed an alternative model with two latent factors including: (1) exhaustion and cynicism (‘core of burnout’); (2) all three engagement scales plus efficacy. Both latent factors are negatively related and share between 22% and 38% of their variances in both samples. Despite the fact that slightly different versions of the MBI-GS and the engagement questionnaire had to be used in both samples the results were remarkably similar across samples, which illustrates the robustness of our findings. [ABSTRACT FROM AUTHOR]

Research on faultlines—hypothetical dividing lines splitting a team into homogeneous subgroups based on team members’ attributes—has produced several meta-analyses, reviews, and algorithms for faultline and subgroup detection. To help navigate this complexity, we summarize the current theories underlying faultline and subgroup research. We also compare the two most recent algorithms for computational faultline/subgroup detection, offer a guideline for choosing adequate algorithms, and recommend measure combinations for future research. We further review empirical faultlines and subgroup research and show that different contextual factors exhibit a strong influence on the effects of faultlines and subgroups. We discuss the need for further theorization on faultlines that does not rely on attribute salience, which considers the number of aligning attributes and the consequences of faultlines at the subgroup level. We conclude considering new potential applications of the faultline construct. [ABSTRACT FROM PUBLISHER]

In this study, we evaluate the role of leader charisma in fostering positive affective team climate and preventing negative affective climate. The analysis of a longitudinal database of 137 bank branches by means of hierarchical moderated regression shows that leader charisma has a stronger effect on team optimism than on team tension. In addition, the leader's influence and the frequency of leader-team interaction moderate the relationship between charisma and affective climate. However, whereas the leader's influence enhances the relationship between leader charisma and positive affective climate, the frequency of interaction has counterproductive effects. [ABSTRACT FROM AUTHOR]