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Previous research has shown that both receiving support and providing support enhance employee well‐being and work engagement. In the current study, we integrate social exchange theory (SET) and conservation of resources (COR) theory to investigate under which conditions receiving and providing daily support are most likely to occur. Specifically, we test the hypotheses that receiving requested support and reciprocating received support are more likely when the support is requested or received from a co‐worker who perceives the quality of the exchange relationship as high (vs. low), and less likely when the support is requested or received from a co‐worker high (vs. low) on workaholism. To test these hypotheses, we collected data among 45 employees and their co‐workers during two moments per day for five consecutive working days (N = 90 participants; N = 614 work episodes). Multilevel analyses supported all hypotheses, except for the moderating effect of partner's workaholism on the link between receiving and providing support. These findings imply that receiving and providing support do not occur automatically but are dependent on characteristics of the exchange relationship and the exchange partner. We discuss the implications for SET and COR theories, as well as practical implications. [ABSTRACT FROM AUTHOR]

Social support is in its essence a dyadic exchange process – it has important benefits for those who receive and those who provide support. In the present paper, we develop a model integrating insights from mattering and social exchange theories. We propose that self-determined support behaviors satisfy the provider's feelings of mattering, which have a spillover effect on positive emotions at home. In addition, we hypothesize that positive emotions of the support receiver (co-worker) strengthen this indirect relationship. Hypotheses were tested in a sample of 67 dyads of co-workers (N = 280–305 data points). Results show that autonomous support behaviors positively relate to the provider's positive emotions during the evening via mattering. Furthermore, employees felt that they mattered more and experienced more positive emotions when they supported co-workers with high (vs. low) positive emotions. These findings advance social support, mattering and spillover literatures by showing that brief episodes of helping behavior can satisfy mattering needs at work and help employees experience more positive emotions at home. [ABSTRACT FROM AUTHOR]

According to the self‐determination theory (SDT), individuals flourish when they satisfy their psychological needs. We expand this proposition by testing whether employees satisfy their own needs and improve their own work engagement by providing support to their co‐workers. Moreover, we argue that it matters when and to whom the support is provided. We contend that the indirect effect of autonomously motivated support provision on the provider's work engagement through the provider's need satisfaction is stronger (1) during episodes that the receiver's emotional demands are high (vs. low), (2) when the receiver's learning goal orientation is high (vs. low), or (3) when the receiver's prove performance goal orientation is low (vs. high). We collected data among 97 dyads of police officers (N = 194 participants) during two time blocks on one working day (N = 227–491 episodes). Multi‐level analyses confirmed that support provision related positively to the provider's episodic work engagement through episodic need satisfaction. As hypothesized, this indirect relationship was stronger during emotionally demanding episodes, or when the receiver was characterized by a low prove performance goal orientation. Learning goal orientation did not moderate the support provision–work engagement relationship. These findings expand SDT by indicating that individuals satisfy their own daily needs by providing support, and by showing that it matters when and to whom support is provided. Practitioner points: Providing help benefits both the beneficiary and the helperManagers should encourage the daily exchange of social resources between employeesThe exchange of social support between co‐workers is crucial when employees face demanding clients [ABSTRACT FROM AUTHOR]

Abstract: Job crafting refers to the proactive actions employees take to redesign their jobs in order to get a better fit with their competencies, expectations, and wishes. So far, little is known about job crafting's underlying mechanisms. In this study, we examine how two different states of affective well‐being (workaholism and work engagement) relate to job crafting 3 months later and how these well‐being states steer different self‐management behaviours, which ultimately lead to job crafting. Structural equation modelling on a heterogeneous sample (N = 287) revealed that work engagement and workaholism both relate to expansive job crafting through different self‐management strategies. Work engagement relates to challenge and resource seeking via self‐goal setting and self‐observation strategies, whereas workaholism associates with challenge and resource seeking only through self‐goal setting. In addition, the results show a strong relationship between workaholism and self‐punishment. Altogether, the findings suggest that self‐management strategies can function as an explanatory mechanism for different job crafting behaviours. [ABSTRACT FROM AUTHOR]