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In the article, the author calls for papers on the topics of organizational risk and the COVID-19 pandemic, with submission deadline scheduled on February 1, 2022.

Evaluates main issues linked to the use of computerized adaptive tests (CAT) for selection and assessment of employees. Equivalence of paper-and-pencil and CAT formats of the Differential Aptitude Tests (DAT); Assessment of predictive utility of CATS to forecast training program performance; Overall evaluation of trainee performance.

An introduction is presented in which the editor discusses the journal's existing functioning and publication policy, aspirations, and expectations for the future, as well as welcomes varieties of good papers such as papers offering conceptualization, narrative, and prescriptive.

In this British Psychological Society (BPS) landmark paper, we employ an evidence synthesis approach to review the broad range of diversity research published in BPS journals between 2011 and 2021. By focusing on research that investigates stereotypes associated with, and discrimination towards, minority and minoritized groups, we seek to provide readers with a better understanding of the dynamics of a diverse workforce and, going forward, to facilitate the efforts of the psychology research community towards building a body of work that meaningfully addresses workplace inequalities. We thematically analyse and synthesize 25 articles, which fall into four interconnected themes: identity development and management; negative stereotypes, prejudice, and discrimination; working in a diverse team; and the broader organizational environment. Highlighting key strengths of this work and areas for future development, we note the absence of overarching theoretical debates and discussions that might facilitate the development of an on‐going narrative across diversity‐related research published within BPS journals. We outline a future research agenda to bridge methodological divides and to connect with diversity literatures in related disciplines such as human resource development (HRD), human resource management (HRM), and organization studies. In so doing, we advocate for psychologists to move beyond a solely individualistic perspective and instead recognize and account for the context within which diversity‐related processes take place. [ABSTRACT FROM AUTHOR]

An introduction is presented in which the editor discusses articles in the issue on topics including positive psychology, positive organizational scholarship, and positive organizational behaviour.

The author reflects on the discontinuation of four year of editorship in journal Occupational and Organizational Psychology (JOOP). He states the running the journal requires teamwork and he is honored to work with editorial board. He also comments the high quality of the paper in the journal JOOP increased substantially. The author concludes that JOOP survived enormously past 4 years in the field of work and organizational psychology.

The article calls for papers that advance understanding and expertise in the design, implementation, and evaluation of resource-oriented interventions in the workplace. The papers must advance both methodological approaches to studying resource-oriented interventions and original empirical contributions that represent innovative interventions. Also, the papers must address boundary conditions for effective interventions or discuss additional ways to measure intervention effectiveness.

This article presents information on 'Journal of Occupational and Organizational Psychology' as of March 2004. The journal publishes empirical and conceptual papers which aim to increase understanding of people and organizations at work. Its domain is broad, covering industrial, organizational, engineering, vocational and personnel psychology, as well as behavioural and cognitive aspects of industrial relations, ergonomics, human factors and industrial sociology. The editorial team reminds readers that research based on student samples is not usually acceptable, unless students are the most relevant population with which to test the research question/s. However, a little further comment and qualification concerning the nature of the data is needed in order to clarify the team's stance, and also to draw attention to some exceptions. One particular concern here is to discourage studies where causal hypotheses in well-researched areas are tested using entirely self-report survey data from a sample numbering perhaps in the low hundreds, the composition of which is characterized more by availability than special relevance to the research question/s. So, if a study used only cross-sectional self-report data but included some kind of experimental manipulation, other things being equal it could be publishable. A more general, and very important issue concerns the distinction between quantitative and qualitative data. The journal explicitly encourages papers based on the latter, and has done so for quite some time.

A call for papers on designing and evaluating resource-oriented interventions to enhance well-being, health and performance at work is presented.

A call for papers on the applications of naturalistic decision-making is presented.

An introduction to the journal is presented in which the editor discusses the design, implementation, and evaluation of resource-oriented interventions to enhance well-being, health, and performance in the workplace.

An introduction is presented in which the editor discusses articles in the issue on topics including relationship-based leadership; leadership literature; and organizational design.

In this paper, we revisit this well‐established linear relationship of person‐organisation, demands‐abilities, and needs‐supply fit with job satisfaction, commitment, and OCBs, and propose that this relationship may be linear for affective work outcomes but curvilinear for behavioural ones. We test this idea in a two‐wave sample of 212 employees, with measures taken 4 weeks apart. The results support the idea that the relationship between fit and behavioural outcomes can, indeed, be curvilinear. Overall, this study contributes to a better understanding of the nature of the relationship between fit and work outcomes by challenging the long‐held 'more fit is better' logic that pervades much of the PE fit research to date. [ABSTRACT FROM AUTHOR]

Drawing on construal level and conservation of resources theories, our paper focuses on the psychological distance employees experience from their manager in remote work contexts. We specifically examine the role of three leadership behaviours (initiating structure, consideration and vision communication) on employees' perceptions of psychological distance from their manager and the subsequent effects on employee task, emotion and avoidance coping and individual effectiveness outcomes. Using data from two independent studies (Study 1: a four‐wave time‐lagged online study of remotely working 338 participants; Study 2: a four‐wave time‐lagged study of 202 hybrid working professionals), we found that consideration and vision communication reduced employees' perceptions of psychological distance from their manager, while psychological distance decreased task coping. Support for a serial mediation model was also found, with consideration and vision communication indirectly influencing task performance and consideration indirectly influencing organizational citizenship behaviours and withdrawal behaviours via psychological distance and then via task coping. Our research results provide new insights into the role of leadership in remote work contexts and highlight the implications of psychological distance from the leader for employees' coping responses and individual effectiveness. [ABSTRACT FROM AUTHOR]

This paper examines the temporal dynamics of newcomer voice and silence in organizations, focusing on the role of organizational socialization. While prior research has explored the antecedents and effects of newcomer voice behaviour, little attention has been given to how voice and silence evolve over time as newcomers become more familiar with their roles and the organizational context. Drawing on multiple goal pursuit theory, this study investigates how organizational socialization influences the trajectories of newcomer promotive voice, prohibitive voice and employee silence. We test our hypotheses on a sample of 198 organizational newcomers over four waves of data, employing random coefficient growth models. The findings suggest that employee voice and silence follow distinct trajectories and provide partial support for the influence of organizational socialization on these changes in newcomer behaviour. Implications for theory and practice are discussed. [ABSTRACT FROM AUTHOR]

Providing flexibility at work is the most pervasive tool for organizations to help employees manage the work–family (WF) interface. Extant research, however, indicates that flexibility does not consistently reduce WF conflict. This paper reports on two studies that contribute to our understanding of how, and for whom, perceived work flexibility improves these outcomes. We extend work on the mechanisms by which flexibility influences outcomes and extend conservation of resources theory using choice overload theory to understand the boundaries of flexibility as a positive resource, specifically, in the form of procrastination. In Study 1, we found that perceived work flexibility was negatively related to subjective work demand for those low on procrastination. In Study 2, we replicate these effects and extend them by finding that effects of flexibility on WF conflict were mediated by its influence on subjective work demand. We discuss the implications of these findings for future research and practice around flexibility in the WF interface. [ABSTRACT FROM AUTHOR]

This paper investigates dynamic changes in instrumental (i.e., work‐related) tie‐seeking patterns and the structure of a communication network following a downsizing event—whereby many employees are simultaneously eliminated from a network. Our analysis spans a two‐year period and applies a resource‐ and network‐change approach to examine how survivors develop revised resource‐acquisition strategies while repositioning themselves after a downsizing. Our results demonstrate that two temporary logics of tie formation—a suspension of within‐unit homophily and a preference for seeking ties with long‐tenured employees—help employees acquire betweenness centrality during the disruption period. Specifically, we find that disruption initiates a transitional period after downsizing in which new tie‐making logics are employed, including seeking out ties with long‐tenured employees and employees outside of one's department. We observed post‐disruption, during the stabilization period after downsizing, where logics used for tie‐making in the disruption period were abandoned, pre‐disruption tie‐making logics were resumed, and betweenness centrality remained relatively constant. We discuss the theoretical and managerial implications of these results and suggest future research directions. [ABSTRACT FROM AUTHOR]

This paper introduces a novel, temporally sensitive analytical method for qualitative researchers, which is simultaneously timely and necessary given increasing recognition of the fundamental role that time plays in organizational life and scholarship. As a result of this recognition, research designs considering temporality have substantially increased over the past decade. However, while methods for qualitative data collection using longitudinal and 'shortitudinal' designs, in particular qualitative diary methods, have become increasingly common, analytical methods capable of fully exploiting the temporal nature of such data have lagged behind their quantitative counter‐parts, where we see marked progression in analytical methods and procedures. In this paper, we argue that this lack of progression in approaches for analysing qualitative diary data hinders our knowledge and theoretical development when it comes to incorporating temporality, particularly in the exploration of phenomena at individual‐/micro‐levels, arguably most salient to organizational psychology researchers. We respond to these challenges by introducing a novel, step‐by‐step analytical approach that facilitates rigorous incorporation of temporality into the analysis and theorization of micro‐level, qualitative diary data, termed Thematic Trajectory Analysis (TTA). Practitioner points: Existing qualitative analytical methods have limitations when applied to qualitative diary data and have thereby limited the questions that may be explored, and understood, through qualitative data.Offers an alternative, step‐by‐step, analytical approach for researchers and practitioners seeking to understand within‐person changes and dynamism in organizations.Enables the benefits of qualitative diaries to be better exploited by both researchers and practitioners and thereby lead to better understanding of how organizational processes unfold, and in turn, lead to stronger intervention mechanisms.Demonstrates the utility of combing textual and visualized data outputs in understanding complex and dynamic phenomena in organizations. [ABSTRACT FROM AUTHOR]

Research on career adaptability has found that it helps people adapt at work. However, in modern uncertain and dynamic work environment, people need to perform proactive work behaviour to ensure individual effectiveness. Thus, to understand how career adaptability advances career development, it is necessary to examine its influences on proactive work behaviour. Adopting a relational perceptive, the current paper proposed leader‐member exchange and perceived coworker support as the mediators and future work self salience as a moderator. Data were collected with a three‐wave design in China. Findings largely supported the propositions, albeit showing partial mediation effects. This study extends existing understandings of the role of career adaptability at work, provides a new perspective about why it influences work‐related outcomes and enriches the knowledge about the antecedents of proactive work behaviour. [ABSTRACT FROM AUTHOR]

Organizational researchers and practitioners have shown increasing interest in how newcomer proactivity contributes to socialization. This meta‐analysis synthesizes the existing empirical research that examines the relationships between frequently performed newcomer proactive behaviours (sensemaking, relationship building, positive framing and job change negotiation) and proximal and distal socialization outcomes. Proximal outcomes include role clarity, task mastery and social integration; distal outcomes include job performance, job satisfaction, organizational commitment and turnover intention. Based on 45 independent samples (N = 11,508), proactive behaviours were found to be generally beneficial for newcomer socialization. Relative weight analyses identified positive framing as the strongest predictor of five of the seven reviewed outcomes while relationship building accounted for the greatest part of the variance in social integration. Job change negotiation was the weakest predictor of socialization outcomes. The study also explored the impact of boundary conditions, including culture, study design and sample type, on the magnitude of these effects. The paper concludes by discussing the theoretical and practical implications of these findings, along with the study's limitations and suggestions for future research. [ABSTRACT FROM AUTHOR]

In the last 25 years, work‐email activity has been studied across domains and disciplines. Yet, despite the abundance of research available, a comprehensive, unifying framework of how work‐email activity positively impacts both well‐being and work‐performance outcomes has yet to emerge. This is a timely and significant concern; work‐email is the most prominent and popular form of work communication but it is still unclear what people need to do to be effective emailers at work. To address this, we undertook a rigorous cross‐disciplinary systematic literature review of 62 empirical papers. Using action regulation theory, we developed a multi‐action, multi‐goal framework and found four 'super' actions that consistently predict effectiveness (positive well‐being and work‐performance outcomes). These actions involve: (i) communicating and adhering to work‐email access boundaries; (ii) regularly triaging emails (iii) sending work‐relevant email and (iv) being civil and considerate in work‐email exchanges. We found that super actions are engaged when workers have the resources to appropriately regulate their activity, and can attend to their self, task and social needs. Our framework synthesizes a broad and disparate research field, providing valuable insights and guiding future research directions. It also offers practical recommendations to organizations and individuals; by understanding and encouraging the adoption of work‐email super actions, effective work‐email practices can be enhanced. [ABSTRACT FROM AUTHOR]

Successful retirement adjustment requires careful planning in the lead up to this important life transition. While financial planning is routinely prioritized, evidence suggests that the social changes in retirement can be just as challenging to manage — if not more. GROUPS 4 RETIREMENT (G4R) is a new online intervention that addresses this gap by targeting the identity changes that people typically experience in retirement. This paper reports findings from two studies evaluating the acceptability and efficacy of this intervention. Study 1 (N = 89) used a pre‐post design to assess G4R and found that the intervention was positively evaluated by users and led to significant increases in their sense of thriving, perceived control, life satisfaction, anticipated retirement satisfaction, and planning intentions. Study 2 (N = 98) tested the intervention using an experimental design in which participants were randomly assigned to either G4R or a financial planning control condition. Results showed that G4R was as effective as financial planning in improving most outcomes and showed a clear advantage in increasing anticipated retirement satisfaction and intentions to engage in social and activities planning. Together, these studies provide initial evidence of the value of engaging in social identity‐focused social planning to support well‐being and preparedness in the lead up to retirement. [ABSTRACT FROM AUTHOR]

The aim of this paper is to assess the effectiveness of controlled interventions on reducing employees' burnout. Peer-reviewed published papers included in online databases, as well as papers identified in previous reviews, were considered for selection into the meta-analysis. Keywords entered were burnout and intervention, exhaustion and intervention, cynicism and intervention, and depersonalization and intervention. Inclusion criteria for the studies were (1) to include a burnout measure as a primary or a secondary outcome; (2) to include a comparison control group; and (3) available/sufficient data to calculate the d Cohen effect sizes. Using a random-effects model, we found small overall effect sizes for general level of burnout ( d = .22, p < .05, k = 13, overall N control = 741, overall N intervention = 747) and exhaustion ( d = .17, p < .01, k = 34, overall N control = 1,120, overall N intervention = 1,215), and statistically not significant effects for depersonalization ( d = .04, p > .05, k = 31, overall N control = 895, overall N intervention = 888) and personal accomplishment ( d = −.02, p > .05, k = 29, overall N control = 806, overall N intervention = 817). Similar effects were also found at follow-up, suggesting modest but lasting effects of interventions in reducing burnout. Yet, new more tailored strategies to reduce burnout are needed to improve the effects of the interventions. Practitioner points Cognitive-behavioural interventions and interventions based on relaxation techniques are effective only for reducing emotional exhaustion., New types of interventions are needed, to address depersonalization and personal accomplishment., The effects on emotional exhaustion are significant even at more than 6 months after the end of the intervention. [ABSTRACT FROM AUTHOR]

Past research on the importance of traits and abilities in supervisors' hirability decisions has ignored the influence of the selection method used to derive information about these traits and abilities. In this study, experienced retail store supervisors (N = 163) rated job applicant profiles that were described on the Big Five and General Mental Ability (GMA) personality dimensions. Contrary to past studies, the supervisors were also informed about the method of assessment used (paper-and-pencil test vs. unstructured interview). Hierarchical linear modelling analyses showed that the importance attached to extraversion and GMA was significantly moderated by the selection method, with extraversion and GMA decreasing in importance when store supervisors knew that scores on extraversion and GMA were derived from a paper-and-pencil test as opposed to from an unstructured interview. Store supervisors with more selection-related experience also attached more importance to GMA. Results are discussed in relation to the practice-science gap and the extant literature on perceptions of selection procedures. [ABSTRACT FROM AUTHOR]

This paper investigates the relationships between optimism, mindfulness, and task engagement. Specifically, we hypothesized that optimism, mindfulness, and their interaction would facilitate individuals' task engagement. We tested our research model in four studies: two surveys among gig workers and two experiments. The results of the two surveys among gig workers indicated that optimism predicted higher task engagement, but trait mindfulness did not, and that a multiplicative interaction existed between high optimism and high mindfulness in stimulating task engagement. Our two experiments confirmed a significant interaction between optimism and induced state mindfulness and showed that the most engaging situation is being high in both mindfulness and optimism. Although optimism predicted task engagement, the experiments indicated that the effect of the state mindfulness manipulation was above and beyond that of optimism. Finally, we discuss the nuances of the interaction between optimism and mindfulness in predicting task engagement. [ABSTRACT FROM AUTHOR]

Social relationships in and around work are a fundamental building block of organizational life. According to a number of relationship theories, the quality of those relationships is a critical aspect of their influence on a variety of employee and organizational outcomes. Relationship quality is, therefore, one of the most commonly studied constructs in management research. Our paper critically reviews the landscape of relationship quality measures used in management studies, identifying critical issues with how the construct has been conceptualized and measured. To help advance research on the subject and improve measurement, we identify and evaluate 21 relationship quality measures that have been developed for, or used in, management research. Overall, we find that the instruments used to measure relationship quality in management research have significant limitations associated with their conceptualizations and operationalizations. Many of these limitations stem from the fact that most of the measures used to assess the construct were not originally designed to measure relationship quality, which impedes research clarity and implications. We offer a future research agenda and several recommendations for the advancement of management research on relationship quality. [ABSTRACT FROM AUTHOR]

Drawing on social exchange theory, this study examines when and why high performers may fail to obtain supervisory career mentoring (SCM). Although high performance by protégés often makes SCM more efficient and successful, we argue that supervising mentors may be reluctant to offer SCM due to the victimization of high performers that has been shown by recent findings in the supervision literature. We further propose that high performers should be high in perspective‐taking, a core relational competence and a key individual factor that moderates the relationship between protégé performance and SCM. Findings from a multi‐source multi‐time survey (Study 1) and an online experiment (Study 2) consistently show that when high performers are low in perspective‐taking, they are less likely to receive SCM. Moreover, the findings from Study 2 also show that low perspective‐taking by high performers significantly reduces supervisors' expected benefits from mentoring them, which in turn leads to the supervisors having low willingness to mentor. Our research therefore highlights the importance of taking into account the interaction between task and relational competence in understanding how protégé characteristics may influence SCM in organizational settings. The paper concludes with theoretical and practical implications. Practitioner points: At workplace, employees tend to focus on improving their performance and task competence and believe that high performance can help them receive more resources to develop their career. However, if they cannot imagine oneself in another's shoes, high performance can lead to less positive results.High performers should take others' perspective to understand what others feel and think to reduce potential threats seen by the supervisor and their colleagues. Therefore, task and relational competence are equally important.Organizations can help their employees develop this perspective‐taking, including creating more opportunities (e.g., informal social events or formal training) for employees and their supervisors to understand each other's work roles, perspectives and values, which can help employees to understand their supervisors' views and stand in their supervisors' shoes. [ABSTRACT FROM AUTHOR]

The comments offered in this article are intended to maximize the benefits and impact of JOOP content for both practitioners and academicians. Specifically, I argue that because practitioners and academicians alike are 'time-poor' when it comes to reading journal articles, we inevitably end up conducting 'topical scans' in which we scan the titles of an issue for relevant topics. In order to maximize the impact of JOOP content, in addition to these topical scans, we also need to include scans for: (a) relevant techniques, (b) relevant populations, and (c) relevant actions that may be applicable even if the specific topic is not. I also discuss the importance of practitioners becoming more involved in the publication process and describe a matchmaking mechanism for research-practitioner publication collaborations. Finally, I argue that scientistpractitioners are the true heroes of our profession and should therefore be held in high regard. [ABSTRACT FROM AUTHOR]

Data on the recent operation and content of the Journal of Occupational and Organizational Psychology (JOOP) are reviewed and conclusions drawn about the journal and the current state of the field. The benefits of contextualizing research and of strengthening the links between research and practice are discussed. Recommendations to authors, and new elements of JOOP policy and procedure, are outlined. These should be read alongside the earlier editorial statement (Arnold, 2004). [ABSTRACT FROM AUTHOR]

During the COVID‐19 pandemic, first responders and health care workers faced elevated virus‐related risks through prolonged contacts with the public. Research suggests that these workers already experienced lower levels of psychological well‐being linked to occupational risks. Thus, the pandemic's impact might have particularly affected mental health in these groups. This paper analysed data from a large‐scale Welsh population study (N = 12,989) from June to July 2020. Levels of psychological distress were compared across various occupations, including police, fire and rescue, and NHS health care workers. Resilience was also indexed, and its role considered as a protective factor for psychological distress. Surprisingly, health care workers reported lower distress levels than the general population. Further, fire and rescue and police groups had lower distress than most groups and significantly higher resilience. Within police officers, higher resilience levels were protective for distress. Fire and rescue workers were half as likely as others to report distress, even accounting for demographic factors and resilience. The findings offer an optimistic view of psychological resilience in these critical occupations. They illustrate potential benefits to one's mental health of playing a crucial societal role during crises and reiterate the importance of enhancing resilience within groups who encounter high‐risk situations daily. Practitioner points: Our findings provide evidence that health care workers and first responders showed lower levels of psychological distress than the general population during the first period of lockdown due to the COVID‐19 pandemic in the United Kingdom. This may indicate that playing a critical role in society during an episode of crisis, and acting to help others, may be protective of one's own mental health.The research also provides an optimistic view of the psychological resilience of critical first responders and health care workers during a period early on in the COVID‐19 pandemic (June–July 2020). This highlights the benefits of fostering resilience in those working within high‐risk first responder and health care occupations. [ABSTRACT FROM AUTHOR]

This paper explores how multi‐agency response teams communicate and coordinate in different phases of a simulated terrorist incident. Procedural guidelines state that responders should coordinate their response to a major emergency across two phases: 'response' (when the incident is ongoing) and 'recovery' (when the threat has subsided, but the legacy of the incident is ongoing). However, no research has examined whether these phases map to the behaviours of responders in situ. To address this, we used measures of communication and coordination to examine how behaviours evolved during a simulated terrorist incident in the United Kingdom. We grounded our approach within the theoretical literature on multi‐team systems. It was found that the current response/recovery classification does not fit the nuanced context of an emergency. Instead, a three‐phase structure of 'response/resolve/recovery' is more reflective of behaviour. It was also found that coordination between agencies improved when communication networks became less centralized. This suggests that collaborative working in multi‐team systems may be improved by adopting decentralized communication networks. Practitioner points: To better prepare responders for emergencies, we recommend a three‐phase structure of 'response/resolve/recovery' is introduced in place of the current guidelines that outline a two‐phase structure of response and recovery.A three‐phase structure more accurately describes the behaviours of responders during emergencies and accounts for the shift in urgency between an ongoing incident (response) and shortly afterwards when the immediate threat has subsided (resolve).Given the cognitive load on focal agencies, decentralized communication structures should be introduced in the early phases of an emergency to increase collaborative decision‐making across inter‐agency partners. [ABSTRACT FROM AUTHOR]

Paradoxical leadership behaviour (PLB) represents an emerging leadership construct that can help leaders deal with conflicting demands. In this paper, we report three studies that add to this nascent literature theoretically, methodologically, and empirically. In Study 1, we validate an effective short‐form measure of global PLB using three different samples. In Studies 2 and 3, we draw on the job demands–resources model to propose that paradoxical leaders promote followers' work engagement by simultaneously fostering follower goal clarity and work autonomy. The results of survey data from Studies 2 and 3 largely confirm our model. Specifically, our findings show that PLB is positively associated with follower goal clarity and work autonomy, and that PLB exerts an indirect effect on work engagement via these variables. Moreover, our results support a hypothesized interaction effect of goal clarity and work autonomy to predict followers' work engagement, as well as a conditional indirect effect of PLB on work engagement via the interactive effect. We discuss the practical implications for leaders and organizations. Practitioner points: To effectively engage followers in their work, leaders should create work environments in which followers know exactly what to do (i.e., have high goal clarity), but at the same time can determine on their own how to do their work (i.e., have high work autonomy)To foster both goal clarity and work autonomy, leaders should combine communal (e.g., other‐centred, flexibility‐providing) and agentic aspects of leadership (e.g., maintaining decision control and enforcing performance standards).HR departments should design leadership trainings that help leaders to combine seemingly opposing, yet ultimately synergistic behaviours. [ABSTRACT FROM AUTHOR]

An editorial is presented on the Positive psychology interventions in organizations. The article discuses that the increasing interest for positive psychology in the context of work and organizations has led to the publication of many lay management books, thereby presenting managers with the challenge to sort fact from fiction; and the dual purpose of intervention studies presents researchers with several challenges regarding optimizing the effectiveness of these interventions.

Agent-based modelling and simulation (ABMS) has been used by researchers from a variety of disciplines to study a range of phenomena. At present, ABMS is vastly underutilized in organizational psychology, yet we believe it offers a range of potential benefits that are currently not well catered for by existing tools. In this paper, we introduce ABMS and explain how it differs from current approaches. We illustrate the potential advantages of the approach through a range of examples and through the identification of opportunities in the field of organizational psychology. We also highlight potential limitations of the ABMS approach, and discuss the circumstances under which it may make a worthwhile contribution. Practitioner Points This paper outlines ABMS and explains how it adds to the existing toolset of the organizational psychologist. Practitioners will find ABMS and this paper particularly useful: When they are working in high-risk environments, where getting it wrong is costly., Where there are practical or ethical difficulties in conducting real-world research., Where they want to develop and test more holistic interpretations of complex systems and problems., Where they wish to examine feedback loops and/or the impact of time on behaviour. [ABSTRACT FROM AUTHOR]

In this paper, we explore why and when perfectionistic leaders are likely to abuse subordinates. The results of a multi‐wave, multi‐source survey study of 253 pairings of leader–subordinate dyads indicate that perfectionistic leaders are likely to perceive less control than non‐perfectionistic leaders and are thus likely to show more abusive behaviour towards subordinates. In addition, subordinate feedback‐seeking behaviour moderates this mediated relationship. Specifically, the less subordinates seek feedback from perfectionistic leaders, the less control the leaders perceive themselves to have and the more abusive behaviour the leaders will exhibit towards the subordinates. Implications for theory, practice, and future research are also discussed. Practitioner points: Perfectionistic leaders can engage in abusive behaviours that impede functioning.Perfectionistic leaders tend to perceive less control and thus abuse subordinates, especially when perceiving less subordinate feedback‐seeking behaviour. [ABSTRACT FROM AUTHOR]

In the present paper, the relationship between neuroticism and supervisory ratings of performance is examined using a dynamic approach to personality. This approach integrates both within‐ and between‐person differences by looking at individual differences in baseline neuroticism, neuroticism variability and neuroticism attractor strength. Our findings showed that baseline neuroticism related to lower supervisory ratings of performance, and that a high level of baseline neuroticism is particularly detrimental for people who fail to return to their baseline swiftly. Altogether, these findings demonstrate that adopting a more integrative, dynamic approach to personality has the potential to contribute to a better understanding of the personality–performance relationship. Practitioner points: How employees' performance is perceived by their supervisors not only depends on between‐person differences in employees' average level of neuroticism, but also on the extent to which their state neuroticism levels varyAssessing personality dynamics has the potential to contribute to a better understanding of the candidate's personalityManagers should take into account that the impact of baseline personality on performance depends on how deviations from the baseline are regulated. [ABSTRACT FROM AUTHOR]

In this paper, we conceptualize and integrate a measure of political knowledge into the broader literatures on political behaviour, proactivity, and followership. Political knowledge refers to an individual's perceived understanding of the relationships, demands, resources, and preferences of an influential target, such as their leader. We examine political knowledge in the follower–leader context with two studies of employees (Ns = 301 & 492) and two studies of follower–leader pairs (Ns = 187 & 130 dyads). Findings generally support the convergent and discriminant validity of our political knowledge measure. In addition, we find consistent evidence for the mediating role of political knowledge of one's leader in the relationship between follower political skill and political will with self‐reported follower proactive behaviours. Taken together, the results contribute to the political influence framework and offer insight into the importance of 'knowing your leader' in enabling followers to engage in politically risky proactivity. Practitioner points: Political knowledge describes an individual's understanding of specific influential others' relationships, demands, resources, and preferences.Followers with political knowledge are more likely to take charge and enact change, which we think is because this knowledge makes enacting change seem less risky.Leaders seeking to improve their followers' political knowledge should focus on building high‐quality relationships with followers; these relationships are positively associated with political knowledge. [ABSTRACT FROM AUTHOR]

Over the last two decades, we have witnessed growing empirical research on the concept of innovation climate at both the team and organizational levels. This article systematically reviews the literature surrounding the concept, focusing on its antecedents and outcomes, and empirical work where it has been treated as a moderator. Based on the review, we propose an agenda for future research that highlights the need to incorporate alternative theoretical perspectives to enhance our understanding of the innovation climate concept and its impact in driving team‐ and organizational‐level outcomes. In addition to theoretical future research strands, we also highlight opportunities for empirical advancement of the field. In particular, we highlight the need to examine the negative influence of innovation climate, adopt a more dynamic approach to examine how innovation climates develops over time, and explore the influence of cultural and institutional factors on the development of innovation climate. Practitioner Points: Innovation is essential for organizations wishing to remain competitive and thrive in the highly competitive global marketplace.This study consolidates the insights from prior research linking leadership and team/demographic/workplace characteristics to both the team innovation climate and the organizational innovation climate.Understanding innovation climate provides practitioners with insight into the levers they may utilize to encourage innovation within the organization.In addition, the outcomes of innovation climate are synthesized in this paper which provides practitioners with insight into the expected benefits of focusing on developing a climate for innovation. [ABSTRACT FROM AUTHOR]

Research suggests that when leaders, as servant leaders, focus on their followers' needs, this can have a positive effect on organizational functioning. Yet results are inconsistent in establishing the strength of the relationships, limiting understanding of the theoretical impact and practical reach of the servant leadership (SL) construct. Using a quantitative meta‐analysis based on 130 independent studies, the current research provides evidence that SL has incremental predictive validity over transformational, authentic, and ethical leadership. Further, the link between SL and a range of individual‐ and team‐level behavioural outcomes can be partially explained by trust in the leader, procedural justice, and leader–member exchange. The paper also explores moderators to better establish SL's criterion‐related validity and to clarify the magnitude of effects across boundary conditions, such as research design, national culture, and industry. Practitioner points: Servant leadership has predictive validity over other leadership approaches, and therefore, organizations would benefit by developing their current leaders into SLs.Organizations should aim to select SLs into influential positions: Training programmes and selection profiles and processes would need to be aligned and developed to capture attitudes and behaviours associated with SL inside and outside the organization.Servant leaderships should seek to create a culture that positively promotes the development of trust, fairness, and high‐quality leader–follower relationships, as these conditions collectively enable the effects of SL to be transmitted onto desirable follower outcomes. [ABSTRACT FROM AUTHOR]

This paper introduces the construct of commitment to organizational career (COC). Conceptualized as a specific form of goal commitment, COC reflects an individual's commitment to the goal of pursuing a long and successful career in an organization. We developed a 5‐item measure of COC and examined its validity and reliability in four studies involving employees from diverse organizations and occupations (Ns = 312, 187, 199, 309). We explore COC's distinctiveness from related constructs, including organizational commitment components (i.e., affective, normative, and continuance subdimensions) and career commitment, as well as its ability to predict turnover intention and voluntary turnover. Finally, we examine COC's antecedents and specify boundary conditions to its relationship to turnover. Overall, results support the reliability and validity of the COC measure. We discuss how COC contributes to generate promising research avenues for the career and commitment literatures. Practitioner points: We introduce the commitment to organizational career (COC) construct.Four studies provide reliability and validity evidence for a COC measure that can be used in future research.COC adds to the career and commitment literatures and directs attention to organizational career goals as a common ground linking individuals' and organizations' interests.This common ground may provide a basis for both parties to build mutually beneficial relationships. [ABSTRACT FROM AUTHOR]

In this paper, we introduce a novel construct, leader–member exchange (LMX) importance, which we position as a meta‐perception indicating whether followers view their LMX relationship as personally important or valuable to them. Based on social exchange theory, we examine the extent to which the obligation followers feel towards their leader depends jointly on the quality and the importance of the LMX relationship. We examine how LMX importance influences the process through which LMX quality affects employees' level of organizational citizenship behaviour (OCB) by focusing on felt obligation (a measure of followers' reciprocity obligation in the social exchange process) as a mediating variable. Across two studies, we found that high levels of both LMX quality and LMX importance interacted to engender a greater feeling of obligation in followers to repay the perceived favourable exchanges with their leader. Felt obligation predicted leader‐rated OCB, demonstrating support for our hypothesized moderated mediation model. However, psychological empowerment, when included alongside felt obligation (in Study 2), did not mediate the LMX‐OCB relationship. Overall, our findings extend the focus of LMX theory beyond the confines of LMX quality to incorporate the importance of the LMX relationship. Practitioner points: Leaders should be aware that followers vary in the extent to which they perceive the leader–follower relationship to be personally important. As such, they may decide to invest heavily in helping followers understand that the relationship is instrumental for their success at work.Leaders should invest not only in trying to build positive relationships, but also in establishing the importance of these relationships. Doing so will maximize the benefits of developing a high‐quality relationship.Followers appear to be more willing to reciprocate when they perceive a high‐quality relationship with the leader and one when they perceive the relationship to be important. Thus, managers should be aware that the norm of reciprocity may vary depending on how important followers perceive the relationship to be and leaders may need to find other ways to motivate employees who do not see the relationship as important.When followers do not see the leader–follower relationship as important, managers should avoid trying to engage in reciprocity contingent influence tactics and/or try to change followers' perceptions of the importance of the relationship. [ABSTRACT FROM AUTHOR]

With this paper, we aim to enhance insight in the daily relationships between the satisfaction of basic psychological needs (i.e., the needs for autonomy, competence, and relatedness) at work and employee well‐being (as indicated by positive energy), by examining the moderating role of the strengths of these needs. We collected data by means of a 2‐week diary study with two daily measurements (in the morning before work and at the end of the workday) among 109 fulltime working interns. Multi‐level analyses showed that the positive relationship between daily satisfaction of the need for relatedness at work and employee well‐being at the end of the workday was stronger for participants who expressed a high strength of this need. Furthermore, on workdays when participants experienced higher satisfaction of the needs for competence and autonomy, they experienced higher well‐being. Although we did not find moderating effects of need strength for these two needs, results did indicate between‐individual variance in the strength of the associations between satisfaction of these needs and employee well‐being. Practitioner points: Daily satisfaction of the basic psychological needs of autonomy, competence, and relatedness at work should be supported, because this relates positively to employee well‐being.Enabling work‐related satisfaction of the need for relatedness is especially important for employees who exhibit a strong strength of this need. [ABSTRACT FROM AUTHOR]

This paper responds to, and extends, the debate between Gelade, Wall, Symon and Hodgkinson in JOOP. In concluding that JOOP is fulfilling its remit for robust information exchange between research and practice, four lines of argument are proposed that (i) the Principle of Scientific Replication warrants full details of study methods being routinely published, (ii) any divide is reflective of a perfectly natural distance between the two wings of the discipline and is not necessarily harmful as long as sufficient bridging mechanisms exist, (iii) several strategic-level bridging mechanisms do exist but need to be better utilized and (iv) as JOOP will be unable to be all things to all readers, its most suitable niche remains as a scientific outlet for pragmatic research in IWO psychology internationally. [ABSTRACT FROM AUTHOR]

This paper demonstrates how the psychodynamic perspective can contribute to the study of organizing processes. Research from this perspective provides a complementary insight in what actually happens in an unfolding collaborative process, both on the manifest and latent level, and how subjectivity is expressed in the organizing process. First, the paper addresses the specific nature and challenges of 'multiparty collaboration'. Then it describes how the psychodynamic approach can be used in organizational research and the kind of theory it generates. The author presents a case study in the domain of foster care, where five independent organizations tried to develop a scenario for future collaboration. The case analysis focuses on three critical issues with which the participants and consultants were struggling. It discusses how the dynamics that emerged around those issues set the direction of the process. The paper concludes with the benefits of using a psychodynamic perspective in organizational research. Its main contribution is a better understanding of the paradox between the intention and societal necessity for creative collaboration, and the emotional and defensive responses when participants are confronted with the tensions of collaborative work. [ABSTRACT FROM AUTHOR]

Most perspectives towards understanding technology treat it as having essential material properties that constrain some uses and enable others. In contrast, this paper argues for an understanding which treats constructions of the capabilities of technology as interpretatively flexible and grounded within specific contexts. The paper begins with a review of perspectives towards understanding technological change. Next, I provide an overview of the discourse analysis literature. This locates the form of discourse analysis used here, systematic constructionism, within this milieu. Then, I introduce enterprise resource planning (ERP) systems and evaluate the literature. This is followed by a description of the context in which an ERP system was introduced and the methods of data collection and analysis. The analysis elaborates how three interpretative repertoires used to justify the implementation of the ERP system were disrupted by counter-constructions produced by individuals reciprocally positioned within them. Moving on, I discuss the contributions and limitations of this approach for understanding technological change, before reflecting on how my commitments affect the data presented here and my ability to contribute to debates on technology. Finally, I propose there is a need for further studies that focus on unravelling the rhetoric surrounding technological change. [ABSTRACT FROM AUTHOR]

Gelade's (2006) paper raises some very important points about the continuing role and development of JOOP that will encourage critical reflection and debate in our discipline. However, it also contains various assumptions that should be further explored before committing JOOP to action. Here I argue that we have to reflect more carefully on: the nature of the `problem' with JOOP, and its causes; the characteristics of the claimed divide between `academics' and `practitioners', and its effects; and what constitutes `practical concerns'. I suggest that we need to investigate the current situation more systematically before committing to action but that any intervention should discourage the greater sedimentation of an academic practitioner divide. As an initial development, I recommend that we reflect more on the review process as this is the most direct influence on the nature of JOOP publications. [ABSTRACT FROM AUTHOR]