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Flexible work arrangements ( FWAs) are widely implemented for organizational purposes including recruitment. Theoretically, these arrangements alter temporal and physical boundaries around work. However, the time and place dimensions are frequently confounded in research, making the separate and joint effect of each on various outcomes unclear. To determine the relative importance of FWA dimensions as anticipated resources, this study experimentally manipulates discretion over when (flextime) and where (flexplace) one is expected to work on anticipated organizational support ( AOS) and organization attraction. Prospective employees ( N = 130) participated in a 3 × 3 within-subject experiment in which they rated nine hypothetical organizations that varied in flextime and flexplace. Results indicated main effects for both flextime and flexplace on both AOS and organization attraction with flextime having the stronger impact. Although the combination of a high level of both flextime and flexplace yielded the highest ratings of AOS and organization attraction, the interaction between flextime and flexplace was not statistically significant, suggesting flextime and flexplace have independent effects on recruitment outcomes. Relationships between flextime and flexplace and organizational attraction were slightly stronger for individuals who prefer to integrate their work and non-work roles. Managerial implications and directions for future research are discussed. Practitioner points Potential applicants rate flextime without a required core time as significantly more supportive and attractive than flextime with core time., Potential applicants rate flextime with a required core time as significantly more supportive and attractive than no flextime., Potential applicants rate working from home 2 to 3 days a week as significantly more supportive and attractive than not being able to work from home at all., The supportiveness and attractiveness of flextime does not depend on the supportiveness or attractiveness of flexplace or vice versa. [ABSTRACT FROM AUTHOR]

Integrating the perspectives of psychological contract and sex differences, this study examines how organizational decision to reduce labour costs influences employees' perceived psychological contract breach and their commitment to their organizations. Using two experiments, we found three-way interaction effects among the decision to reduce labour costs, employee sex, and the managerial control over the decision. The decision of labour costs reduction leads to stronger feelings of psychological contract breach for females when the decision is in low than in high levels of managerial control, but the same decision leads to stronger psychological contract breach for males when the decision is in high than in low levels of managerial control. Furthermore, the indirect effect of labour costs reduction on employees' organizational commitment through psychological contract breach is also contingent upon the interaction between employee sex and managerial control. Our findings expand the literature of psychological contract and shed light on timely practical issues of management's decisions regarding labour costs reduction. Practitioner points Labour costs reductions in economic downturns lead to different responses from employees, and managers are advised to plan their actions bearing in mind such differences., Management in crisis or difficulties calls for more delicate considerations of employees' psychological feelings towards the organization., Nuanced empirical evidence informs us about the different needs and responses of a diverse group of employees and how their responses contradict. [ABSTRACT FROM AUTHOR]

Although playing a crucial role for the prevention of long-term health impairment, interventions aiming at the improvement of employees' recovery processes are still scarce. In this study, we therefore investigated the effectiveness of a low-dose mindfulness intervention for recovery from work. In addition, differential responding to the treatment in terms of treatment-by-baseline interactions was studied. A sample of 140 employees participated in a randomized field experiment with a self-training and a wait-list control group. Three central recovery processes (psychological detachment, sleep quality, and sleep duration) were assessed with event-sampling methodology involving daily measurements over 10 workdays. Growth curve analyses revealed intervention effects on sleep quality and sleep duration. No effects were found for psychological detachment after work and for the proposed treatment-by-baseline interactions. Our findings are discussed in the context of occupational health promotion in general and mindfulness-based interventions in specific. Practitioner points Although daily recovery from the demands of work has been shown to be vital for employee well-being and performance, research on how workplace interventions can help improve recovery is still scarce., This study investigated the effectiveness of a brief, economic mindfulness intervention on processes that are vital for recovery - psychological detachment, sleep quality, and sleep duration., Findings revealed positive effects of the intervention on sleep quality and duration, but not on psychological detachment. [ABSTRACT FROM AUTHOR]

Drawing on conservation of resources ( COR) theory, this study examines conditions under which psychological contract breach relates to employees' use of work-role innovation as a means to acquire or conserve resources. Specifically, we used the organizational embeddedness dimensions of links, person-organization ( P- O) fit, and sacrifices ( Mitchell et al., , Academy of Management Journal, 44, 1102) to capture the kinds of resources that are likely to determine whether breach relates to more (resource acquisition) or less (resource conservation) innovation. We expected breach to relate to more innovation among employees with more links, better P- O fit, or fewer sacrifices. Using survey data from 90 university professionals and alumni in Australia, we found that links, P- O fit, and sacrifices moderated the breach-innovation relationship as hypothesized. Specifically, breach was related to more innovation after 6 months among employees with more links, better P- O fit, or fewer perceived sacrifices, as compared to those with fewer links, lower P- O fit, or greater perceived sacrifices. Implications of these findings for theory and practice are discussed. Practitioner points To promote constructive employee responses to resource loss, organizations should find ways to increase employees' instrumental social and psychological resources., Employees' social resources (links) can be increased through social events, mentoring programmes, or the use of role models during on-the-job socialization., Building employees' psychological resources ( P- O fit) starts with recruitment and selection. Realistic information about the organization's values should be provided to job candidates, so they can make informed choices about their compatibility with this value system., Binding employees to the organization with material and psychological job benefits (e.g., bonuses and interesting projects) might not encourage constructive employee responses to resource loss. [ABSTRACT FROM AUTHOR]

Drawing upon cognitive appraisal theory and affective events theory, we develop and test a model of discrete emotions, coping, and performance that contains both within- and between-person components. We argue that when employees feel angry, guilty, joyous, or proud at work, those with higher levels of ability-based emotional intelligence will turn to emotion-focused coping as a means to deal with the immediate aftermath of the emotion. This form of coping requires the least amount of cognitive resources and facilitates performance by helping individuals to meet their task demands. Random coefficient modelling findings from daily diary data collected in a law enforcement setting support our proposed ideas concerning the interactive effects of emotions and emotional intelligence on coping, as well as the effects of coping on task performance. Practitioner points The findings from this study conducted in a law enforcement setting suggest that coping strategies such as venting, denial, and disengagement might be adaptive for short-term performance., Organizations could manage employee emotions via awareness of appropriate coping responses and selecting higher ABEI individuals for jobs that involve emotions on a routine basis. [ABSTRACT FROM AUTHOR]

The current study explored newcomer turnover in a unique population: dirty workers. Based on social identity theory (SIT) and conservation of resources theory (COR), a set of individual level predictors theoretically relevant to dirty work turnover were identified. We examined whether differences in access to job information prior to hire, career commitment, belief in the value of the job, negative affectivity (NA), and maladaptive coping style were related to turnover of animal shelter employees with euthanasia responsibilities. Results supported the potential importance of all variables for understanding turnover amongst these dirty workers. Access to job information, NA, and maladaptive coping style were found to have the highest relative importance amongst the set of predictors. [ABSTRACT FROM AUTHOR]

Curvilinear relationships between role stress and innovative performance were explored in a study conducted in Taiwan and mainland China. Results showed that when perceived support for innovation was low, role conflict showed a U-shaped relationship with both self-rated and supervisor-rated innovative performance, which contrasts sharply with the well known inverted U-shaped relationship between challenge stress and performance. Role ambiguity showed a similar but weaker pattern with regard to supervisor-rated innovative performance. When perceived support for innovation was high, role conflict showed a generally positive relationship with both self-rated and supervisor-rated innovative performance, but role ambiguity showed no significant relationship with supervisor-rated innovative performance. Theoretical and applied implications of these findings are discussed. [ABSTRACT FROM AUTHOR]