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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]

Agile project management (APM) refers to a set of project management frameworks that are increasingly common in a range of industries. Even though the positive effects of APM for employees and organizations are widely assumed, no systematic account of affective, behavioural and cognitive outcomes appears in the academic literature. In this pre‐registered meta‐analysis, we examine the effects of APM based on K = 40 records (with k = 41 independent studies, N = 73,825). Our analyses indicate the beneficial effects of APM across outcomes: For the affective outcomes of job satisfaction, affective strain and organizational commitment, the effect sizes were, on average, small. For the behavioural outcomes of performance and innovative behaviour, the effect sizes were medium to large. For the cognitive outcome of psychological empowerment, the results of our meta‐analysis suggest a medium effect. Furthermore, we explore the moderating effects of contextual (team size, occupational groups, culture) and methodological boundary conditions (publication status, study design, levels of analysis, study quality). Compared to studies conducted with software developers, the effect sizes are stronger in other occupations, such as manufacturing, health care and logistics. Moreover, stronger effect sizes are found in published than in unpublished records. We conclude by discussing the state of quantitative APM research and highlight avenues for future study. [ABSTRACT FROM AUTHOR]

This study investigates the longitudinal relationship between after‐hour connectivity, autonomy and exhaustion. In doing so, we seek to illuminate the role of individuals' connectivity to work in relation to their autonomy and well‐being. We juxtapose different effective directions of the relationship between connectivity and autonomy to shed light on whether and how connectivity and autonomy are related to employees' well‐being. This is important because research has both often problematized after‐hour connectivity and suggested that connectivity is an inherent feature of contemporary workplaces that may benefit employees. In this study, we hypothesize that after‐hour connectivity increases autonomy and that the autonomy to work anywhere and anytime leads to working everywhere all the time, thus increasing after‐hour connectivity. We further shed light on whether this behaviour has negative consequences for employees' well‐being or not. The three‐wave survey study (N = 192) demonstrates that after‐hour connectivity may operate as a resource that potentially empowers employees (increases autonomy). The freedom to work anytime, anywhere, does not itself increase after‐hour connectivity. Notably, we demonstrate that connectivity is negatively related to emotional exhaustion, through increased autonomy. [ABSTRACT FROM AUTHOR]

Millennials (born between 1982 and 1999) and their work‐related values have received significant attention in recent years, but empirical evidence of Millennials' characteristics is inconclusive. One possible reason behind these mixed results is the tendency to apply generational groupings universally and ignore the potential impact of the broader context, such as national culture. This study develops a contextual perspective on generational differences and proposes a new, hybrid approach to generations. First, we conducted an exploratory study using data mining of big data from Twitter, to test hypotheses regarding differences between age cohorts in four different countries (The United States, Russia, India, Argentina). Second, we conducted a follow‐up study to further investigate the between‐countries differences found in the first study, using survey data from the same four countries. The results highlight the importance of both global and local influences when considering generational differences, supporting a new hybrid theoretical approach to understanding generational differences. Millennials were shown to be different from Generation X (born 1965–1981) across countries in relation to the behavioural aspect of writing style on social media. In contrast, in relation to work values, generational groupings were not universal, as the distinction between the work values of Millennials and Generation X was only found in the individualistic culture of the United States, and not in other, more collectivistic, cultures. Practitioner points: Interest in generational differences has ballooned over recent years with both HR practitioners and consultants designing management practices based on the popular workforce segments of Generation X and Millennials. Despite this interest, empirical evidence for generational differences in work values is mixed and inconclusive.In this study, we found that although Millennials demonstrated uniformity in their social media appearance, employers should not use the western notion of generations outside of the United States when addressing their needs as reflected by their work values.Generational differences appear to be more pronounced in individualistic countries where individual's choice and self‐expression and are more legitimate. As a result, managers should consider whether the work values of different generations are sufficiently distinct before adopting alternative recruitment, selection, and retention policies presumably aligned with these preferences. [ABSTRACT FROM AUTHOR]