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Applying social identity theory and the relational demography approach, this paper proposes that the effect of age diversity on individual team members' health is contingent on the individual age as well as on age stereotypes. We suggest that younger and older employees' health is negatively associated with age diversity, while middle-aged team members' health is not affected. We further postulate that age stereotypes strengthen the negative effect of age diversity for the younger age group, while they weaken the effect for older employees. For middle-aged team members, age stereotypes are expected not to determine the relationship between age diversity and health. We tested our hypotheses based on data from a representative sample of the German workforce ( n = 1,214). The results fully confirmed our hypotheses. Practitioner Points Organizations have to be aware that age diversity can undermine the health of older and younger team members., We found that younger team members' health is only affected by working in age-diverse teams if they hold negative stereotypical views about older team colleagues. In contrast, older team members' health is only affected if they do not hold negative stereotypical views about older employees., Accordingly, we advise taking steps to reduce the age stereotypes of younger team members in age-diverse teams. [ABSTRACT FROM AUTHOR]

Research on occupational health has consistently shown that job characteristics and personal resources predict employee well-being. Building on the associative network theory, we claim that - vice versa - well-being is likely to affect the perception of job characteristics and personal resources. The aim of this study was to expand the literature on job characteristics, personal resources, and employee well-being (1) by taking a reversed causation perspective and (2) by investigating the dynamic nature of these relations in a latent change model. More specifically, we hypothesized that baseline levels and change in affective well-being are related to change in emotional demands and autonomy, two core job characteristics for our sample of psychotherapists. In addition, we explored the mediating role of hope as a personal resource in this process. A total of 326 psychotherapists participated in a two-wave online survey with a 5-month time lag. Results revealed that baseline levels of and change in affective well-being were associated with change in emotional demands. Furthermore, change in hope mediated the effect of change in affective well-being on change in autonomy. In conclusion, the results show that affective well-being can mark a starting point for building personal resources and changing employees' perceptions of their job characteristics. Practitioner points Employees with high levels of affective well-being perceive fewer emotional demands at work over time., An increase in affective well-being over a period of 5 months further decreases their experience of emotional demands at work., Employees whose affective well-being increases over time build hope at work. This, in turn, goes along with a more positive perception of their autonomy at work. [ABSTRACT FROM AUTHOR]

The aim of the present research was to integrate and extend theorizing on transformational leadership, self-determination, and work engagement. Specifically, we tested experimentally our hypotheses that the satisfaction of followers' basic psychological needs (i.e., for competence, relatedness, and autonomy) and work engagement mediate the relationship between transformational leadership and performance. A total of 190 participants worked on a brainstorming task under either a transformational or a non-transformational leadership condition. Followers' performance was operationalized through quantity, quality, and persistence. Results revealed that satisfaction of the needs for competence and relatedness mediated the relationship between transformational leadership and work engagement, which, in turn, was positively related to quality, quantity, and persistence. Taken together, these findings are largely in line with our theoretical model and support Bass' ( Leadership and performance beyond expectations. New York, NY: Free Press, 1985) and Burns' ( Leadership. New York: Harper & Row, 1978) theories on needs satisfaction being a central mechanism behind transformational leadership. Practitioner points The results of this study suggest that organizations can benefit from implementing measures to increase employees' work engagement, because this can enhance employees' performance., Furthermore, the study provides an indication of how to design such measures. It suggests that initiatives focusing on followers' basic psychological needs satisfaction (especially of the needs for competence and relatedness) are particularly effective., Finally, our findings indicate that transformational leadership is one concrete way to foster employees' needs satisfaction and, consequently, work engagement and performance. Hence, integrating the frameworks of transformational leadership and followers' psychological needs can provide valuable insights for leadership development. [ABSTRACT FROM AUTHOR]

Although applicant-employee fit has emerged as an important topic in recruitment research, little is known about how job seekers' perceived similarity with the employees working for an organization affects employer attraction. In this research, we introduce temporal construal as a crucial moderating variable and study how the temporal decision context affects the weighting of applicant-employee fit. In particular, we argue that applicant-employee fit is construed in abstract, high-level terms, and exerts a stronger influence when prospective applicants hold a distant time perspective. In contrast, instrumental attributes such as pay level represent low-level construals and gain greater relevance when prospective applicants hold a near time perspective. Two experiments involving a student sample and a sample of unemployed job seekers supported these predictions. [ABSTRACT FROM AUTHOR]