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Women's representation in the workforce is increasing. However, we still do not know how, why, and when the proportion of females in work teams is related to team performance. Based on Social Role Theory and Congruence Theory, the purpose of the study was to ascertain whether the relationship between the proportion of women in work teams and team performance is mediated by team social cohesion, and whether this indirect effect is moderated by the frequency of leader-team member social interactions. Regarding methodological aspects, the study sample was composed of 178 work teams from three banks. We implemented a time-lagged design and collected data from two distinct sources (team members and team leaders) at three different time points. Our findings indicate that the proportion of women in teams was positively related to team performance via team social cohesion. This indirect effect was moderated by the frequency of leader-team member social interactions, so that it was positive and statistically significant only in teams with medium and high frequency of these interactions. This study reveals that team social cohesion is a mechanism through which the proportion of women in work teams can facilitate team performance, especially when team leaders frequently interact with their team members. The theoretical and practical implications of our findings were discussed., Author(s): Marija Davcheva [sup.1] , Vicente González-Romá [sup.1] Author Affiliations: (1) https://ror.org/043nxc105, grid.5338.d, 0000 0001 2173 938X, IDOCAL. Faculty of Psychology, University of Valencia, , Av. Blasco Ibañez, 21, 46010, [...]

Testing two competing hypotheses based on different theories (i.e., the theory of career mobility and social exchange theory), this study examines whether organizational size enhances or buffers the negative relationship between perceived overqualification (i.e., having more education or qualifications, skills, and/or experience than one's job requires) and work engagement (a positive, affective-motivational state of fulfillment characterized by vigor, dedication, and absorption). The study sample consisted of 107 university graduates. A time-lagged design with two data collection points was implemented. Data were analyzed using moderated regression. The results showed that organizational size enhanced the negative relationship between perceived overqualification and engagement (vigor, dedication, and absorption). This is the first study to show the moderator role of organizational size in the investigated relationship. To mitigate the dysfunctional consequences of perceived overqualification on work engagement, we suggest that large organizations should give overqualified employees the opportunity to develop long-term, high-quality relationships in their work environment., Author(s): Inés Tomás [sup.1] , Vicente González-Romá [sup.1] , Victor Valls [sup.1] , Ana Hernández [sup.1] Author Affiliations: (1) grid.5338.d, 0000 0001 2173 938X, Research Institute on Personnel Psychology, Organizational [...]

We tested a mediation model of the influence of teacher-student relationship quality on student group performance in a higher-education context where a group-oriented learning approach is implemented. Specifically, we posit that the relationship between teacher-student relationship quality at the group level and group performance is mediated by positive affective group well-being and intragroup communication quality. Data were collected from 68 groups of students at four time points. The hypotheses involved in the proposed mediated model were tested by means of multiple regression. We controlled for group size and students' initial familiarity with the other group members. All the analyses were conducted at the group level by means of the PROCESS macro for SPSS. The results obtained showed that teacher-student relationship quality has an indirect positive influence on group performance, mediated by positive affective group well-being and within-group communication quality. These findings help to understand how and why teacher-student relationship quality is related to student group performance., Author(s): Vicente González-Romá [sup.1] , Ana Hernández [sup.1] , Adoración Ferreres [sup.1] , Rosario Zurriaga [sup.1] , Jesús Yeves [sup.2] , Pilar González-Navarro [sup.1] Author Affiliations: (1) grid.5338.d, 0000 0001 [...]

We investigated whether a set of indicators of the employability dimensions proposed by Fugate, Kinicki, and Asforth (i.e., career identity, personal adaptability, and human and social capital) are related to university graduates' employment status and five indicators of the quality of their jobs (pay, hierarchical level, vertical and horizontal match, and job satisfaction). We analyzed a representative sample of university graduates (N = 7,881) from the population of graduates who obtained their degree from the University of Valencia in the period 2006-2010. The results showed that indicators of human and social capital were related to employment status, whereas indicators of human and social capital and career identity were related to distinct job quality indicators. These results support the validity of the conceptual model proposed by Fugate et al. to investigate employability in samples of university graduates.

This position paper elaborates on three core themes that emerged from a panel discussion that was held at the 21st Congress of the European Association of Work and Organizational Psychology. The authors of this paper discussed the status quo and the future of Work and Organizational Psychology (WOP) research and practice amidst the advent of emerging workplace technologies. The discussion centred on the question of what role WOP scholars and practitioners should take within this interdisciplinary field and how future research should evolve from previous studies on automation. The paper systematically examines: (1) emerging technologies as a new type of technological change, (2) WOP's role in the design of emerging technologies and socio-technical systems, and (3) hindrances in WOP becoming more involved. Based on our reflections regarding each of these themes, we propose seven actionable recommendations to move forward and to encourage the involvement of WOP in the development and implementation of emerging technologies at work. [ABSTRACT FROM AUTHOR]

Multilevel methods allow researchers to investigate relationships that expand across levels (e.g., individuals, teams, and organizations). The popularity of these methods for studying organizational phenomena has increased in recent decades. Methodologists have examined how these methods work under different conditions, providing an empirical base for making sound decisions when using these methods. In this article, we provide recommendations, tools, resources, and a checklist that can be useful for scholars involved in conducting or assessing multilevel studies. The focus of our article is on two-level designs, in which Level-1 entities are neatly nested within Level-2 entities, and top-down effects are estimated. However, some of our recommendations are also applicable to more complex multilevel designs. [ABSTRACT FROM AUTHOR]

Considering the motivational path of the Job Demands-Resources (JD-R) model, this study investigates a multistep process by which contextual job resources might have an indirect effect on idea implementation. Among 187 shop floor employees of a manufacturing company, we found support for a model whereby job control has an indirect effect, over a 5-month time frame, on idea implementation through employee work engagement and personal initiative. In addition, we found that the indirect effect of job control on idea implementation is stronger when employees have a higher conformity orientation. Support was not found for the hypothesized indirect effect of coworker social support on idea implementation. Our findings support the usefulness of the JD-R theory for understanding how increased idea implementation occurs at work, especially when the additional factors of personal initiative and employee conformity orientation are integrated into the model. [ABSTRACT FROM AUTHOR]

This study examines predictors and outcomes of intra‐individual mood variability in the workplace. During a 3‐month weekly study, we collected data on personality (extraversion and neuroticism), positive and negative workplace mood, and job performance from 357 participants. Path analysis revealed a positive relationship between neuroticism and intra‐individual variability in negative mood, which in turn predicted intra‐individual variability in performance. Results contribute to understanding between‐person differences in intra‐individual mood variability, and they suggest expanding the mood – performance relationship from a static perspective to an intra‐individual dispersion perspective. From a practical point of view, our results identify neuroticism as a potential risk factor for unstable performance, but they also give room for fostering predictable performance. Practitioner points: Individuals with higher neuroticism may be prone to fluctuations in negative mood at work and indirectly to inconsistent performance – this highlights the necessity of personality assessment in both personnel selection and development.Interventions aimed at stabilizing mood can be an effective lever for stabilizing work performance. [ABSTRACT FROM AUTHOR]

Test of measurement invariance across translated versions of questionnaires is a critical prerequisite to comparing scores on the different versions. In this study, we used exploratory structural equation modeling (ESEM) as an alternative approach to evaluate the measurement invariance of the Spanish version of the Physical Self-Description Questionnaire (PSDQ). The two versions were administered to large samples of Australian and Spanish adolescents. First, we compared the CFA and ESEM approaches and showed that ESEM fitted the data much better and resulted in substantially more differentiated factors. We then tested measurement invariance with a 13-model ESEM taxonomy. Results justified using the Spanish version of the PSDQ to carry out cross-cultural comparisons in sport and exercise psychology research. Overall, the study can stimulate research on physical self-concept across countries and foster better cross-cultural comparisons. [ABSTRACT FROM AUTHOR]

Copyright of Revista Psicologia. Organizacoes e Trabalho is the property of Sociedade Brasileira de Psicologia Organizacional e do Trabalho and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Copyright of Revista Psicologia. Organizacoes e Trabalho is the property of Sociedade Brasileira de Psicologia Organizacional e do Trabalho and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Based on contradictory arguments about whether the frequency of the interactions between team managers and the teams they manage is positive or negative for teams, we hypothesize a curvilinear relationship. Focusing on positive team mood and based on the leadership literature and the conservation of resources theory, we hypothesize an inverted‐U‐shaped relationship. In addition, adding arguments from the substitutes for leadership theory, we propose that this curvilinear relationship is moderated by team potency and tenure. Hypotheses were tested using panel data collected in a sample of 55 work teams by means of hierarchical non‐lineal regression. Results show that, as expected, the relationship between the frequency of the interactions and positive team mood was curvilinear and moderated by team potency and team tenure. As expected, the curve became increasingly convex downward as team tenure increased. However, for team potency, the results were contrary to what was expected. The results have important implications for planning the frequency of managers' interactions with their teams, and they indicate the importance of considering team tenure and potency as contextual moderators. Practitioner points: Our study shows that the frequency with which team managers interact with team members to discuss work, organizational, and team functioning issues is a relevant predictor of positive team mood.More frequent interactions do not always foster positive team mood. Average interaction levels, as perceived by team members, are more effective than low or high levels.Managers should adapt the frequency of the interactions to the characteristics of the teams managed, particularly their tenure and potency. [ABSTRACT FROM AUTHOR]

This study examines the influence of education level diversity on team communication quality and team performance. Specifically, we propose a moderated mediation model with team communication quality as a mediator in the relationship between education level diversity and team performance, and with innovation team climate as a moderator in this mediated relationship. The study sample consisted of 57 bank branches, and a lagged design with three data-collection points was implemented. The results obtained showed that, as expected, innovation team climate moderated the relationship between education level diversity and team communication quality, as well as the indirect effect linking education level diversity, team communication quality, and team performance. Practitioner points This study informs team managers about the contingent influence of education level diversity on work teams' functioning that should be taken into account when forming and managing teams composed of individuals with different levels of formal education., Education level diversity was found to influence team communication quality and performance positively when the level of innovation team climate was high, but negatively when it was low. Therefore, team managers should foster innovation climates in teams with members who have different levels of education., The aforementioned influence of education level diversity was transmitted through intrateam communication quality. Therefore, team managers should enhance the latter variable within educationally diverse teams. [ABSTRACT FROM AUTHOR]

The present study examines whether teams’ friendship and communication network density are related to individual innovative behaviours (IIBs: idea generation, suggestion making, idea promotion and idea implementation). The study sample was composed of 28 teams comprising 101 members. The results obtained by means of multilevel structural equations modelling showed that friendship network density had an indirect positive relationship with the four IIBs through the density of team communication networks. [ABSTRACT FROM AUTHOR]

We investigated whether the number of innovations implemented in work teams is positively related to team task conflict and negative team mood, and whether the latter variables mediate the relationship between the number of innovations implemented and aggregate job satisfaction and team performance. The results obtained in a sample of 89 bank branches, where measures were obtained at three different times, partially supported our hypotheses. Whereas the number of innovations implemented had a positive direct effect on team performance, it had a negative indirect effect on team performance and aggregate job satisfaction, via negative team mood. These findings help uncover some of the dysfunctional consequences of innovation in work teams. [ABSTRACT FROM AUTHOR]

Research on faultlines—hypothetical dividing lines splitting a team into homogeneous subgroups based on team members’ attributes—has produced several meta-analyses, reviews, and algorithms for faultline and subgroup detection. To help navigate this complexity, we summarize the current theories underlying faultline and subgroup research. We also compare the two most recent algorithms for computational faultline/subgroup detection, offer a guideline for choosing adequate algorithms, and recommend measure combinations for future research. We further review empirical faultlines and subgroup research and show that different contextual factors exhibit a strong influence on the effects of faultlines and subgroups. We discuss the need for further theorization on faultlines that does not rely on attribute salience, which considers the number of aligning attributes and the consequences of faultlines at the subgroup level. We conclude considering new potential applications of the faultline construct. [ABSTRACT FROM PUBLISHER]

The article describes changes that have been made to the members and policies of the editorial team of the European Journal of Work and Organizational Psychology (EJWOP). It clarifies the mission of the journal and the classification of articles it publishes, describes at length the review process for submitted manuscripts, and introduces a set of instructions for submitting proposals for Special Issues of the journal. The article also reaffirms the journal's commitment to international submissions originating even outside the bounds of Europe and discusses the ramifications of its joining the Committee on Publication Ethics.

In recent years, researchers have paid increasing attention to the idea of "climate strength" - the level of agreement about climate within a work group or organization. However, at present the literature is unclear about the extent to which climate strength is a positive attribute, and is concerned predominantly with small teams or organizational units. This article considers three theoretical perspectives of climate strength, and extends these to the organizational level. These three roles of climate strength were tested in 56 hospitals in the United Kingdom. Positive relationships were discovered between two of three climate dimensions (Quality and Integration) and expert ratings of organizational performance, and a curvilinear effect between Integration climate strength and performance was also found. Very high or very low Integration climate strength was less beneficial than a moderate level of climate strength. However, there were no interaction effects discovered between climate and climate strength. Implications for future climate strength research are discussed. [ABSTRACT FROM AUTHOR]

The aim of the present study was to analyse the moderator influence of psychological climate on the relationship between leader - member exchange (LMX) quality and role overload. Hierarchical regression analyses were conducted in a sample of 383 employees. Results showed that LMX quality was negatively related to role overload and that three out of the four climate dimensions considered moderated the LMX - role overload relationship. This relationship was stronger when innovation climate, goals orientation, and rules orientation were high than when these climate dimensions were low. [ABSTRACT FROM AUTHOR]

In this simulation study, we investigate the power and Type I error rate of a procedure based on the mean and covariance structure analysis (MACS) model in detecting differential item functioning (DIF) of graded response items with five response categories. The following factors were manipulated: type of DIF (uniform and non-uniform), DIF magnitude (low, medium and large), equality/inequality of latent trait distributions, sample size (100, 200, 400, and 800) and equality or inequality of the sample sizes across groups. The simulated test was made up of 10 items, of which only 1 contained DIF. One hundred replications were generated for each simulated condition. Results indicate that the MACS-based procedure showed acceptable power levels (≥.70) for detecting medium-sized uniform and non-uniform DIF, when both groups' sample sizes were as low as 200/200 and 400/200, respectively. Power increased as sample sizes and DIF magnitude increased. The analyzed procedure tended to better control for its Type I error when both groups' sizes and latent trait distribution were equal across groups and when magnitude of DIF and sample size were small. [ABSTRACT FROM AUTHOR]

The aims of this study were to investigate whether the 6 items of the Physical Appearance Scale (Marsh, Richards, Johnson, Roche, & Tremayne, 1994) show differential item functioning (DIF) across gender groups of adolescents, and to show how this can be done using the multigroup mean and covariance structure (MG-MACS) analysis model. Two samples composed of 402 boys and 445 girls were analyzed. Two DIF items were detected. One of them showed uniform DIF in the unexpected direction, whereas the other showed nonuniform DIF in the expected direction. The practical significance of the DIF detected was trivial. Thus, we concluded that the differences between girls' and boys' average scores on the analyzed scale reflect valid differences on the latent trait. [ABSTRACT FROM AUTHOR]

An introduction is presented in which the editor discusses various reports within the issue on topics including one related to the appointments of associate editors in the journal, the other on scientific knowledge and the third on future of scientific journal.

The author discusses the efforts for the growth of the "European Journal of Work and Organizational Psychology," (EJWOP). He states that they have worked to reduce the final average turn-around time for peer-reviewed papers, desk-rejected papers and other papers submitted. He comments that this improvement has been achieved simultaneously maintaining the high quality of articles and is due to the efforts of several people in the editorial team.

In this study, we evaluate the role of leader charisma in fostering positive affective team climate and preventing negative affective climate. The analysis of a longitudinal database of 137 bank branches by means of hierarchical moderated regression shows that leader charisma has a stronger effect on team optimism than on team tension. In addition, the leader's influence and the frequency of leader-team interaction moderate the relationship between charisma and affective climate. However, whereas the leader's influence enhances the relationship between leader charisma and positive affective climate, the frequency of interaction has counterproductive effects. [ABSTRACT FROM AUTHOR]