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Despite the importance of a thriving workforce in sustaining organizational success, prior research pays little attention to how individualized human resource (HR) practices can help individual employees to thrive at work. Drawing on the theoretical underpinnings of conservation of resources theory, we investigate whether, how, and when development idiosyncratic deals (i‐deals) can contribute to individual thriving. We contend that possessing development i‐deals will motivate individuals to engage in approach job crafting, which in turn promotes their experience of thriving at work. We further contend that high‐quality leader–member exchange will enhance the function of development i‐deals in triggering approach job crafting and subsequent thriving experiences. Results from a two‐wave survey involving 278 managers in a pharmaceutical firm in China and a three‐wave survey among 178 managers working in various organizations in the UK support our hypotheses. Our findings provide new insights for practitioners seeking to design customized HR practices to support a thriving workforce. [ABSTRACT FROM AUTHOR]

Throughout history, humans have relied on plants as a source of medication, flavoring, and food. Plants synthesize large chemical libraries and release many of these compounds into the rhizosphere and atmosphere where they affect animal and microbe behavior. To survive, nematodes must have evolved the sensory capacity to distinguish plant-made small molecules (SMs) that are harmful and must be avoided from those that are beneficial and should be sought. This ability to classify chemical cues as a function of their value is fundamental to olfaction and represents a capacity shared by many animals, including humans. Here, we present an efficient platform based on multiwell plates, liquid handling instrumentation, inexpensive optical scanners, and bespoke software that can efficiently determine the valence (attraction or repulsion) of single SMs in the model nematode, Caenorhabditis elegans. Using this integrated hardware-wetware-software platform, we screened 90 plant SMs and identified 37 that attracted or repelled wild-type animals but had no effect on mutants defective in chemosensory transduction. Genetic dissection indicates that for at least 10 of these SMs, response valence emerges from the integration of opposing signals, arguing that olfactory valence is often determined by integrating chemosensory signals over multiple lines of information. This study establishes that C. elegans is an effective discovery engine for determining chemotaxis valence and for identifying natural products detected by the chemosensory nervous system. Established C. elegans chemotaxis assays depend on manual assays and worm counts that limit their scalability and reproducibility. This study develops a high-throughput platform for screening the valence of C. elegans chemotaxis to large libraries of small molecules. [ABSTRACT FROM AUTHOR]

Cross-selling is one of the most important sales strategies retail organizations adopted to drive business revenue and increase customer lifetime value. While considerable efforts have been devoted to developing data-based cross-selling models, little is known about how and when store managers can drive frontline service employees (FSEs) to cross-sell. Drawing on work meaningfulness literature, we propose that a high-quality resource exchange relationship with the store manager (i.e., leader–member exchange, LMX) endows FSEs' work with meaningfulness of serving others, which in turn promotes their engagement in cross-selling. We further contend that when store managers possess high person-organization fit, the impact of their LMX relationships on FSEs' work meaningfulness of serving others and subsequent cross-selling would be stronger. A three-wave survey data from 166 FSEs and their store managers in a retail chain in China (i.e., Study 1) and an experiment among 120 U.S.-based working employees (i.e., Study 2) support our predictions. The present research offers important theoretical and practical implications for retailing management area. Graphical Abstract [ABSTRACT FROM AUTHOR]

Thriving at work is a positive psychological state that captures employees' joint experience of learning and vitality. Building on the socially embedded model of thriving , we first propose the positive relationship between leader‐member exchange (LMX) and retail employees' thriving at work. We then explore store spatial crowding as a contextual constraint on this relationship. To better reveal this contextual impact, we further contend that team negative affective tone mediates the cross‐level moderating effect of store spatial crowding on the LMX–thriving linkage. Using two‐wave survey data collected from retail employees and their store managers across 89 stores of a grocery retail chain, we found empirical evidence on our multilevel‐mediated moderation model. This study highlights the importance of considering wider contextual features as boundary conditions to thriving. Our results suggest theoretical modifications to the existing thriving model and offer implications on the practical interventions that retailing organizations can take to develop a thriving workforce. [ABSTRACT FROM AUTHOR]

This research aims to investigate whether or not leaders, one of the main recipients of employee voice, develop good relationships with those who speak up. Drawing on resource theory and social exchange theory, we contend that constructive voice provides both information and affect resources to the leader, which in turn promote a resource‐based exchange relationship with the leader (i.e., leader–member exchange; LMX). We further propose that leaders with an originality cognitive style are more likely to capture the resource value of constructive voice, while leaders who closely follow rules might not view constructive voice in a positive way, thus affecting their LMX relationships with the focal employee. Through a two‐wave field survey among 199 leader–follower dyads (Study 1) and a vignette‐based experiment among 221 leaders (Study 2), we found that leaders, especially leaders who advocated high originality, developed high‐quality LMX relationships with those who engaged in constructive voice due to their perceptions of affect but not information resource. [ABSTRACT FROM AUTHOR]

With the growing research interest in work–family enrichment, this study explores how negative workplace phenomenon affects store managers' experience of work‐to‐family enrichment. Using two‐wave survey data collected from 156 retail store managers who had frequent interactions with customers, we found that customer misbehavior had a negative effect on their work‐to‐family enrichment through work meaningfulness. Furthermore, store managers' organizational affective commitment acted as an effective buffer on such negative relationship. Our findings thus fill in one missing piece in the current work–family enrichment literature and carry important implications for organizations to help retail store managers attain work meaningfulness and enrich their family life. [ABSTRACT FROM AUTHOR]

Understanding how and when leaders foster employee work meaningfulness is theoretically and practically important. Drawing on the theoretical underpinnings of servant leadership and person-environment fit, we propose that perceiving their leaders as servant leaders who put followers first would help employees fit into their job (i.e., person-job fit) and subsequently promote their work meaningfulness. Moreover, we argue that working under servant leaders who are perceived to possess high rather than low prototypicality would make employees more likely find congruence with their jobs and experience more work meaningfulness as a result. A full-time working sample from China evidenced our hypotheses. Our findings provide important contributions to extant work psychology literature and carry vital practical implications for organizations to develop employee work meaningfulness. Entender cómo y cuándo los líderes potencian el sentido del trabajo en los empleados tiene importancia teórica y práctica. Partiendo de las bases teóricas del liderazgo de servicio y del ajuste persona-organización, proponemos que el hecho de percibir a sus líderes como líderes de servicio que ponen por delante a sus subordinados podría ayudar al ajuste de estos al puesto de trabajo (i.e., ajuste persona-puesto) y en consecuencia potenciar el sentido de su trabajo. Además, creemos que trabajar con líderes serviciales a los que se considera prototípicos hará más probable que los empleados hallen congruencia en su puesto y den en consecuencia más sentido al trabajo. Nuestra hipótesis fue probada con una muestra de trabajadores chinos a tiempo completo. Los resultados son una buena aportación a la literatura psicológica actual y conllevan implicaciones prácticas importantes para que las empresas fomenten el sentido del trabajo en los empleados. [ABSTRACT FROM AUTHOR]

Cardiovascular monitoring at home is highly desirable for managing diseases such as heart failure. Existing technologies are either inconvenient, too costly, or incapable of acquiring clinically valuable information. We developed a new low-cost and sensitive monitoring system based on rubber tubing, mineral oil, and an off-the-shelf pressure sensor. The rubber tube can be installed underneath bed mattresses and chair cushions to convert the ballistocardiogram (BCG) signal caused by heartbeat to pressure change, which is then detected by the pressure sensor. The sensitivity is increased by filling the tube with mineral oil based on Boyle’s gas law (PV = Constant). Preliminary tests demonstrated that the new monitoring system can record BCG with high sensitivity from the bed. From the recorded signal, both heart rate and respiration rate can be extracted. Other valuable information such as myocardial strength and respiration strength can be potentially derived as well. The new monitoring system is low-cost, sensitive, robust, unattended, and does not need to attach any device to the patient. This new monitoring system will be beneficial for the monitoring of health conditions such as heart failure, sleep apnea, epilepsy, and respiratory diseases such as COVID-19. [ABSTRACT FROM AUTHOR]

Understanding how leaders can promote proactive employees' prosocial motivation and encourage them to contribute to the organization in the form of taking charge is theoretically and practically important. By integrating trait activation theory and proactive motivation model, we propose servant leadership as a crucial work context enhancing proactive employees' prosocial motivation, which in turn prompts their engagement in taking charge. Three-wave data collected from retail employees and their store managers in Hong Kong, China supported our hypotheses. We find that prosocial motivation is a key mediating mechanism underlying the positive relationship between proactive personality and taking charge. The presence of servant leadership makes this indirect effect stronger. This research enriches extant taking charge and proactivity literature. It also brings important implications for organizations to capitalize on proactive employees. [ABSTRACT FROM AUTHOR]

To understand and engineer plant metabolism, we need a comprehensive and accurate annotation of all metabolic information across plant species. As a step towards this goal, we generated genome‐scale metabolic pathway databases of 126 algal and plant genomes, ranging from model organisms to crops to medicinal plants (https://plantcyc.org). Of these, 104 have not been reported before. We systematically evaluated the quality of the databases, which revealed that our semi‐automated validation pipeline dramatically improves the quality. We then compared the metabolic content across the 126 organisms using multiple correspondence analysis and found that Brassicaceae, Poaceae, and Chlorophyta appeared as metabolically distinct groups. To demonstrate the utility of this resource, we used recently published sorghum transcriptomics data to discover previously unreported trends of metabolism underlying drought tolerance. We also used single‐cell transcriptomics data from the Arabidopsis root to infer cell type‐specific metabolic pathways. This work shows the quality and quantity of our resource and demonstrates its wide‐ranging utility in integrating metabolism with other areas of plant biology. [ABSTRACT FROM AUTHOR]

Building on work–home resources model, we develop a conceptual model examining job crafting as the mediator between perceived customer participation and service employees' work‐to‐family enrichment, and organization‐based self‐esteem (OBSE) as the moderator on this indirect relationship. Using two‐wave survey data collected from hotel service employees, we found that customer participation can enrich employees' family role through increased cognitive and relational job crafting. In addition, employees' OBSE accentuates the positive linkage between customer participation and employees' relational crafting, and subsequently their work‐to‐family enrichment. This study makes important contributions to extant literature on work‐to‐family enrichment and job crafting as well. It also carries important implications for organizations to support employees' proactive participation in job crafting and enrich employees' family life. Practitioner points: Organizations should well manage customer participation in order to enhance service employees' job crafting.Managers should be aware of how different types of job crafting can enrich their employees' family domain.To cultivate effective work‐to‐family enrichment, organizations should develop employees' self‐worth and sense of competence within the organization. [ABSTRACT FROM AUTHOR]

Thriving teams are critical to the effective functioning of an organization. Extending Spreitzer et al.'s (2005) socially embedded model of thriving at work to the team level, this study explores how and when servant leadership promotes collective thriving. Through data collected from 80 teams composed of 520 employees, the study reveals that servant leaders help embed members in high‐quality team–member exchange relationships, which in turn enables their collective thriving. The authors find that a highly political climate is a dual‐stage moderator hindering the positive impact of servant leadership on collective thriving. The findings move forward extant servant leadership and thriving literature. The authors also offer practical implications for how organizations can nurture and reap benefits from thriving teams and the active role of employees in this process. [ABSTRACT FROM AUTHOR]

Building on Foa and Foa's (1974) resource theory, this study explores why, how, and when followers' proactive engagement in taking charge behaviours can drive leader–member exchange (LMX) relationships. Through a three‐wave multi‐rater field survey among 230 leader–follower dyads in China, we found that follower taking charge is positively related to LMX after accounting for the effect of in‐role performance. Our results suggest leader perceived service resources (i.e., the efforts and actions carried out by the focal follower that make the leader's work more effective) as the underlying mechanism of this relationship. Further, our findings demonstrate that achievement‐goal‐striving leaders are more likely to recognize the service value of taking charge followers and subsequently develop high‐quality LMX relationships with them. This study moves LMX theory forward by investigating follower‐driven LMX development. It also contributes to the emerging work on followership by 'reversing the lens' between leadership practice (in terms of LMX) and follower behaviour (in terms of taking charge). Practitioner points: Leaders should be aware of the valuable service resources associated with followers' taking charge attempts.Followers who work under achievement‐goal‐striving leaders should be more proactive in building high‐quality relationships with their bosses by taking charge at work.To benefit from high‐quality LMX relationships, organizations should train leaders to appreciate followers' taking charge endeavours. [ABSTRACT FROM AUTHOR]

Employee silence is a costly but omnipresent phenomenon in modern organisations. In this study, we focus on two forms of silence: defensive silence based on fear and acquiescent silence based on resignation. Given the power imbalance in supervisor–subordinate relationships, we hypothesise that abusive supervision is an antecedent of subordinates' defensive silence and that a subordinate's power distance orientation affects acquiescent silence. We investigate the interaction effects of abusive supervision and power distance orientation on these two types of silence. Perceived organisational politics may also aggravate such interactive effects. Based on data collected from 159 junior employees in China in two periods, we find that abusive supervision is associated with employee defensive silence and moderates high‐power‐distance employees' tendency to engage in acquiescent silence. When perceiving high politics in the organisation, high‐power‐distance employees are more sensitive to abusive supervision and engage in more defensive silence. A highly political organisational context also accentuates abusive supervision's moderating effect on the relation between employees' power distance orientation and acquiescent silence. We conclude with theoretical and practical implications for the silence literature. [ABSTRACT FROM AUTHOR]

Employees’ positive word of mouth (WOM) about hotel brands has a profound impact on customer choice and hotel effectiveness. On the basis of social identity theory and social information processing theory, we posit a moderated mediation model wherein hotel supervisors’ organizational identification (OI) increases their subordinates’ engagement in positive WOM behavior by enhancing subordinates’ OI. This relationship is moderated by supervisors’ upward-exchange relationships with their bosses (i.e., leader–leader exchange). Data from a two-wave survey conducted in a hotel in China indicate that employees working under supervisors with high levels of OI better identify with the hotel and engage in more positive WOM behavior. This is particularly the case when supervisors engage in high-quality leader–leader exchange and are well connected with their bosses. The article concludes with theoretical and practical implications highlighting the importance of cultivating employees’ organizational identification and positive WOM behavior in the hospitality sector. [ABSTRACT FROM AUTHOR]

Purpose. Improper storage, use, and disposal of prescribed opioids can lead to diversion or accidental poisoning. Our objective was to determine the patterns of storage, utilization, and disposal of opioids among cancer outpatients. Patients and Methods.We surveyed 300 adult cancer outpatients receiving opioids in our supportive care center and collected information regarding opioid use, storage, and disposal, along with scores on the CAGE (cut down, annoyed, guilty, eye-opener) alcoholism screening questionnaire. Unsafe use was defined as sharing or losing opioids; unsafe storage was defined as storing opioids in plain sight. Results. The median age was 57 years. CAGE was positive in 58 of 300 patients (19%), and 26 (9%) had a history of illicit drug use. Fifty-six (19%) stored opioids in plain sight, 208 (69%) kept opioids hidden but unlocked, and only 28 (9%) locked their opioids. CAGE-positive patients (p 5 .007) and those with a history of illicit drug use (p5.0002) or smoking (p5.03) were more likely to lock their opioids. Seventy-eight (26%) reported unsafe use by sharing (9%) or losing (17%) their opioids. Patients who were never married or single (odds ratio: 2.92; 95% confidence interval: 1.48-5.77; p 5 .006), were CAGE positive (40% vs. 21%; p5.003), or had a history of illicit drug use (42% vs. 23%; p 5 .031) were more likely to use opioids unsafely. Overall, 223 of 300 patients (74%) were unaware of proper opioid disposal methods, and 138 (46%) had unused opioids at home. Conclusion. A large proportion of cancer patients improperly and unsafely use, store, and dispose of opioids, highlighting the need for establishment of easily accessed patient education and drug take-back programs. [ABSTRACT FROM AUTHOR]