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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 [...]

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]

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.

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]