Workaholism versus work engagement and job crafting: What is the role of self‐management strategies?

Job crafting refers to the proactive actions employees take to redesign their jobs in order to get a better fit with their competencies, expectations, and wishes. So far, little is known about job crafting's underlying mechanisms. In this study, we examine how two different states of affective well‐being (workaholism and work engagement) relate to job crafting 3 months later and how these well‐being states steer different self‐management behaviours, which ultimately lead to job crafting. Structural equation modelling on a heterogeneous sample (N = 287) revealed that work engagement and workaholism both relate to expansive job crafting through different self‐management strategies. Work engagement relates to challenge and resource seeking via self‐goal setting and self‐observation strategies, whereas workaholism associates with challenge and resource seeking only through self‐goal setting. In addition, the results show a strong relationship between workaholism and self‐punishment. Altogether, the findings suggest that self‐management strategies can function as an explanatory mechanism for different job crafting behaviours.     

Plugged In or Disconnected? A Model of the Effects of Technological Factors on Employee Job Embeddedness

Technology continues to play an ever‐increasing role in both our work and private lives. In parallel with this expanding reliance on technology has been a shift in how people now view their jobs. Therefore, the purpose of this article is to provide a theoretical model that bridges these two areas—technology and employee attitudes (more specifically, work‐related feelings of embeddedness). Within our model, we consider aspects of common work‐related technologies and key perceptual variables related to technology, and how both areas can influence embeddedness in one's job. We conclude the article by providing examples of how specific technologies that are commonly found in today's work environment may influence job embeddedness perceptions, and we discuss the implications of the model on both theory and practice. © 2015 Wiley Periodicals, Inc.     

What threatens retail employees' thriving at work under leader‐member exchange? The role of store spatial crowding and team negative affective tone

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.     

Accommodating Employees With and Without Disabilities

Efforts to recruit and retain employees with disabilities are often tempered by employers’ concerns over potential workplace accommodation costs. This study reports on accommodations requested and granted in intensive case studies of eight companies, based on more than 5,000 employee and manager surveys, and interviews and focus groups with 128 managers and employees with disabilities. Two unique contributions are that we analyze accommodations for employees without disabilities as well as for those with disabilities, and compare perspectives on accommodation costs and benefits among employees, their coworkers, and their managers. We find people with disabilities are more likely than those without disabilities to request accommodations, but the types of accommodations requested and the reported costs and benefits are similar for disability and non‐disability accommodations. In particular, fears of high accommodation costs and negative reactions of coworkers are not realized; all groups tend to report generally positive coworker reactions. Multilevel models indicate granting accommodations has positive spillover effects on attitudes of coworkers, as well as a positive effect on attitudes of requesting employees, but only when coworkers are supportive. Consistent with recent theorizing and other studies, our results suggest the benefits from a corporate culture of flexibility and attention to the individualized needs of employees. © 2014 Wiley Periodicals, Inc.     

谦卑型领导如何激活员工工作重塑行为

随着企业外部环境动荡水平的激增,如何激活员工工作重塑行为受到越来越多研究者的关注。在以往研究的基础上,本文构建一个有调节的中介模型探讨谦卑型领导如何以及何时会影响员工工作重塑行为。基于社会信息加工理论,本文选择工作自主性和学习目标导向来解释谦卑型领导对工作重塑的影响机制。其中,工作自主性反映了员工对“能不能进行工作重塑”的主观认知,学习目标导向反映了员工“愿不愿意进行工作重塑”的内在动机,并且工作自主性还会影响员工的学习目标导向。此外,本文进一步假设团队创新氛围会调节上述间接作用。通过对嵌套在32个团队中的194份领导-员工配对数据分析发现：谦卑型领导显著正向影响员工工作重塑行为;工作自主性和学习目标导向链式中介谦卑型领导对员工工作重塑行为的影响;团队创新氛围跨层次正向调节工作自主性在谦卑型领导与工作重塑之间的中介作用,表现为有调节的中介作用。本文研究结果对于如何激活员工工作重塑行为,提高组织的环境适应能力具有一定的启示和借鉴意义。     

新形势下切实推进人才强企工程的实践探索——以华东油气田勘探开发研究院为例

中国特色社会主义进入新时代,社会各界要在改革发展稳定中攻坚克难,对于企业来说势必要实现可持续高质量发展,需要进一步盘活人力资源,提高人均劳效。面对新形势,各企业要结合工作实际,切实推进人才强企工程,为企业发展提供动力,为把中国建设成为特色社会主义强国贡献力量。