Political polarization is recognized as a global risk. Although emerging studies on political dissimilarity at work highlight important implications for how employees behave and interact, findings are at times inconsistent. To provide a more nuanced understanding of when and why political dissimilarity disrupts workplace interactions, we draw on the social identity approach and threat processing to examine how political dissimilarity shapes perceptions of work relationships and behavior before and after election events. Across three studies, we demonstrate that political dissimilarity's effects depend on political macro events and thus become temporally activated. Study 1, an experience sampling field study during the 2020 U.S. presidential election, showed no significant impact of political dissimilarity on negative interpersonal interactions before the election, but significance emerged on election day and persisted for six days after the election. In Study 2, an online experiment during the 2022 U.S. midterm elections, we found that actual political dissimilarity indirectly influenced negative interpersonal interactions via reduced social mindfulness after the election but not beforehand. Study 3, a longitudinal experiment over four weeks during the 2024 U.S. presidential election, replicated the election effect, demonstrating that these effects persisted for at least two weeks and were mediated by cognitive (i.e., perspective-taking) and affective (i.e., empathic concern) subdimensions of social mindfulness. Our findings highlight political orientation as a critical dimension of workplace dissimilarity. Although its impact may be subdued, it becomes pronounced during macro-political events, shaping workplace interactions in significant ways, with the political dissimilarity effects being more easily reactivated in the postelection phase.

Using data from diverse employee samples (N = 4,112), we developed and validated a 7-item behavioral scale – Work-related Self-Jeopardizing Behavior (WSJB) – capturing a broad range of employees’ non-rule-violating behaviors associated with their work that are explicitly acknowledged by them as directly placing their immediate physical condition (i.e., momentary energy, strength, or safety) at risk. Examples include staying at work despite feeling physically exhausted or ill, continuing to work despite experiencing body aches and pains from doing one’s job, and skipping meals due to intense work. Findings from Chinese and U.S. samples indicate that WSJB is positively related to, yet distinct from, extant related behavioral constructs such as OCB and working overtime. Drawing from research on organizational normative control, we derive predictions about the unique antecedents of WSJB and its double-edged implications, extending beyond extant related behavioral constructs. Specifically, Studies 1 and 2, multi-wave field studies with U.S. employees, found that employee-perceived performance pressure (Study 1) and supervisor bottom-line mentality (BLM, Study 2) were positively related to employee engagement in WSJB, but not to other extant related constructs. Moreover, underscoring its double-edged implications, WSJB in Study 2 demonstrated incremental validity in predicting poor employee well-being (general health and work exhaustion; mediating the supervisor BLM-employee well-being link), while in Study 3 it enhanced supervisor-rated performance evaluations in a controlled simulation with U.S. supervisors. Theoretical and practical implications with respect to human resource sustainability are discussed.

While those transitioning into a new work role often rely on others to assist them, over time they are likely to also provide assistance to others. Accordingly, we examine the trajectories that the provision of such help by those transitioning take over time, as well as key trajectory determinants and socialization-related outcomes. Extending the Temporal Theory of Organizational Citizenship Behavior (TTOCB), we argue and find that such trajectories vary as a function of both the nature of the transition (i.e., transitioning as an organizational incumbent versus as an organizational newcomer), as well as the leadership and normative characteristics of the unit joined. Specifically, we propose and find that both newcomers and transitioning incumbents exhibit an inverted U-shaped helping trajectory, with the trajectory being significantly flatter for transitioning incumbents. Moreover, unit-level supportive leadership and peer descriptive helping norms moderate these trajectories. For both newcomers and transitioning incumbents, the helping trajectory is flatter in units with higher levels of supportive leadership or peer descriptive helping norms. Consistent with these dynamics, we hypothesize and find that variations in helping trajectories are associated with different levels of task performance, social integration, and turnover intentions one year after role entry. Specifically, individuals exhibiting higher and flatter helping trajectories demonstrate higher task performance, greater social integration, and lower turnover intentions. Theoretical and practical implications are discussed.

A growing body of research shows that rudeness negatively affects individual functioning and performance. Considerably less is known about how rudeness affects team processes and outcomes. In a series of five studies aimed at extending theories of the social-cognitive implications of rudeness to the team level, we show that rudeness is detrimental to team functioning. Using an experimental design, Study 1 shows that teams encountering rudeness perform worse than other teams. Study 2, a medical simulation study, explains this effect by showing that medical teams exposed to rudeness are less likely than other teams to share information and workload and, in turn, execute a variety of medical procedures less well. Studies 3a and 3b highlight the mediating role played by social value orientation (SVO), demonstrating that rudeness elicits these effects by diminishing members' SVO (i.e., making team members less prosocial and more pro-self). In turn, Study 4 shows that rudeness-diminished SVO explains reduced information sharing in teams. Finally, Study 5, a laboratory study, tests a full serial mediation model, demonstrating that rudeness decreases team members' SVO, which in turn reduces team information sharing and, as a result, encumbers team performance. Overall, these findings show that rudeness can have severe implications for team functioning and may even have life-threatening consequences. (PsycInfo Database Record (c) 2024 APA, all rights reserved).

What is human resource strategy? How are human resources strategies formulated and how can we explain the variance between what is espoused and what is actually implemented? What impact – if any – does human resource strategy have on the organization's "bottom line," and how can this impact be explained? Is there one best HR strategy for all firms, or is the impact of HR strategy on performance contingent on some set of organizational, technological or environmental factors? Human Resource Strategy, 2nd edition, provides an overview of the academic and practitioner responses to these and other questions. Applying an integrative framework, the authors review 30 years' worth of empirical and theoretical research in an attempt to reconcile often-conflicting conceptual models and competing empirical results. Complex theoretical models and scientific findings are presented in an accessible and relevant way, in the context of the strategic decisions that executives are forced to make on a regular basis. This new edition features an updated literature review, coverage of the latest challenges to HR strategy, new mini-cases, discussion questions, additional examples, and an emphasis on the strategic implications of the research, making it an ideal resource for students and practitioners alike.

Bringing together 150+ scholars and practitioners from 50+ countries, and funded by the European Commission, COST Action LeverAge (https://www.cost.eu/actions/CA22120/) is the first network-building project of its kind in the work and organizational psychology and human resource management (WOP/HRM) aspects of work and aging. Focused on the aging workforce, the Action aims to foster interdisciplinary and multinational scientific excellence and the translation of science to practical and societal impact across 4 years. Based on a research synthesis, we identify five broad research directions for work and aging science including work and organizational practices for a multi-age workforce, successful aging at work, the integration of age-diverse workers and knowledge transfer, aging and technology at work, and career development in later life and retirement. We provide key research questions to guide scientific inquiry along these five research directions alongside best practice recommendations to expand scholarly impact in WOP/HRM.

Although the implications of team interdependence for team performance are well established, little is known regarding its consequences on the team members’ emotional states. Drawing from Conservation of Resources (COR) theory, we propose a dual-path model of the impact of team interdependence on two distinct negative emotional states (NES), powerlessness and loneliness. More specifically, we argue that on the one hand, team interdependence can reduce member’s vulnerability to NES by facilitating a gain in support resources (i.e., social support). On the other hand, team interdependence may also increase members’ vulnerability to NES via the depletion of regulatory resources manifesting in the form of emotional exhaustion. Additionally, we propose that team goal orientations moderate these indirect effects. Testing this model using three waves of time-lagged data from a sample of manufacturing workers, we find support for the hypothesized dual pathways, and more specifically evidence of: (a) an indirect protective effect of team interdependence via social support on both powerlessness and loneliness, and (b) an indirect vulnerability effect of team interdependence via emotional exhaustion on both powerlessness and loneliness, particularly among members of teams characterized by a high team performance goal orientation. Theoretical and practical implications are discussed.

Little is known about its prevalence of Alcohol Use Disorder (AUD) and its work-based etiology among employed adults in developing countries. To address this knowledge gap, we surveyed a total of 423 Ethiopian textile workers (of whom 313 were non-abstaining) assessing AUD. Using the Alcohol Use Disorders Identification Test or “AUDIT” and categorizing an AUD as any AUDIT score of 16 or greater, the prevalence of AUD was estimated at 4.3% among overall participants and 5.8% among non-abstainers. Logistic regression analysis identified younger age, work-related disability, and stress as significantly associated with AUD. Given the link between these potential work-related risk factors and AUD, the findings suggest that alcohol use prevention programs such as peer-led counseling and/or Employment Assistance Programs, along with brief interventions, may be useful in addressing potential AUD risk factors, reducing AUD prevalence and associated sequaelae, and treating workers with AUD in developing countries.

While governments around the world have adopted policies and regulations making pay more transparent, pay transparency continues to be a contentious issue. Proponents argue that greater transparency is more consistent with the ethical underpinnings of humanistic societies and likely to benefit employees, employers, and/or society. In contrast, opponents highlight the ethical challenges that transparency may pose to personal privacy, as well as its potential social, psychological, and economic risks for stakeholders. Despite mixed beliefs, there may be some transparency-related shifts that most stakeholders welcome, or at least accept, as well as reforms whose benefits likely outweigh particularistic stakeholder costs, offering society-wide, longer term utility. We first discuss steps that policymakers and leaders may take that are likely to have positive implications for both labor and management while minimizing unintended, negative consequences and then review recent public policy interventions already adopted, as well as additional interventions to be considered for future adoption.

With a significant proportion of college students in many countries engaging in risky drinking behavior, this study examines the tendency of such young adults to 'mature out' of such behavior in their first year of employment after graduating, and the degree to which three mainstream organizational on-boarding experiences may expedite such 'maturing out'. Focusing on newcomers' experiences with alcohol-oriented job orientation, job empowerment, and organizational efforts to facilitate the development of supportive peer relationships, we test hypotheses regarding the direct effects of time on the change in alcohol misuse among those reporting misuse in college, as well as the degree to which individual on-boarding experiences account for the variance in young adults' maturing out trajectories over the course of their first year of employment. Findings generated from data collected from over 400 young adults over multiple waves offer important theoretical and practical implications regarding how and why particular onboarding tactics may be more or less effective in influencing newcomers' health-related behaviors.

Do the key drivers of alcohol misuse change as young adults transition from early to late stages of employee onboarding? To answer this question, a series of hypotheses were tested based on two waves of data collected from 1240 college graduates from four different universities in the United States who reported obtaining full-time employment following college graduation. Data on alcohol misuse and hypothesized mechanisms—peer drinking norms and work-related stressors—were collected during the early (i.e. first few months on the job: T1) and late (12 months following initial assessment: T2) stages of employee onboarding. Results indicate that both a key work-related stressor (role overload) and injunctive peer drinking norms (i.e. those focusing on others’ approval) drive alcohol misuse in the transition from early to late stages of onboarding. However, while the relationships between injunctive peer drinking norms and alcohol misuse remain constant over the two measurement points, the mediated relationships between work-related stressors and alcohol misuse via distress is curvilinear and significantly weakens from early to late onboarding. We argue that this observed attenuation suggests that some risk factors can drive alcohol misuse in a way that is non-monotonic as well as dynamic over the course of emerging adults’ career entry.