How differences in perceptions of own and team performance impact trust and job satisfaction in virtual teams

Employees frequently engage in social comparison processes and tend to perceive their own performance as superior compared to that of their peers. We expect this to be particularly salient in virtual teams where employees receive few cues upon which the comparison with other members of their team can be based. With reliance on social comparison and social exchange theory, we propose that such “perceived overperformance” has negative effects on job satisfaction, which is mediated by trust in the team. We confirm this with a sample of field-service employees (n = 753) using structural equation modeling with bootstrapping. We corroborated our findings in focus groups, which suggest the need for performance indicators that are easily communicated to and comprehended by employees to maintain trust and satisfaction.     

Character strengths predict resilience over and above positive affect,self-efficacy,optimism, social support,self-esteem,and life satisfaction

The incremental value of character strengths in the prediction of resilience, after the effects of other well-known resilience-related factors (i.e. positive affect, self-efficacy, optimism, social support, self-esteem, life satisfaction) and sociodemographic variables are accounted for, is examined. Using a cross-sectional design, participants (N = 363 adults) completed online measures of character strengths, resilience, and resilience-related factors. A principal component analysis of character strengths was conducted and five factors were extracted, which could be interpreted as emotional, interpersonal, intellectual, restraint, and theological strengths. All strengths factors, except theological strengths, yielded significant positive correlations with resilience. A hierarchical regression showed that strengths predicted an additional 3% of the variance in resilience over and above sociodemographic variables, positive affect, self-efficacy, optimism, social support, self-esteem, and life satisfaction. Emotional strengths and strengths of restraint were significant positive predictors. Implications, limitations, and future research are discussed.     

Strengths use and deficit correction in organizations: development and validation of a questionnaire

Although the positive psychology tradition emphasizes the importance of a balanced approach regarding individual strengths and weaknesses, there is no valid instrument to measure these phenomena in organizations. The purpose of the present studies is to develop and validate an instrument that measures four dimensions, namely perceived organizational support (POS) for strengths use, POS for deficit correction, strengths use behaviour, and deficit correction behaviour. In study 1 and 2, the Strengths Use and Deficit COrrection (SUDCO) questionnaire was developed and tested for its factor structure, reliability, and convergent and criterion validity in two samples of South African employees (N = 338 and N = 361, respectively). In study 3, the convergent and criterion validity of the SUDCO were examined in a sample of Dutch engineers (N = 133). Results indicated that the intended dimensions of strengths use and deficit correction can be measured reliably with 24 items and showed convergent validity. Moreover, POS for strengths use and strengths use behaviour correlated positively with self- and manager-ratings of job performance, supporting the criterion validity of these scales. As expected, POS for deficit correction and deficit correction behaviour were unrelated to the performance ratings.     

Character Strengths and Job Satisfaction: Differential Relationships Across Occupational Groups and Adulthood

Character strengths are a central construct within positive psychology, and their importance for the workplace was supported recently. Little is known, however, which strengths matter the most at the workplace. The aim of the present investigation was thus to assess the relationship between the level of the 24 character strengths with overall job satisfaction in a general working population (N = 12,499) as well as in eight occupational subgroups (nurses, physicians, supervisors, office workers, clinical psychologists, social workers/educators, economists, and secondary-school teachers) and in six age groups (from 18 to 61+ years) and to compare the overall level of character strengths across the eight occupational subgroups. Results showed that, similar to life satisfaction, zest, hope, curiosity, love, and gratitude, and emotional strengths in general, related most strongly to overall job satisfaction. However, the relationships of the strengths with job satisfaction differed depending on the facet of job satisfaction, the occupational subgroup, and the age group under study. Knowing which individual strengths as well as strengths factors are more important for specific working populations can help to develop and apply more effective strength-based interventions in the workplace, thus improving positive and reducing negative work-related outcomes.

     

Your Strengths are Calling: Preliminary Results of a Web-Based Strengths Intervention to Increase Calling

Cross-sectional research indicated that the application of signature strengths at work seemed to be crucial for perceiving a job as a calling. The present study aimed at testing this assumed causality in a random-assignment, placebo-controlled web-based intervention study. The intervention group (n = 83) was instructed to use their four highest character strengths more often at work for 4 weeks. Meanwhile the control group (n = 69) reflected about four situations (independent from the current workplace) where they excelled. For the evaluation of the effects of the two conditions, participants completed measures on calling and global life satisfaction before (Pretest), directly after the four-week training period (Posttest 1), and 3 (Posttest 2) and 6 months (Posttest 3) later. Calling significantly increased in the intervention group but not in the control group from Pretest to Posttest 1, and remained constant until Posttest 3. Global life satisfaction significantly increased in the intervention group but not in the control group from Pretest to Posttest 2 and from Posttest 1 to Posttest 3. That indicated that the changes on global life satisfaction were less steep than the changes in calling and lagged, but significant long lasting changes were observed likewise. Results supported the assumption that the application of strengths at work impacts calling and life satisfaction. Limitations as well as implications for research and practice are discussed.     

The Effect of Team Mental Models Divergence on Creative Performance During Situational Changes

This study developed a model of team mental models’ influence on team adaptive performance at different stages. It proposed that mental models have different relationships with adaptive performance as a function of the performance stage when teams experience changes: early on (i.e., during situation assessment) more divergent mental models are needed for performance; later on (i.e., during plan execution) more convergent mental models are needed. The model was tested in an experiment with 33 teams (N= 99) faced with unforeseen change at task midway. Partially supporting the predictions of a divergence-convergence model, at situation assessment, teams that developed more dissimilar mental models attained a higher performance originality, but not higher efficiency or usefulness. However, at plan execution, team mental models’ convergence did not lead to higher performance. Implications for research on team mental models are discussed.     

When the job is a calling: The role of applying one's signature strengths at work

This study investigates the role of applying the individual signature strengths at work for positive experiences at work (i.e. job satisfaction, pleasure, engagement, and meaning) and calling. A sample of 111 employees from various occupations completed measures on character strengths, positive experiences at work, and calling. Co-workers (N?=?111) rated the applicability of character strengths at work. Correlations between the applicability of character strengths and positive experiences at work decreased with intraindividual centrality of strengths (ranked strengths from the highest to the lowest). The level of positive experiences and calling were higher when four to seven signature strengths were applied at work compared to less than four. Positive experiences partially mediated the effect of the number of applied signature strengths on calling. Implications for further research and practice will be discussed.     

Employee adaptive performance and job satisfaction during organizational crisis: the role of self-leadership

This study tests the hypothesis that self-leadership is positively related with employee adaptive performance and job satisfaction in rapid change and unpredictable work environments. This assumption was tested through a quasi-experimental study regarding the implementation of a self-leadership training programme in the Private Banking department of an international bank. Change in private bankers’ self-leadership, adaptive performance and job satisfaction was measured three times, over a period of 8 months. During the fourth month of the training programme implementation, the bank underwent an unexpected bailout. Fifty-two private bankers were randomly assigned to an experimental group (n = 28) and to a control group (n = 24). The results showed an increase in self-leadership, adaptive performance and job satisfaction for the experimental group, while job satisfaction decreased for participants in the control group. Our findings suggest that change in the level of self-leadership is positively related with change in the level of adaptive performance and job satisfaction over time. This study presents new evidence that individual adaptive performance and job satisfaction can be enhanced through self-leadership training. Self-leadership training can be used as a valuable tool to help organizations improve employees’ adaptive performance and job satisfaction, especially during organizational crisis.     

Do you believe happiness can change? An investigation of the relationship between happiness mindsets,well-being,and satisfaction

Three studies (N = 794) examined if beliefs about the malleable nature of happiness (growth mindsets) are associated with well-being and if this well-being had downstream implications for satisfaction with one’s relationships (Studies 1–3), health (Study 3), and job (Study 3). In Study 1 (N = 277), happiness growth mindsets were associated with greater well-being and greater relationship satisfaction. In Study 2 (N = 337), using an experimental paradigm and serial mediation, encouraging growth mindsets led to stronger beliefs in the changeable nature of happiness, which in turn was associated with subjective well-being, and, finally, relationship satisfaction. In Study 3 (N = 180), we replicated the downstream effects of growth mindsets of happiness on well-being and subsequently on relationship satisfaction and extended these serial mediation effects to health and job satisfaction. We discuss the implications of happiness mindsets.     

Taking a deeper look inside autonomous and interdependent teams: why,how, and when does informational dissimilarity elicit dysfunctional versus beneficial effects

ABSTRACT

Organizations increasingly use cross-functional teams, characterized by autonomy and interdependence, to improve innovation and to adapt to a dynamic business environment. Based on this trend, prior research started to investigate informational dissimilarity (employee’s dissimilarity relative to teammates regarding education, job specialization, and expertise) in teams. Two key team outcomes are 1) team members’ satisfaction with the team and 2) the team’s proactivity. Paradoxically, some researchers reported dysfunctional informational dissimilarity effects on employee outcomes, while some reported beneficial effects. To integrate opposing informational dissimilarity effects, we apply the categorization-elaboration model of team diversity. We theorize that perceived informational dissimilarity can elicit simultaneously dysfunctional effects on satisfaction with the team and beneficial effects on the team member’s proactivity. We specify the mechanisms of both effects by investigating the mediating roles of peer unfairness (representing dysfunctional informational dissimilarity effects) and information elaboration (representing beneficial informational dissimilarity effects). To reconcile these contradicting processes, we analyse the role of trust. We conducted a survey study at three different measurement time points with team members from different organizations. The results indicate that trust in teammates dampens dysfunctional informational dissimilarity effects and amplifies beneficial effects.     

“Dear Employer,Let Me Introduce Myself” – Flow,Satisfaction with Work–Life Balance and Millennials’ Creativity

With creativity being recognised as a key driver of organizational success, organizations emphasize the need for their employees to be creative and to work long hours. This article takes a step toward understanding the factors contributing to the creativity of millennials, a generation pursuing meaningful work and cherishing a work–life balance. In Study 1 (n = 238), the relationships between creativity, flow, satisfaction with work–life balance and job crafting were explored; in Study 2 (n = 120) the focus was on examining flow as the mediator in the relationship between satisfaction with work–life balance and creativity. In experimental Study 3 (n = 90), the findings from Study 2 were replicated. Overall, the results of the three studies established flow as the mediating variable and demonstrated the beneficial role of satisfaction with the work–life balance and job crafting in the process leading to creativity.     

Application of signature strengths at work: A dual-level analysis

ABSTRACT

Each individual possesses character strengths, the most significant of which are classified as signature strengths. With a sample of 164 individuals who were employed at least part-time in a variety of industries, we examined application of signature strengths and well-being both between-persons (global) and within-persons (daily). Global application of signature strengths was associated with global job satisfaction and strain; however, no significant mediation effects on intent to turnover were found. We also found that daily variations in application of signature strengths were related to daily job satisfaction and strain. Common method bias associated with trait positive and negative affect differed by level of analysis: At the between-person (global) level, trait affect produced substantial inflation of estimates, but at the within-person (daily) level, inflation was negligible. The results suggest the importance of daily opportunities to apply signature strengths and of accounting for variance attributable to trait affect in between-person analyses.     

Relative Leader–Member Exchange Within Team Contexts: How and when Social Comparison Impacts Individual Effectiveness

A multilevel model was developed to examine how and when a focal individual's leader–member exchange (LMX) relative to the LMXs of coworkers within the team (relative LMX, or RLMX) influences individual in‐role performance, organizational citizenship behavior (OCB), and job satisfaction. Results, based on a sample of 275 leader–member dyads within 35 teams of a beverage company, largely supported the hypotheses. Specifically, using multilevel polynomial regression analyses, the results showed that self‐efficacy partially mediated the relationship between RLMX and in‐role performance and job satisfaction, and fully mediated the relationship between RLMX and OCB. Furthermore, the results demonstrated that team identification attenuated RLMX's direct effect on self‐efficacy, and indirect effects on in‐role performance and OCB and team supportive behavior attenuated RLMX's direct effect on self‐efficacy and indirect effect on in‐role performance.     

Teaming up with temps: the impact of temporary workers on team social networks and effectiveness

Temporary workers offer immediate benefits to the bottom line; yet, it is unclear how incorporating temporary workers into teams affects how they function. We apply social identity theory to propose that temporary workers significantly reduce individual- and team-level networks and team effectiveness but that commitment to the leader and intergroup competition can help temporary and permanent employees work together more effectively. Using a sample of employees nested in teams (Study 1, n = 312), we found that status differences affected member interactions resulting in sparser advice and friendship networks for temporary workers compared to their permanent counterparts. At the team level (Study 2, n = 58), these team member differences or contract diversity impacted team functioning through advice networks, such that, teams with greater contract diversity had sparser networks and were less effective. Further, commitment to the leader was found to moderate the negative impact of contract diversity on advice and friendship network density. With the increasing use of temporary worker and the prevalent use of teams, these findings have broader implications for HR functions and present possible avenues to mitigate the negative consequences of temporary workers.     

Psychological capital as a team phenomenon: Mediating the relationship between learning climate and outcomes at the individual and team levels

Psychological capital is a positive psychological state that influences employees’ behaviors and attitudes. Research has only recently begun to examine the phenomenon as a shared psychological team state. The purpose of this research is to examine the mediating role of team psychological capital in the relationship between learning climate and outcomes at the individual and team levels. The findings, which were carried out among 82 school management teams, indicated a positive relationship between learning climate and the team’s psychological capital, and between the team’s psychological capital and the individual’s job satisfaction and the team’s organizational citizenship behavior (OCB). It was also found that team’s psychological capital mediates the relationship between the team’s learning climate and job satisfaction, and between learning mechanisms and the team’s OCB. The findings might encourage research into psychological capital as a team phenomenon and encourage decision-makers to develop ways of reinforcing psychological capital among teams.     

Authenticity and self-esteem across temporal horizons

This paper addresses the question as to whether previously reported findings on a positive relation between character strengths, satisfaction with life, and orientations to happiness (OTH) can be replicated for peer ratings of character strengths. A sample of 334 Swiss adults completed questionnaires and collected informant ratings by 634 peers. Self- and peer ratings converged well and suggest that, primarily: the strengths of hope, zest, and curiosity – but also gratitude and love – play key roles in the interplay of strengths and satisfaction with life. Peer ratings of strengths also related positively with the endorsement of a pleasurable, engaged, and meaningful life. Further analyses show that the OTH predict satisfaction with life beyond self- and peer-rated character strengths. There, the engaged life (i.e. endorsement of flow) was most relevant. This study supports earlier findings that argue for an important role of character strengths when describing the well-being of a person.     

Team Mental Models,Team Goal Orientations,and Information Elaboration,Predicting Team Creative Performance

This study aimed to enhance understanding of team creativity by investigating the type of team mental models that team members develop during their work on a creative problem solving task. We hypothesized that teams that develop dissimilar team mental models, compared to similar and complementary team mental models, will achieve a higher information elaboration. This effect will be moderated by the development of a high learning-performance team goal orientation. Information elaboration in turn was hypothesized to predict team creative performance. In a 3 (similar/dissimilar/complementary team mental models) × 3 (learning/performance/learning-performance goal orientation) experimental study on a sample of 33 teams (N = 98) we found that teams that developed more dissimilar team mental models and experienced a learning-performance goal orientation intervention engaged in more information elaboration. Information elaboration, in turn, mediated the relationship between the interaction between team mental models and team goal orientations and team creative performance. Implications for research on team mental models and team creativity are discussed.     

Does Reducing Male Domination in Teams Attenuate or Intensify the Harmful Effects of Perceived Discrimination on Women's Job Satisfaction? A Test of Competing Hypotheses

This study tested competing theoretical predictions surrounding the moderating effect of male domination in teams on the relation between women's perceptions of gender discrimination and their job satisfaction. Using archival data from an all-female sample of active military personnel (n = 3,015) comprising 321 work teams, which fell on a continuum from less male dominated to more male dominated, we found that the extent to which teams were male dominated moderated the negative link between perceived gender discrimination and job satisfaction, such that perceptions of discrimination were more negatively related to job satisfaction for women working in teams that were less male dominated than for those working in teams that were more male-dominated. We conclude by discussing the implications of our findings for research and practice and highlight several avenues for future research.     

Building Life Satisfaction Through Well-Being Dimensions: A Longitudinal Study in Children with a Life-Threatening Illness

Recent literature suggests that people increase their life satisfaction over time as a result of developing positive psychological resources (e.g. benefit finding). However, this hypothesis has not yet tested in children. Since suffering from illness is usually associated with challenge and growth, we hypothesized that changes in life satisfaction in a sample of ill children would depend on to what extent they developed resources. Children with a life threatening illness (N = 67 at T1 and N = 49 at T2, ages 7–18 years) completed the Student Life Satisfaction Scale, a measure of health-related functioning problems, a measure of positive emotions (PE), the Benefit Finding Scale for Children, and a measure of strengths from the Values in Action Inventory of Character Strengths for Youth. The same measures were assessed 6 months after the first assessment. Using structural equation modeling techniques, results revealed that health-related functioning problems were associated with negative changes in life satisfaction over time. Moreover, increases in benefit finding and character strengths (i.e., love and gratitude) predicted positive changes in LS over time. Finally, PE predicted changes in benefit finding over time through several personal strengths (i.e., vitality and gratitude). The development of positive psychological resources in children experiencing high levels of stress may promote desirable psychological outcomes. Therefore, in order to help clinicians prevent negative outcomes, future research should strive to better understand life satisfaction and its underlying predictors in children experiencing difficult life circumstances.