工作连通行为的双刃剑效应：多重任务倾向的调节作用

随着移动通信工具飞速发展,“全天候保持工作连通”的新时代已到来。在此背景下,工作连通行为对员工工作与生活的影响受到广泛关注。基于工作要求-资源模型,通过258份三时点的领导-员工配对数据探究工作连通行为的双刃剑效应。路径分析结果表明,工作连通行为一方面会通过工作目标进展进而影响员工工作绩效(积极路径),另一方面又会通过工作负荷进而导致工作-家庭冲突(消极路径)。多重任务趋向在上述两条路径过程中发挥调节作用,对于高多重任务趋向的员工, 积极路径的效果被强化,而消极路径的效果被削弱。     

Job satisfaction and firm performance: Can employees’ job satisfaction change the trajectory of a firm’s performance?

Contemporary trends in business have focused on enhancing the employee work experience. Proponents argue that doing so will improve employees’ productivity and ultimately the firm's performance. However, critics argue that job satisfaction has only a modest relationship with an employee's job performance, and therefore, such an investment will likely have little impact on the firm's financial performance. To investigate the relationship between employees’ job satisfaction and firm performance, we collected a sample of 404 employees working in 31 firms. We tested this relationship using latent growth modeling which allows us to latently examine how employees’ job satisfaction at one time point can predict the trajectory of firm performance. Study results indicated that job satisfaction predicted a positive linear change in two financial indices of firm performance (i.e., return on assets and return on equity) over the course of four years when controlling for three indicators of firm size. These results suggest that the effects of job satisfaction on firm performance are not immediate but rather take time to manifest.     

Capturing a More Complete View of Employees’ Lives Outside of Work: The Introduction and Development of New Interrole Conflict Constructs

This research introduces 4 new constructs that reflect interrole conflict (i.e., work‐to‐personal, personal‐to‐work, family‐to‐personal, and personal‐to‐family conflict) and provide a more complete view of the roles and responsibilities employees experience outside of work. An integration of interrole conflict literature and research on work and nonwork roles or domains highlights the importance of considering an individual's personal domain, which includes activities one pursues because of his or her own interests (e.g., friends, hobbies, community). Unfortunately, without conflict measures pertaining to this new role, researchers cannot clearly understand how roles other than family interfere with individuals’ work role including how interrole conflict impacts employees who do not have significant responsibilities in the family domain. Five phases of research across 4 separate samples were conducted in order to develop measures for the 4 new conflict constructs and to examine relationships with important work, family, life, and health outcomes. Findings from multisource data, including self‐rated, coworker‐rated, as well as single and nonsingle participants, show that the 4 new forms of interrole conflict have significant implications for employees and organizations.     

Gender differences in the family-relatedness of relocation decisions

Using a dyadic study design, the present study draws on research into the family-relatedness of work decisions to examine the impact of the spouse's characteristics on an employee's willingness to engage in job-related relocation. With a sample of 1234 employees, the results show that spousal willingness to relocate mediates (a) the negative effect of the spouse's community ties and (b) the positive effect of the spouse's job alternatives on an employee's willingness to relocate. The indirect effect of the spouse's job alternatives was stronger among female than among male employees. To validate employees' perceptions, this study uses matched data from a subsample of 207 employees and their spouses to test a multi-source model, which revealed several notable inconsistencies. Our exploration of discrepancies between employee and spousal ratings helps explain these differences between single-source and multi-source models. Overall, findings suggest that employees consider various spousal factors in their career decision-making, and the family-relatedness of relocation decisions is particularly strong among female employees.     

新生代知识员工队伍的工作家庭冲突——基于人口特征差异交互效应的视角

本研究以来自高科技企业的500名新生代知识员工为样本,采用单因变量多因素方差分析法揭示了工作家庭冲突的人口特征差异,以及不同人口特征变量之间的交互效应。检验结果表明：（1）新生代知识员工的工作家庭冲突存在显著的性别差异与工龄差异,而职位层次差异并不显著;（2）工作家庭冲突的性别差异分别与工龄差异、职位层次差异之间存在显著的二维交互效应;（3）性别差异与工龄差异、职位层次差异之间存在显著的三维交互效应。     

Trust in organization as a moderator of the relationship between self‐efficacy and workplace outcomes: A social cognitive theory‐based examination

Drawing on a social cognitive theory perspective, we contend that an employee's trust in oneself, or self‐efficacy, will interact with the individual's trust in the system, or trust in organization, to predict job attitudes and behaviours. Specifically, we expected that self‐efficacy would have stronger effects on job attitudes (job satisfaction and turnover intentions) and behaviours (task performance and organizational citizenship behaviours) to the degree to which employees perceive high levels of trust in organization. Using data collected from 300 employees and their respective supervisors at a manufacturing organization in Turkey across three waves, we found that self‐efficacy had more positive effects on job satisfaction, task performance, and citizenship behaviours when trust in organization was high. Interestingly, self‐efficacy had a positive effect on turnover intentions when trust in organization was low, indicating that high trust in organization buffered the effects of self‐efficacy on intentions to leave. The results suggest that the motivational value of trust in oneself is stronger to the degree to which employees also have high trust in the system, whereas low trust in system neutralizes the motivational benefits of self‐efficacy.

Practitioner points

• Practicing managers should not only invest in increasing self‐efficacy of their employees, but also invest in building trust to improve employees’ attitudes, behaviours, and performance. This is because when employee trust in organization is high, employee self‐efficacy has greater potential to have a positive influence over job satisfaction, task performance, and organizational citizenship behaviours.
• Self‐efficacy may actually increase an employee's desire to leave the organization when organizational conditions are unfavourable, such as in the case of low trust in the organization. Practicing managers should be aware that employees who have high levels of confidence may be at higher risk of turnover when they are unhappy with the organization.

     

The Crossover of Work‐Family Conflict From One Spouse to the Other1

In a secondary analysis of data from 220 women serving in the U.S. Air Force and their spouses, we examined the effects of job and family stressors on work‐family conflict (WFC) and family‐work conflict (FWC), focusing on the crossover of these experiences from one spouse to the other. We found positive relationships of WFC with both job and family stressors for wives and with job stressors for husbands. We also found that job and family stressors predicted FWC for wives, but not for husbands. Furthermore, spouse's support buffered the relationship between one's job stressors and the experience of WFC for wives but accelerated these relationships for husbands. Our findings support the bidirectional crossover of WFC from one spouse to another.     

I Cannot Afford to Have a Life: Employee Adaptation to Feelings of Job Insecurity

This study examines the links between employee perceptions of job insecurity, the work–nonwork interface, and stress‐related outcomes. Drawing on an adaptation perspective, we expect employees feeling greater job insecurity to engage in adaptive work behaviors including less use of work–nonwork support programs and greater willingness to let work permeate into one's personal life, which in turn will associate with greater work–nonwork conflict and emotional exhaustion. Data were collected from employees within a large energy company at 2 points in time. Results support the model, offering important insights into employee behavioral responses to job insecurity and key mechanisms through which insecurity may foster diminished employee well‐being.     

Interface between work and family: A longitudinal individual and crossover perspective

This study assessed longitudinal individual and crossover relationships between work‐family conflict and well‐being in the domains of work (job satisfaction) and family (parental distress) in a sample of 239 dual‐earner couples. The results revealed only longitudinal individual effects over a 1‐year period. First, high family‐to‐work conflict (WFC) at Time 1 was related to a high level of work‐to‐family conflict (WFC) 1 year later in both partners. Second, the wife's high level of FWC was related to her decreased job satisfaction 1 year later. Thus, the longitudinal effects identified supported normal causality, that is, work‐family conflict led to poor well‐being outcomes or increased perceived work‐family conflict later on. Longitudinal crossover effects from one partner to another were not observed within a 1‐year perspective.     

Effects of the Interaction Between Reaction Component of Personal Need for Structure and Role Perceptions on Employee Attitudes in Long‐Term Care for Elderly People1

This study examined the interaction of reaction component of personal need for structure (reaction to lack of structure, RLS) and role perceptions in predicting job satisfaction, job involvement, affective commitment, and occupational identity among employees working in long‐term care for elderly people. High‐RLS employees experienced more role conflict, had less job satisfaction, and experienced lower levels of occupational identity than did low‐RLS employees. We found individual differences in how problems in roles affected employees' job attitudes. High‐RLS employees experienced lower levels of job satisfaction, job involvement, and affective commitment, irrespective of role‐conflict levels. Low‐RLS employees experienced detrimental job attitudes only if role‐conflict levels were high. Our results suggest that high‐RLS people benefit less from low levels of experienced role conflicts.     

In Search of Balance: A Conceptual and Empirical Integration of Multiple Meanings of Work–Family Balance

This paper provides a framework that elaborates on four conceptualizations of work‐family balance: additive spillover (unique effects of bi‐directional conflict and enrichment), multiplicative spillover (interactive effects of lower conflict with higher enrichment), balance satisfaction (one's attitude toward resource allocation across work and family roles) and balance effectiveness (one's interdependent self‐evaluation of meeting shared expectations across work and family roles). We describe the conceptual differences among these approaches and hypothesize how they operate differently in predicting work and family attitudes and performance. Relative weights analyses showed that additive spillover was the most important predictor of work attitudes (organizational commitment, job satisfaction, and turnover intent), followed by balance satisfaction and effectiveness. However, balance satisfaction and effectiveness together were the most important predictors of family satisfaction and job and family performance. Mediation tests revealed that unique and interactive effects of bidirectional conflict and enrichment related to work and family attitudes and performance indirectly through balance satisfaction and effectiveness. We discuss implications of these findings and offer suggestions to guide future research and theory on work‐family balance.     

Supervisor Appraisal as the Link Between Family–Work Balance and Contextual Performance

We examined the relationship between subordinates’ family to work balance (conflict and enrichment) and two dimensions of contextual performance (interpersonal facilitation and job dedication) reported by supervisors. Beyond the direct effects, we hypothesized that supervisor’s appraisals of employee conflict and enrichment would influence the supervisor’s contextual performance ratings. Data collected from a matched sample of 156 private sector employees and their supervisors indicated that the supervisor’s performance ratings were impacted by the supervisor’s appraisal of enrichment. However, the supervisor’s appraisal of conflict only mattered for interpersonal facilitation. There was a direct effect of subordinate’s conflict on both dimensions of contextual performance.     

Counterproductive Work Behavior Among White‐Collar Employees: A study from Turkey

The current study was designed to evaluate the magnitude and types of counterproductive work behaviors (CWBs) among a group of white‐collar employees from different firms. A total of 766 employees voluntarily participated in our study. We focused especially on employees' perceptions of their work environment and on their affective responses to those perceptions. Data were dependent on self‐reporting and privacy, and anonymity measures were taken into account. The five different instruments used to evaluate job satisfaction were, organizational constraints, interpersonal conflict, quantitative workload and CWB. We found a high degree of job satisfaction, a minimal quantitative workload and a limited exhibition of CWBs among our sample. Organizational constraints were found to be the most strongly correlated to exhibited CWBs, followed by interpersonal conflict and quantitative workload. Job satisfaction had a diminishing effect on CWBs. Among the five dimensions of CWBs, abuse and withdrawal were found to be the most important. The most frequently reported CWB was ‘came to work late without permission.’ Except for income we found no statistically significant relationship between demographic characteristics and the exhibition of CWBs. We concluded that by abolishing pre‐existing organizational constraints there may be a reduction in CWBs.     

A longitudinal and multi‐source test of the work–family conflict and job satisfaction relationship

Job satisfaction is one of the most frequently studied outcomes in the work–family conflict literature. This study extends the previous research examining the unique effects of work interfering with family (WIF) and family interfering with work (FIW) on job satisfaction by (1) controlling for family, personal, and job characteristics of dual‐earner couples, (2) employing cross‐sectional and longitudinal methods, and (3) predicting job satisfaction with a spousal rating of the target's WIF. Consistent with previous research, WIF was related to job satisfaction cross‐sectionally for men and women, and this effect existed beyond negative mood, job autonomy and monotony, and FIW. When predicting a change in job satisfaction a year later, and when using spouse rating of the target's WIF, WIF was predictive of women's job satisfaction but not men's, which is consistent with gender role theory. The fact that WIF predicted job satisfaction for women beyond affective and job characteristic variables, over time, and with non‐self reported measures, provides more confidence in this directional relationship than could previously be assumed. Societal and managerial implications are discussed.     

The Mediating Roles of Work–Family Conflict and Facilitation in the Relations Between Leisure Experience and Job/Life Satisfaction Among Employees in Shanghai Banking Industry

In this study, we explore whether the relationship between leisure experience and job/life satisfaction is mediated by work–family conflict and facilitation, and how these effect coefficients varied among different demographic groups of gender, marital status as well as parental status. With the survey data from 1706 employees in the Shanghai banking industry, we found work–family conflict and facilitation acted as mediators between leisure experience and job/life satisfaction. In all demographic groups, work–family conflict was negatively related with leisure experience and job/life satisfaction. Conversely, work–family facilitation was positively related with leisure experience and job/life satisfaction. Moreover, we found (1) compared with the case for males, the negative effect coefficient of work–family conflict on job satisfaction was significantly higher in female samples. (2) The positive effect coefficients of leisure experience on work–family facilitation was higher for married couples than for unmarried employees. (3) For employees who had children, the negative effect coefficient of leisure experience on work–family conflict as well as the positive effect coefficient of leisure experience on work–family facilitation were significantly higher than for employees who had no children. The results of this study suggest that employees in the banking industry would experience a lower level of work–family conflict and better maintain work–family facilitation by engaging in leisure pursuits with their family. The limitations of this study were discussed as well.     

Personal Values,Autonomy, and Self‐efficacy: Evidence from frontline service employees

Employee's self‐efficacy has been related with important outcomes for organizations, such as service quality and job performance. Thus, understanding the antecedents of self‐efficacy can have important payoffs. Accordingly, this paper investigates how personal values interact with autonomy to affect employee's self‐efficacy. The hypotheses are tested with a sample of bank employees. The results reveal that conservation is negatively related to self‐efficacy and that both openness to change and self‐enhancement values have a positive impact on self‐efficacy. Autonomy is also positively associated with self‐efficacy. Finally, autonomy mitigates the negative effects of conservation on self‐efficacy, and strengthens the positive effects of self‐enhancement on self‐efficacy.     

When and why creativity‐related conflict with coworkers can hamper creative employees' individual job performance

We examined when and why focal employees' creativity-related conflict with coworkers is related to their individual job performance. As hypothesized, a survey among 113 employees in 14 manufacturing work groups showed that creativity-related conflict with coworkers escalates into dysfunctional relationship conflict when focal employees have low rather than high trust in those coworkers. In its turn, relationship conflict with coworkers was found to be negatively associated with focal employees' individual job performance when they lack support from their supervisor. Finally, the indirect effect of creativity-related conflict on job performance through relationship conflict was found to be significant when both the first stage moderator of coworker trust and the second stage moderator of supervisory support were low rather than high.     

The role of work–family role integration in a job demands–resources model among Chinese secondary school teachers

The current study examines an integrative demands–resources model of the work–family interface in a sample of 259 Chinese secondary school teachers. Participants completed questionnaires relating to job demands, job resources, work‐to‐family conflict, work‐to‐family enrichment, work–family role integration (WFRI) and burnout scale. Results show that: (i) job demands were strongly and positively associated with work‐to‐family conflict, which further led to an increase in burnout; job resources were strongly and positively associated with work‐to‐family enrichment, and consequently to a decrease in burnout. Job demands also had a significant direct impact on burnout; (ii) a newly proposed construct, WFRI, was found to partially mediate the relationship between job demands and work‐to‐family conflict, as well as between job resources and work‐to‐family enrichment. Theoretical and practical implications are discussed, and future research directions are provided.     

Empowering public service workers to face bystander conflict: Enhancing resources through a training intervention

Public service employees work in occupations that are accompanied with high psychosocial risks. Police, firefighters, and paramedics are increasingly being confronted with argumentative, conflicting bystanders that frustrate them in executing their task. We developed a resource‐enhancement intervention and tested its usefulness for securing employees’ effective functioning and well‐being in bystander conflict. In a simulation‐based pre‐test post‐test control group design, paramedics in the intervention condition received training about how to increase their resources in terms of conflict management efficacy, perspective taking, task support, and emotional support. For those in the control condition, no such training was provided. Comparing pre‐ and post‐test measures (n = 81) of the participants in the intervention and control groups, we found evidence that the intervention successfully increased employees’ resources over time. Moreover, we found considerable support for a positive link between these resources and employees’ affective well‐being and job dedication. Thus, our study suggests that a resource‐enhancing intervention can serve as an important means to protect public service employees against the deleterious effects of bystander conflict.

Practitioner points

• A resource‐enhancing intervention can protect public service employees against the deleterious effects of bystander conflict.
• Resources related to dealing with a hindering bystander, as well as resources facilitating the continuation of the primary task, are positively associated with employees’ affective well‐being, job dedication, and job performance.

     

Job level, demands, and resources as antecedents of work–family conflict

Although substantial research has examined the conflict that employees experience between their work and family roles, the literature has not investigated the prevalence and antecedents of work–family conflict for individuals who work at different levels of an organization. This study examines differences in work–family conflict (work interference with family and family interference with work) for lower-level and higher-level employees, the factors that might explain these differences, and the differential effect of resources on conflict across job levels. Results indicate that higher-level workers experience greater conflict in both directions than lower-level workers, and that work- and home-based resources are differentially related to the conflict experienced by employees who hold lower-level and higher-level jobs.