Does fun promote learning? The relationship between fun in the workplace and informal learning

Although research has demonstrated that workplace fun has important benefits, we have an incomplete understanding of the role of fun in the learning domain, especially informal learning. To address this need, the present study examined the influence of fun activities and manager support for fun on informal learning among 206 managers. Fun activities were significantly related to overall informal learning, but manager support for fun was not. Examination of the dimensions of informal learning found that manager support for fun was significantly related to learning from oneself, while fun activities were significantly related to learning from others and learning from non-interpersonal sources. Furthermore, a negative interaction between core-self evaluations and fun activities in predicting learning from oneself was found, suggesting that fun may not be beneficial for all individuals. The key practical implication is that organizations should consider fun as a viable strategy to promote informal learning beyond traditional learning supports. At the same time, organizations should consider the personality of their learners to ensure fun has its intended impact.     

Towards a conceptual and empirical differentiation between workplace bullying and interpersonal conflict

This study investigates the defining features that distinguish workplace bullying from interpersonal conflict – being frequency, negative social behaviour, power imbalance, length and perceived intent – by contrasting the characteristics of conflict incidents in a group of workplace bullying victims versus a group of non-victims. A group of 47 victims and 62 non-victims were identified based on a questionnaire time 1 and time 2 (time lag of 6 months). The conflict incidents were assessed between time 1 and time 2 using an event-based diary study that was filled out for a period of two times 20 working days with a break of 4 months in between. Hierarchical linear modelling (HLM) showed that conflict incidents differed for victims versus non-victims, in line with the defining aspects of workplace bullying: victims’ conflict incidents related more to the work context and included more personal and work-related negative social behaviour. Victims perceived more inferiority and less control in the conflicts, indicated more continuation of previous conflict incidents and reported more negative intentions from their opponent. These findings validate the conceptual differentiation between interpersonal conflict and workplace bullying, while at the same time adhering to their related nature.     

Factors affecting self-referral to counselling services in the workplace: a qualitative study

The benefits of psychological support in the workplace (also known as workplace counselling) are well documented. Most large organisations in the UK have staff counselling schemes. However, it is unclear what, if any, factors affect employee decisions to use such schemes. This study has used a qualitative methodology to explore the reasons that make employees use workplace counselling. Eleven employees of a university in the north of England who had used the staff counselling service of their employer took part in the study. The employer had two schemes available: an internal staff counselling service and an external Employee Assistance Programme (EAP). A semi-structured interview was used with each participant and grounded theory techniques were used to analyse the interviews. The analysis resulted in the construction of a model of psychological help-seeking in the workplace. The main findings indicate that most participants were motivated to use their employer's counselling service by their prior positive experiences of similar or other type of mental health services. Other encouraging factors were: recommendation of service by others, a supportive environment and trust in the confidential ethos of the service. Conversely, negative preconceptions of psychological help-seeking and a perception of the employing environment as unsafe were shown to have been discouraging factors. The study concludes with suggestions for practice and for further research.     

Linking family incivility to workplace incivility: Mediating role of negative emotions and moderating role of self‐efficacy for emotional regulation

The research on work‐related antecedents of workplace incivility (WI) is well‐established, yet relatively less attention has been paid to non‐work‐related experiences as key antecedents to employees’ incivility at work. Drawing upon the incivility spiraling framework and spillover theory, we use a moderated‐mediation model to investigate the impact of employees’ experience of family incivility on their behavioral WI through the mediation of negative emotions and the moderation of self‐efficacy for emotional regulation (SEER). The multisource field data also demonstrate general support for the hypothesized relationships. Findings revealed that negative emotions carry the spiraling effect from family incivility to WI. In addition, SEER moderated the positive direct relationship of experienced family incivility and negative emotions, and indirect association with behavioral WI. These findings have implications for theory and management alike, further suggesting directions for future research.     

职场地位:多面性及其动态影响机制

职场地位是职场人士竞相争取的宝贵资源, 不仅有助于个体获得影响力, 改善个体的自我认知和行为表现, 而且能促进组织的有效运转。然而, 在组织管理领域的研究中, 职场地位并没有获得应有的“地位”。本研究拟基于4个时间点的纵向数据, 采用潜增长模型分析方法, 探讨职场地位随着时间推移的动态变化规律以及对员工态度和行为的动态影响机制, 并揭示职场地位双面性的形成机制。本研究不仅系统探讨职场地位的动态性、双面性等多面性特征, 而且为组织管理实践防范职场地位的阴暗面提供丰富的理论依据。     

Positive employment relations: A qualitative meta-synthesis of the evidence

This study utilises a qualitative meta-synthesis approach to scope the evidence on qualities that define positive employment relations. The selection criteria included the identification of emerging themes, concepts and commonalities comprising positive employment relations throughout literature. Findings suggest that 21 core constructs comprised and affected positive employment relations on individual, team and organisational levels. Of the 21 constructs, only six key constructs are positive workplace relations resources: trust, respect, support, communication, equity and equality, and conflict management. Optimal functioning and flourishing of individuals result in an optimally thriving organisation, and, to ensure flourishing individuals and teams, an organisation should attend to and improve the quality of relationships within the work context.