鑽石舞台

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1.走走停停，我的心流去哪了？每日令人厭惡的早晨通勤如何以及何時與員工工作時的動機和行為負相關

儘管已有研究表明通勤對於個體和社會具有廣泛的消極影響，但是既往研究對於令人厭惡的通勤如何影響員工工作效率卻所知甚少。基於自我調節理論和資源保存視角，本文構建的框架解釋了令人厭惡的早晨通勤如何通過自主交通行為擾亂這一資源損耗經歷對員工工作沉浸造成損害，進而降低員工的工作效率（如，工作投入、主觀績效和面向個體的組織公民行為）。本文進一步闡釋了每日的自我控制要求作為邊界條件放大了該效應，並且提出員工的基礎需求滿足可以作為保護因素。兩個跨期10個工作日的日記研究（研究1共53名員工，411個每日水平的數據；研究2共91名員工，719個每日水平的數據）支持了大部分假設。研究1表明，在當天有高強制性的工作控制要求時，令人厭惡的早晨通勤通過低水平心流體驗影響員工每日的工作投入，員工的自主性需求和勝任力需求滿足減緩了該交互作用。研究2排除了消極情感和緊張的替代性解釋，並額外發現自我損耗在厭惡型通勤與工作效率之間的中介作用以及重複了勝任需求滿足的三階交互作用。本文批判性地討論了研究發現並思考企業如何干預以讓人們更容易產生工作心流體驗。

Despite convincing evidence about the general negative consequences of commuting for individuals and societies, our understanding of how aversive commutes are linked to employees』 effectiveness at work is limited. Drawing on theories of self-regulation and by extension a conservation of resources perspective, we develop a framework that explains how an aversive morning commute—a resource-depleting experience characterized by interruptions of automated travel behaviors—impairs employees』 immersion in uninterrupted work (i.e., flow), which in turn reduces employee effectiveness (i.e., work engagement, subjective performance, and OCB-I). We further delineate theoretical arguments for daily self-control demands as a boundary condition that amplifies this relation and propose the satisfaction of employees』 basic needs as protective factors. Two diary studies across 10 workdays each (Study 1: 53 employees, 411 day-level data points; Study 2: 91 employees, 719 day-level data points) support most of our hypotheses. Study 1 demonstrates that daily aversive morning commutes negatively affect employees』 daily work engagement through lower levels of flow experiences, but only on days with high impulse control demands. In addition, we find initial support that employees』 general autonomy and competence needs satisfaction attenuate this interaction. Study 2 rules out alternative mechanisms (negative affect and tension), demonstrates ego depletion as an additional mediator of the relation between aversive morning commutes and work effectiveness, and replicates the hypothesized three-way interaction for daily competence need satisfaction. We critically discuss the findings and reflect on corporate interventions, which may allow people to more easily flow to and at work.

論文原文：Gerpott, F. H., Rivkin, W., & Unger, D. (2022). Stop and go, where is my flow? How and when daily aversive morning commutes are negatively related to employees』 motivational states and behavior at work. Journal of Applied Psychology, 107(2), 169–192.

2.職場無禮遭遇：一項關於職場無禮行為的構念效度和諾莫網絡的元分析

儘管職場無禮在過去二十年受到了組織研究持續的關注，但該構念的效度，尤其是對比其他類型的職場虐待一直受到反覆質疑。同時，無禮遭遇前因的有待研究也導致對其諾莫網絡的理解不夠完整。使用Schmidt和Hunter的隨機效應元分析方法，本文通過檢驗職場無禮的信度、聚合效度和區分效度驗證了這一構念的有效性，並且驗證了職場無禮超過其他類型的職場虐待的增長預測效度。本文也基於加害者掠奪框架（Perpetrator predation framework）系統地研究了職場無禮遭遇的前因以拓展其諾莫網絡。基於105個獨立樣本和51008名參與者的數據，職場無禮的構念效度得到了穩健支持。此外，人口特徵（性別、種族、階層和任期）、人格特質（宜人性、盡責性、神經質、消極情感和自尊）以及情境因素（感知不文明氛圍和社會支持氛圍）是職場無禮遭遇的重要前因，並且情境因素與其有着更強的聯繫。基於457名參與者的補充研究進一步支持了職場無禮的構念效度。

Although workplace incivility has received increasing attention in organizational research over the past two decades, there have been recurring questions about its construct validity, especially vis-à-vis other forms of workplace mistreatment. Also, the antecedents of experienced incivility remain understudied, leaving an incomplete understanding of its nomological network. In this meta-analysis using Schmidt and Hunter’s [Methods of meta-analysis: Correcting error and bias in research findings (3rd ed.), Sage] random-effect meta-analytic methods, we validate the construct of incivility by testing its reliability, convergent and discriminant validity, as well as its incremental predictive validity over other forms of mistreatment. We also extend its nomological network by drawing on the perpetrator predation framework to systematically study the antecedents of experienced incivility. Based on 105 independent samples and 51,008 participants, we find extensive support for incivility’s construct validity. Besides, we demonstrate that demographic characteristics (gender, race, rank, and tenure), personality traits (agreeableness, conscientiousness, neuroticism, negative affectivity, and self-esteem), and contextual factors (perceived uncivil climate and socially supportive climate) are important antecedents of experienced incivility, with contextual factors displaying a stronger association with incivility. In a supplementary primary study with 457 participants, we find further support for the construct validity of incivility. We discuss the theoretical and practical implications of this study.

論文原文：Yao, J., Lim, S., Guo, C. Y., Ou, A. Y., & Ng, J. W. X. (2022). Experienced incivility in the workplace: A meta-analytical review of its construct validity and nomological network. Journal of Applied Psychology, 107(2), 193–220.

3.正念和工作要求對一周工作日內員工動機和績效的影響軌跡：夾帶理論的視角

員工績效在以往研究往往被視作對員工行為一個靜態單時點的快照。然而，認為績效會隨時間波動的研究所採取的時間框架與理論存在脫節。為了讓兩者聯繫更為緊密，本文基於卷吸理論（Entrainment Theory；形容原流體軌跡隨新流體軌跡的介入而變化）探究了員工動機和績效在5個工作日內的軌跡變化。本文假設在一周工作時間內動機控制（基於注意力調配的目標追求維持過程）與績效之間存在下滑的關係軌跡。基於自我決定理論，本文假設特質正念通過影響動機控制與績效下滑軌跡負相關。最後本文基於特質激活理論提出，只有當工作要求較高時，正念才能通過動機控制軌跡間接影響績效軌跡，基於151名醫療器械公司的全職員工持續一周工作日、每日收集兩次的數據，本文構建個體間的軌跡對假設關係進行的檢驗支持了假設。在一周工作日內動機控制和績效都存在下滑軌跡。進一步地，工作要求有條件地調節了正念基於動機控制軌跡對績效軌跡的間接影響。本文還討論了動機、績效、卷吸和正念的動態化理論和實踐啟示。

Employee performance is commonly investigated as a static, one-time snapshot of prior employee behaviors. For the studies that do acknowledge that performance fluctuates over time, the timeframe decision is disconnected from theoretical underpinnings. To make this connection clearer, we draw on entrainment theory and investigate trajectories in motivation and performance across the 5-day workweek. We hypothesize that both motivational control (i.e., staying on course and sustaining effort in pursuit of goals through the redirection of attention) and performance have a declining trajectory across the workweek. Drawing on self-determination theory, we also hypothesize that trait-based mindfulness (i.e., nonjudgmental present moment attention and awareness) negatively relates to the downward trajectory in performance across the workweek via its effect on the trajectory of motivational control. Finally, we take a trait activation theory perspective, hypothesizing that mindfulness is relevant as an indirect influence on performance trajectories through motivational control trajectories only when job demands are high. We test our model using 151 full-time employees in a medical device company. We collected data from participants twice daily across the 5-day workweek. We then use these daily scores to create between-person (e.g., person-centric) trajectories to investigate the proposed relationships. The hypotheses are generally supported. There is a downward trajectory of both motivational control and performance across the workweek. Furthermore, job demands conditionally moderate the indirect effect of mindfulness on performance trajectories through motivational control trajectories. Theoretical and practical implications specific to dynamic motivation and performance, entrainment, and mindfulness literature are discussed.

論文原文：Dust, S. B., Liu, H., Wang, S., & Reina, C. S. (2022). The effect of mindfulness and job demands on motivation and performance trajectories across the workweek: An entrainment theory perspective. Journal of Applied Psychology, 107(2), 221–239.

4.活在當下與心懷感激：正念、感激和員工幫助行為的多研究調查

感激是促進職場幫助行為的必要條件。因此培育員工感激經驗對於依賴團隊協作以實現組織目標的現代組織而言十分必要。然而，當前職場一系列複雜的工作要求讓員工難以充分關注和感激他們在工作中獲得的各種益處。因此，員工感激不僅對於僱主難以提升，而且員工也難以切身體會。儘管如此，已有文獻忽略了注意力和意識在促進員工感激當中的作用。本研究檢驗了代表個體當下注意力的正念可能能夠通過激發感激的積極情感和他人導向情感促進員工的幫助行為。兩項實驗研究、一項兩周一次的多源日記研究和一項十天的經驗取樣研究的結果表明，狀態正念通過積極情感和觀點採擇促進更高水平的感激和親社會動機，進而促進員工的職場幫助行為。

Gratitude plays an integral role in promoting helping behavior at work. Thus, cultivating employees』 experiences of gratitude represents an important imperative in modern organizations that rely on teamwork and collaboration to achieve organizational goals. Yet, today’s workplace presents a complex array of demands that make it difficult for employees to fully attend to and appreciate the various benefits they receive at work. As such, gratitude is difficult for employers to promote and for employees to experience. Despite these observations, the role of attention and awareness in facilitating employees』 feelings of gratitude is largely overlooked in the extant literature. In this study, we examined whether one notable form of present moment attention, mindfulness, may promote helping behavior by stimulating the positive, other-oriented emotion of gratitude. Across two experimental studies, a semiweekly, multisource diary study, and a 10-day experience sampling investigation, we found converging evidence for a serial mediation model in which state mindfulness, via positive affect and perspective taking, prompts greater levels of gratitude, prosocial motivation, and, in turn, helping behavior at work. We discuss the theoretical and practical implications of our investigation, as well as avenues for the future research.

論文原文：Sawyer, K. B., Thoroughgood, C. N., Stillwell, E. E., Duffy, M. K., Scott, K. L., & Adair, E. A. (2022). Being present and thankful: A multi-study investigation of mindfulness, gratitude, and employee helping behavior. Journal of Applied Psychology, 107(2), 240–262.

5.高權力帶來更多的工作要求：權力體驗對感知工作要求的動態效應及其對員工工作結果的差異化影響

本文認為心理權力感對權力所有者具有複雜且不一致的影響。基於將工作要求感知視為權力關鍵結果的定位焦點理論以及挑戰性-阻礙性（壓力源）框架的新觀點，本文認為工作要求將會對員工產生差異化的效應。本文模型闡釋了基於權力的工作要求可能會同時對權力所有者產生積極效應（表現為目標促進和意義感）和消極效應（表現為身體不適和焦慮）。通過將工作要求作為一個關鍵的中介變量，本文綜合解釋了權力對權力所有者具有的差異化效應。此外對於高神經質的員工，其權力感知促進工作要求感知的效應更強。一項現場試驗對全模型進行了檢驗，第二項實驗對權力影響工作要求感知進行了重複研究。

In this work, we consider the complex and discordant effects that psychological power has on powerholders. To do so, we integrate the situated focus theory of power, which identifies perceptions of job demands as a key outcome of power, with new insights from the challenge-hindrance framework, which acknowledges that job demands may both help and hurt employees. Our model delineates how power-induced job demands may simultaneously benefit (manifested as goal progress and meaningfulness) and harm (manifested as physical discomfort and anxiety) powerholders. By identifying job demands as a key mediator we provide an integrative account of the nuanced effects that power has on powerholders. Additionally, we show that the relationship between feeling powerful and perceiving one’s job to be demanding is stronger for employees higher (vs. lower) in neuroticism. We tested our theoretical model in two studies—a field experiment where we tested the full model, and a second experiment where we conceptually replicated the effect of power on perceived job demands. We discuss the theoretical and practical implications of our work.

論文原文：Foulk, T. A., & Lanaj, K. (2022). With great power comes more job demands: The dynamic effects of experienced power on perceived job demands and their discordant effects on employee outcomes. Journal of Applied Psychology, 107(2), 263–278.

6.傷害還是收穫：特質共情如何影響領導者在提供負面反饋後的領導有效性

儘管提供負面反饋能夠促進員工績效，但領導有時不願意向員工提供負面反饋。已有研究將負面反饋提供視為一種令人厭惡但存在潛在益處的管理活動。然而，我們對於負面反饋提供如何影響領導有效性卻知之甚少。本文開發並檢驗的理論模型表明，領導者對負面反饋提供如何做出近端和遠端反應取決於他們的特質共情水平。一項經驗取樣研究的結果表面，高特質共情的領導在向下級提供負面反饋後報告了更低的專注和更高的憂慮。專注和憂慮進而與領導每日的效率感知相關，憂慮還與領導每日的變革領導行為相關。聚焦於單次負面反饋提供的兩項後續研究表明，特質共情放大了反饋接收者的消極情感反應對領導決策能力和計劃/問題解決等領導有效性的影響程度，並進一步支持了反饋提供過程當中需要考慮特質共情的觀點。本文通過將理論重點從接收者轉移到提供者為反饋給予過程提供了新的視角，並通過強調共情對領導力的潛在不利影響來挑戰當前關於領導者共情的相關研究觀點。

Although providing negative performance feedback can enhance employee performance, leaders are sometimes reluctant to engage in this activity. Reflecting this, prior research has identified negative feedback provision as an aversive, yet potentially rewarding, managerial activity. However, little is known about how providing negative feedback impacts the effectiveness of leaders who do so. To shed light on this issue, we develop and test a theoretical model that identifies how leaders』 proximal and distal reactions to providing negative feedback are contingent upon their levels of trait empathy. Supporting our theory, results from an experience sampling study indicate that leaders higher in trait empathy report feeling both less attentive and more distressed after providing subordinates with negative feedback, whereas leaders lower in trait empathy report feeling more attentive and less distressed. Attentiveness and distress, in turn, were associated with leaders』 daily perceptions of their effectiveness; distress was also associated with leaders』 daily enactment of transformational leadership behavior. Results of two subsequent studies focused on single episodes of negative feedback provision revealed that trait empathy amplifies the extent to which feedback recipients』 negative emotional reactions impact additional leader effectiveness criteria (e.g., executive functioning and planning/problem-solving), further supporting the need to account for the crucial role of trait empathy in the feedback-provision process. Altogether, our research provides a novel perspective on the feedback-giving process by shifting the focus of theorizing from the recipient to the provider, while challenging current thinking about leader empathy by highlighting its potential downside for leadership.

論文原文：Simon, L. S., Rosen, C. C., Gajendran, R. S., Ozgen, S., & Corwin, E. S. (2022). Pain or gain? Understanding how trait empathy impacts leader effectiveness following the provision of negative feedback. Journal of Applied Psychology, 107(2), 279–297.425–443.

7.資源槓桿，資源損耗：一個關於多團隊成員身份的多層次視角研究

多團隊成員身份（Multiple Team Membership, MTM）是一種讓組織研究和實踐都面臨重大挑戰的複雜現象。本文探究了當前研究關注甚少的MTM多層次性質。本文開發的基於資源的理論框架促進了我們對公司MTM的前因以及生產力後效，以及個體MTM和公司MTM對個體情緒耗竭的協同效應。基於145家德國組織的19803名員工樣本的數據，本文發現MTM在知識密集型以及人手不足的公司最為盛行，並且公司MTM與隨後的公司生產力之間存在倒U形關係（而非正相關的線性關係）。此外，本文發現個體MTM和公司MTM對個體壓力感知存在交互效應，個體MTM和情緒耗竭之間的正向關係只有在公司MTM更高的公司才存在。總之，MTM對公司層面的生產力具有潛在的積極效應，但同時也可能會對個體層面的員工幸福感產生損害。

Multiple team membership (MTM) is a complex phenomenon that poses significant challenges for organizational research and practice. In this article, we delve into the multilevel nature of MTM, which has not received adequate research attention to date. We develop a resource-based framework that advances our understanding of the antecedents and productivity consequences of firm MTM, and the synergistic effects of individual MTM and firm MTM on an individual’s emotional exhaustion. Using a sample of 19,803 employees from 145 German organizations, our analyses reveal that MTM is most prevalent in knowledge-intensive and understaffed firms, and that firm MTM has an inverted U-shaped (rather than a positive linear) relationship with subsequent firm productivity. In addition, we find that individual MTM and firm MTM interactively shape individual stress perceptions, such that positive linkages between individual MTM and emotional exhaustion are significant only in firms with higher (but not lower) firm MTM. Together, these findings suggest that MTM has the potential to lead to firm-level productivity gains but, at the same time, may take a toll on individual employees』 well-being.

論文原文：Berger, S., van de Brake, H. J., & Bruch, H. (2022). Resource leverage, resource depletion: A multilevel perspective on multiple team membership. Journal of Applied Psychology, 107(2), 298–309.

8.火花閃爍與探尋內心：目標導向對創造力軌跡的差異化效應

為何有些員工在創造力提升和保持方面隨着時間比其他人做得更好？儘管過去幾十年已有關於員工創造力的大量實證和理論研究，但是我們仍未充分理解創造力的時間和發展方面。基於對創造力動態性質的強調，本文提出創造力軌跡的非單調性以及目標導向解釋了個體創意產能（數量）和質量（新穎性和有用性）提升和維持的能力變化。基於一家製造公司的縱向研究的結果表明，由於學習導向的員工努力開發自身技能，他們的創意質量能夠隨着時間快速提升並維持。而那些績效導向的員工由於想要展示自身技能進而依賴於能夠產生大量創意的已有框架，但這最終會導致他們長期創造力的損害。

Why are some employees better than others at improving and maintaining their creativity over time? Despite decades of empirical study and theory on employee creativity, the temporal and developmental aspects of creativity are far from being fully understood. Emphasizing the dynamic nature of creativity, we propose that creativity trajectories are nonmonotonic, and that goal orientations explain individual variations in the ability to improve and sustain the productivity (number) and quality (novelty and usefulness) of ideas over time. Our findings from a longitudinal study at a manufacturing company suggest that employees with a learning orientation strive to develop their skills and thus improve the quality of their ideas at a faster rate and maintain it over time. Those with a performance orientation seek to demonstrate their skills, relying on existing frameworks that enable a larger number of ideas initially, yet ultimately undermine their creativity in the long term. We discuss the theoretical and practical implications for fueling creativity over time.

論文原文：Miron-Spektor, E., Vashdi, D. R., & Gopher, H. (2022). Bright sparks and enquiring minds: Differential effects of goal orientation on the creativity trajectory. Journal of Applied Psychology, 107(2), 310–318.

9.擊中目標：情感文化對適應性績效的影響

已有研究表明諸如同伴關愛與歡樂等積極情感文化能夠預測團隊績效。通過檢驗美國軍隊坦克兵團在一段時間內的客觀團隊績效模式，本研究對積極情感文化變量對適應性績效的預測進行了分析。本文還基於行動導向的樂觀情感文化和憤怒的消極情感文化對情感文化研究領域進行了擴展。在一次高風險的國際軍事訓練演習中，55個美國陸軍坦克兵團（N=175）完成了資格預審績效事件和最終資格績效事件，並在這兩次事件前後完成了問卷調查。研究表明，樂觀的積極情感文化預測了一種低預審績效反彈的適應性績效模式。歡樂和樂觀的情感文化都直接預測了最終績效，但同伴關愛或者憤怒情感文化都不是顯著的預測變量。結果表明這些情感文化變量存在自身獨特的性質及其與群體的特質情感和凝聚之間的差異。擁有高樂觀情感文化的團隊更能夠在績效不佳的情況下反彈，這表明提倡樂觀文化的組織會產生更具適應力的團隊。

Previous research has established the role of positive emotional cultures such as companionate love and joy in predicting team performance. Building on this work, the present study analyzes the role of positive emotional culture variables as predictors of resilient performance by examining patterns of objective team performance in U.S. Army tank crews over time. We also broaden the emotional culture domain by investigating an action-oriented positive emotional culture of optimism and a negative emotional culture of anger. During a high-stakes international military training exercise, 55 U.S. Army tank crews (N = 175) completed a pre-qualification performance event, a final qualification performance event, and surveys at baseline and after both events. The positive emotional culture of optimism predicted a pattern of resilient performance defined as a rebound from poor pre-qualification performance. Emotional cultures of joy and optimism also directly predicted final performance, but neither the emotional culture of companionate love, nor the emotional culture of anger was a significant predictor. Results demonstrate the distinct nature of each of these emotional culture variables, and show that these variables differ from group trait affectivity and cohesion. Teams with a strong emotional culture of optimism were better positioned to rebound in the face of poor performance, suggesting that organizations that promote an optimistic culture develop more resilient teams.

論文原文：Adler, A. B., Bliese, P. D., Barsade, S. G., & Sowden, W. J. (2022). Hitting the mark: The influence of emotional culture on resilient performance. Journal of Applied Psychology, 107(2), 319–327.