<p>This research examines the relationships between the satisfaction of psychological needs (belongingness and distinctiveness) on affective and cognitive attitudes (job satisfaction and commitment) with an emphasis on identifying key differential and moderating effects. This study hypothesizes the direct effects of need satisfaction and moderating effects of the source (individual & group) and domain (work & non-work) of need satisfaction. Hypotheses were tested with a cross-sectional survey of alumni from a regional college in the mid-Atlantic United States. Results indicated that satisfying the needs for belongingness and distinctiveness whether through source (individual vs. group) or by domain (work vs. non-work) have a positive impact on job attitudes. However, the results for the moderating and differential effects along with post-hoc analyses provides additional insights. Overall, this study found that the satisfaction of psychological needs have important direct effects on affective and cognitive job attitudes. Results indicated that the source of need satisfaction (individual and group) and the domain in which a need is satisfied do moderate the relationship between psychological need satisfaction and specific cognitive and affective job attitudes. In many circumstances, the moderating effect was not as expected. Additionally, the context of virtuality had a significant impact on only a few relationships. Post-hoc analyses showed that the relationship among the variables in this study are more complex than hypothesized and should be evaluated more fully. </p>

<p>The restaurant industry is one of the largest in the United States, and employees within this industry deal with poor working conditions on a daily basis. Despite this, there has been a surprising dearth of research to understand the mental health needs of these workers. The aims of this study were to establish a prevalence of burnout and depression, and understand the relationships between these two outcomes with the constructs of bullying, perfectionism, and social support. To do so, restaurant workers (N=453) were recruited to complete an on-line survey. Results revealed a high prevalence of depressive symptoms and an overextended profile of burnout. Both bullying and perfectionism displayed significant positive relationships with depression and burnout, while social support demonstrated significant negative relationships with burnout and depression. When analyzed in a three-way interaction, social support failed to significantly moderate the effects of bullying and perfectionism on depression and burnout. Results indicate that depression and burnout are serious concerns among restaurant workers. Additionally, bullying and perfectionism are promising targets to consider in future research as mechanisms leading to depression and burnout among restaurant workers.</p>

In contemporary organizations, managing workers’ attention is more critical to success than managing workers’ temporal location. Mindfulness, which represents an essential dimension of attention, has been associated with many important individual and work outcomes. However, we know relatively little about how mindfulness is cultivated at the individual level, and the little we know places the individual in full control of cultivating mindfulness; implicitly conceptualizing managers as relatively passive characters in the cultivation of worker mindfulness. Integrating the mindfulness literature with work design, I propose an attention-based model of work design, through which key work characteristics are linked to worker mindfulness through the mediating effects of psychological demands and job-based psychological ownership. I test portions of this model with two samples. In sample 1, I use survey data from 555 employees from a regional healthcare system to examine the relationships between key work characteristics and job-based psychological ownership. In sample 2, I use survey data from 211 individuals to test both the proposed job-based psychological ownership path to mindfulness, as well as the proposed psychological demands path to mindfulness. I end with a discussion of the findings, limitations, and opportunities for future research.

<p>With increasing demands in people’s work and life, successful self-regulation of multiple goals/tasks becomes important to one’s well-being and performance. One individual difference in this process is one’s preference for multitasking (i.e., polychronicity), which was found to be important in individuals’ psychological experience and performance. However, in terms of our understanding of the nature of this construct, there are at least two issues: 1) most research has assumed that preference for multitasking and preference for sequential pursuit are opposite ends of one continuum, which has not been directly tested; 2) different scales of polychronicity differ on their definitions of multitasking. To address these gaps, the present research seeks to clarify the relationships among individuals’ multitasking preferences and to develop a new and improved scale of these individual differences for future research in multitasking. To do so, three studies (<em>N</em> = 1367) were conducted to create and validate a scale that measures three potentially distinct preferences: concurrent preference, switching preference, and sequential preference. These studies empirically tested the relationships among the three preferences. The results were replicated in both goal and task contexts and with different response anchors. Findings suggest that it is questionable to assume multitasking preference and sequential preference are antithetical, while concurrent and switching preferences were highly correlated. I conclude with a discussion of the theoretical implications and future directions for multitasking research.</p>

<p>Previous research has identified creativity goals and process goals as two contextual interventions for enhancing creativity in the workplace. Whereas creativity goals direct attention and effort toward outcomes that are both novel and useful, process goals direct attention and effort toward the creative process – behaviors and cognitions intended to enhance creative outcomes. The current research draws from past research and theory on goals and intrinsic motivation to explain how creativity goals and process goals influence creative performance, and perhaps more importantly, <i>why</i>. Specifically, I suggest that creativity goals have a direct, positive relationship with creative performance; however, process goals have an indirect, positive relationship with creative performance through creative process engagement. Additionally, specificity has the ability to focus attention on relevant processes and outcomes within the creativity criterion space. While specific creativity goals are predicted to direct attention toward desirable solutions without thwarting needs for autonomy, specific (i.e., structured) process goals may thwart autonomy perceptions, resulting in lower levels of intrinsic motivation, and ultimately creative performance. The hypotheses proposed were examined in a sample of 560 undergraduate students utilizing a 3 (creativity goals: specific, general, and no goal) x 3 (process goals: structured, semi-structured, and no goals) between-subjects experimental design. Results revealed creativity goals, particularly specific creativity goals, have a direct positive influence on creative performance. Process goals have an indirect positive relationship on creative performance through creative process engagement. Moreover, process goals have a negative impact on perceptions of autonomy, which in turn negatively impacts creative performance by reducing intrinsic motivation. The specific creativity goal had the strongest effects and appears to be an effective way to enhance both creative process engagement and creative performance. Taken together, these findings suggest that goals are a tenable means of enhancing creative performance; however, care should be taken to reduce adverse consequences for autonomy perceptions. </p>

<p>There is a plethora of team composition and personality research, but limited research incorporating the influences of team context or teammate behaviors for a multilevel examination. Using secondary data from a pre-existing study consisting of 86 teams and 430 total participants, we investigated the multilevel relationships of personality and team role adoption. We predicted hypotheses at three levels. At the individual-level, we predicted personality traits would predict role adoption. At the team-level, we predicted team personality composition (measured as mean) would predict role composition (measured as density). We also predicted cross-level interactions, such that team personality composition would moderate relationships between individual personality and role adoption. We utilized Density scores to calculate team role composition, which captures mean ties per group member where a tie is being perceived as adopting a leadership role. At the individual-level, we found support that extraversion levels predicted adoption of all roles. At the team-level, mean conscientiousness predicted density of all team roles. We found no support for any cross-level moderations that team personality composition influenced individual-level personality to role predictions.</p>

<p>In the face of an increasingly pressing refugee crisis, host organizations have become a key context for refugee integration (Bimrose & McNair, 2011). Successful integration is critical to refugees’ well-being. However, our theoretical understanding of this process is still limited. This is partly because research centering on refugees is scarce, and the literature lacks a unifying framework to explain how varied integration practices could address refugee needs. To address this gap, the current study applies self-determination theory (SDT) to systematically understand how organizational practices may support refugees’ autonomy, competence, and relatedness needs. To do so, I examine refugee (vs. non-refugee) perceptions of organizational support helpfulness and explore its underlying processes (e.g., needs deprivation, work centrality). Findings suggest that refugees tend to view autonomy and relatedness practices as especially helpful, and these relationships are mediated through higher work centrality. I conclude with a discussion of the theoretical and practical implications of the findings for refugee workplace integration.</p>

<p>The purpose of this research was to investigate how work orientation (job, career, and calling) affects the professional life of leaders; and how leaders perceive their work regarding these three dimensions. In addition, this study aimed to relate work orientation to performance. Also, phenomenology approach allowed a deep investigation of the experience of leaders with regard to their work.</p><p> For this purpose, two surveys were used; one was on work orientation and the other on performance. After completion of the surveys, six participants were invited to participate in an in-depth interview. The participants were aligned with the calling orientation and had a high performance at work. They described their work as integrated into their lives, involving their families in decisions, helping people, and desiring to make a difference in this world. Also, the findings showed that people who live a calling feel that work and life have intertwined meanings. The motivation, well-being, connection with an organization, engagement with work, and having a purpose were factors that had significance for those who perceive work as a calling. The main results were that the participants faced new challenges, built new meanings and understandings about work during their careers. Each experience helped them to improve the next, while also improving their performance. The relationship between these factors revealed a cycle of meanings. The cycle represents the evolution of the creation of new meanings which defines how people perceive their work and how that influences performance. Furthermore, this study showed that it is possible to change the perception of work through goals, achievement, working context, the adversities faced, stages of life, and the work environment. All of these lead to new meanings and becoming aligned to different dimensions of work orientation. </p><p><br></p><p><br></p>

Research in organizational identity as pioneered by Albert and Whetten (1985) provides that organizational identity is central, enduring and distinctive. As Gioia et al. (2013) put it, “what we know about organizational identity, including its dynamic aspects, is based on the study of organizations located within a single and uniform geographic market (U.S./European) and/or stable institutional environment (developed markets)” (p. 180). This study thus carries research in organizational identity forward by locating it at an integrated food manufacturing company, Feed Me Ventures Limited, in the non-western, developing country, Nigeria. As businesses expand globally, it becomes pertinent for global organizations and managers in organizations outside the West to become aware of possibly divergent forms of organizational identity and formation processes that may exist. Nigeria is a community faced with unstable and corrupt leadership, a volatile economy directly impacted by its own created as well as global instabilities as well as a culture that is very different from those of the communities in which organizational identity has traditionally been studied. To accomplish the goals of this study, an inductive analysis is conducted using ethnographic observation, document analysis and grounded theory interviewing. This method is deemed most appropriate as this is an exploratory study to find what organizational identity may look like in Nigeria. Findings provide that while the conceptualization of organizational identity in the literature hold true, the environment greatly affects organizational identity. The founder of Feed Me Ventures Limited had developed organizational identity in direct opposition to societal values thereby emphasizing the distinctiveness dimension of organizational identity more than would normally be expected. Also, there is an adaptational dimension to organizational identity at Feed Me Ventures Limited which allows it to adapt to different needs in the environment in order to survive and retain its core identity. This is similar to adaptive instability which is already established in the literature except that at Feed Me Ventures Limited, when new identity dimensions are adapted in reaction to the environment, these dimensions only serve to help the organization retain its core identity. Furthermore, the relationship between organizational identity claims and organizational identity understanding among organizational members revealed the existence of an organizational identity gap (OI gap). This refers to a situation where claims about “who we are” from senior management does not align with understanding of “who we are” by organizational members. Also interesting is that social constructionist views about organizational identity being developed through the interactions of organizational members is found to be true at Feed Me Ventures Limited where organizational members, in their social interactions, begin to form notions of “who we are” that are not derived from claims about “who we are” from management. This study concludes that it is important for organizational leaders to acknowledge environment variables, engage in organizational diagnosis to find OI gaps and consider further this concept of adaptation and how this might serve organizations in environments similar to Nigeria.