Fulfilling moral duty or prioritizing moral image? The moral self-regulatory consequences of ethical voice.

Previous research on the consequences of ethical voice has largely focused on the performance or social relational consequences of ethical voice on multiple organizational stakeholders. The present research provides an important extension to the ethical voice literature by investigating the distinct intrapersonal and interpersonal moral self-regulatory processes that shape ethical voicers' own psychological experiences and their subsequent purposeful efforts to maintain a positive sense of moral self. On one hand, we argue that ethical voice heightens voicers' sense of responsibility over ethical matters at work (i.e., moral ownership), which motivates them to refrain from violating moral norms (i.e., disengaging from unethical behaviors). On the contrary, we argue that ethical voice generates psychological pressure for voicers as they become anxious about preserving their moral social image (i.e., moral reputation maintenance concerns), which motivates them to signal their moral character to others through symbolic acts (i.e., engaging in moral symbolization behaviors). Further, we expect gender differences in the moral consequences of ethical voice. Across two studies that varied in temporal focus (a multisource, time-lagged field study and a within-person weekly experience sampling study), we found support for most of our predictions. The results suggest that while potentially psychologically uplifting (for both men and women), ethical voice also generates psychological pressure for the voicer to preserve their favorable moral social image and thus motivates them (more so in the case of women voicers at the between-person level) to explicitly symbolize their moral character in the workplace. (PsycInfo Database Record (c) 2024 APA, all rights reserved).

The butt of the joke: Understanding the social evaluations of leader humor targets.

Research on humor at work has tended to focus on either the social evaluations formed about the source of humor or the interpersonal consequences that accompany the use of humor. Yet, research suggests that the targets of humor - such as a follower who is the punchline of her leader's jokes - face their own unique judgements and impressions from the social environment. Indeed, humor directed toward another person can communicate important information about the individual and can shape how others perceive and evaluate them. Unfortunately, research on the social evaluations of humor targets is fragmented and relatively underdeveloped. We advance understanding of humor at work by reviewing research on the social evaluations of humor targets, with particular focus on the social evaluations of leader humor targets (i.e., followers). We conclude with several directions for future research.

Employee adjustment and well-being in the era of COVID-19: Implications for human resource management.

Today's organizations have to remain alert and adaptive to unforeseen events, such as external crises, which create increased uncertainty among their workforce and pose immediate threats to the organizations' performance and viability. However, with the recent COVID-19 pandemic, organizations suddenly have to navigate the unprecedented and thereby find new solutions to challenges arising across many areas of their operations. In this article, we discusses some of these challenges, focusing on the implications COVID-19 has for human resource management (HRM) as organizations help their workforce cope with and adjust to their newly altered work environment. In addition, we propose several avenues for future research and advocate for an integrated research agenda for tackling the challenges discussed.