Overall team justice and psychological strain: A daily diary study.

Drawing on the relational and uncertainty models of justice, this research investigates the consequences of daily overall team justice perceptions on employees' daily psychological strain. Specifically, we examine daily psychological safety as a mediator of the relationship between daily overall team justice evaluations and daily psychological strain. We also argue that daily overall supervisor justice moderates this mediated relationship. Using a daily diary study over 10 consecutive working days, our results confirm that daily team justice reduces employees' daily psychological strain. In addition, our findings provide evidence that daily psychological safety mediates the effects of daily justice perceptions on daily psychological strain. Results also show that the relationship between daily overall team justice and daily psychological safety is moderated by overall supervisor justice, thereby complementing the target similarity model.

Impression Management on Instagram and Unethical Behavior: The Role of Gender and Social Media Fatigue.

Impression management (IM) concerns can lead to significant psychological consequences, potentially engendering unethical behavior. Therefore, adopting the stressor-strain-outcome framework, this study explores the effects of IM concerns on unethical behavior through wellbeing, and whether IM on social media (i.e., Instagram) triggers fatigue and results in unethical behavior at work. The findings of two empirical studies (n = 480 and n = 299) in different settings (Kuwait and the UK) suggest that women experience higher effects from IM concerns compared with men in Kuwait, while no gender differences are found in the UK. The results also confirm that impression management on social media platforms triggers fatigue, in turn increasing unethical behavior at work. This study contributes to the IM literature by capturing the effect of Instagram activities on workplace behavior.

Impression Management and Career Related Outcomes: A Systematic Literature Review.

Despite the popularity of the term impression management (IM) in the literature, there is no consensus as how different types of IM (direct vs. indirect) and modes of interaction (face-to-face vs. online) promote career-related outcomes. While most empirical studies focus on direct IM, individuals engage in both types of IM and interaction modes, particularly indirect IM in the online context. Indeed, recent developments suggest that online interactions now prevail over face-to-face interactions, especially during the COVID-19 pandemic. Accordingly, this study presents the first systematic literature review that differentiates between types of IM (direct vs. indirect) and modes of interaction (face-to-face vs. online) in a career development perspective. The review shows that direct IM is more widely studied in the face-to-face than online interaction mode, while indirect IM is neglected in both interaction modes. This study thus provides evidence of the need to investigate and differentiate between the different types of IM and interaction modes for career-related outcomes, highlighting some research gaps and directions for future inquiry.

Boundary Management Permeability and Relationship Satisfaction in Dual-Earner Couples: The Asymmetrical Gender Effect.

Given the increasing use of technology and the growing blurring of the boundaries between the work and nonwork domains, decisions about when to interrupt work for family and vice versa can have critical implications for relationship satisfaction within dual-earner couples. Using a sample of 104 dual-earner couples wherein one of the partners is a member of the largest Italian smartphone-user community, this study examines how variation in boundary management permeability within dual-earner couples relates to partner relationship satisfaction, and whether the effect differed by gender and partners' agreement on caregiving roles in the family. Using actor-partner analysis, we examined the degree to which an individual and his or her partner's level of family-interrupting work behaviors (FIWB, e.g., taking a call from the partner while at work) and work-interrupting family behaviors (WIFB, e.g., checking work emails during family dinner) was positively related to relationship satisfaction. Results show that women experienced greater relationship satisfaction than men when their partners engaged in higher levels of FIWB, and this relationship was stronger when partners had perceptual congruence on who is primarily responsible for caregiving arrangements in the family. This study advances research on dual-earner couples by showing the importance of examining boundary management permeability as a family social phenomenon capturing transforming gender roles.

Organizational Justice and Readiness for Change: A Concomitant Examination of the Mediating Role of Perceived Organizational Support and Identification.

Survival in today's global economy requires organizations to be flexible and adapt readily to the ever-changing marketplace. However, more than 70% of organizational change initiatives fail, mostly due to employees' resistance to change. The literature has identified readiness for change (RFC) as an important cognitive precursor of resistance. A body of research has accordingly investigated the determinants of employees' RFC. In particular, RFC has been shown to be positively predicted by employees' perceptions of fair treatment. Little is known, however, on the mechanisms underlying this relationship. Relying on social exchange theory and social identity theory, this paper investigates the concomitant mediating role of perceived organizational support (POS) and organizational identification (OID) between overall justice and RFC. One hundred and forty-five employees of a company located in France participated in a survey-based study. Results of the path analyses indicated that POS mediates the positive effect of organizational justice on RFC, while OID does not act as a mediator in this relationship. As a whole, these results show the relevance of social exchange theory to better understand how employees become ready to change in organizational settings.