Virtual work conditions impact negative work behaviors via ambiguity, anonymity, and (un)accountability: An integrative review.

Negative work behavior (NWB) occurs with concerning frequency in virtual work environments. Despite their prevalence and a substantial, multidisciplinary research literature on virtual negative behaviors in general, we lack clear answers regarding if, how, and why conditions differentiating virtual (i.e., computer-mediated) from face-to-face (F2F) work impact perpetrators', victims', and bystanders' involvement in NWB. These questions remain because of an assumed isomorphism (i.e., identical form) within the literature on NWB in F2F and virtual work. We explain why we cannot assume that what is known about perpetrator engagement, victim experience, and bystander intervention from studying F2F NWB applies uniformly to virtual negative work behavior (VNWB). Specifically, we identify how eight conditions of the virtual workplace facilitate three psychological enablers (i.e., ambiguity, anonymity, and (un)accountability) of perpetrators', victims', and bystanders' involvement in VNWB. In doing so, this integrative conceptual review advances a coherent understanding of what is (un)known about VNWB, integrates fragmented theoretical literature, and guides practical intervention. Importantly, we identify limitations of existing research practices that threaten the validity and generalizability of empirical findings. If not addressed, these issues will continue to undermine theoretical development and empirical investigations of F2F NWB and VNWB. Finally, this review points to new areas of inquiry that will meaningfully advance the understanding of NWB in the modern, increasingly virtual workplace. (PsycInfo Database Record (c) 2024 APA, all rights reserved).

Pharmacists' perceptions of pharmacy technician occupational values.

Background: Pharmacy technician scope of practice has expanded in recent years to attempt to alleviate the responsibility burden placed on pharmacists in some states. However, little research has examined the ways in which pharmacists attempt to persuade technicians to take on additional roles. Management literature has identified the importance of understanding employee values in crafting persuasive role expansion messaging. Objectives: Identify the occupational values which pharmacists believe are the most important to pharmacy technicians when attempting to craft messages aimed at increasing technician involvement in advanced roles. Methods: Semi-structured interviews were conducted with pharmacists across multiple practice settings to identify how important they believe nine selected occupational values are to pharmacy technicians. Average scores for each of the nine values were calculated and examined to identify potential differences between the two overarching types of occupational values: intrinsic and extrinsic. Results: Pharmacists indicated that they believed that technicians are more extrinsically motivated than intrinsically motivated. Pharmacists believed that technicians had higher levels of extrinsic occupational values as opposed to intrinsic occupational values (3.920 vs. 3.113). The most important values to technicians as perceived by pharmacists were the income of the job and the hours of the jobs (average score of 4.85 and 4.75, respectively). The chance to be helpful to others and society was the only intrinsic value with an average score >3.5. Additionally, pharmacists indicated that technicians were not properly compensated for their work, which furthered illustrated the perceived importance of extrinsic motivators. Finally, when it came to crafting messaging around role expansion, pharmacists believed it was important to tailor their messaging to the technician they were speaking to. Conclusion: Pharmacists looking to craft role expansion messaging to their technicians are more likely to utilize extrinsic occupational values as motivators instead of using intrinsic values.

Functional Leadership in Interteam Contexts: Understanding 'What' in the Context of Why? Where? When? and Who?

Research on team leadership has primarily focused on leadership processes targeted within teams, in support of team objectives. Yet, teams are open systems that interact with other teams to achieve proximal as well as distal goals. This review clarifies that defining 'what' constitutes functionally effective leadership in interteam contexts requires greater precision with regard to where (within teams, across teams) and why (team goals, system goals) leadership processes are enacted, as well as greater consideration of when and among whom leadership processes arise. We begin by synthesizing findings from empirical studies published over the past 30 years that shed light on questions of what, where, why, when, and who related to interteam leadership and end by providing three overarching recommendations for how research should proceed in order to provide a more comprehensive picture of leadership in interteam contexts.