Examining quality time as a mediator of dyadic change in a randomized controlled trial of relationship education for low-income couples.

Research identifying specific mechanisms of positive change for couples participating in relationship education is scant. Recent studies have identified the potential of communication skills as a likely mechanism, yet more information is needed about the contribution of process factors. Thus, we examined the influence that quality time spent together had on positive post-intervention outcomes based on couples' reports of dyadic coping and dyadic adjustment for 1,367 low-income couples randomly assigned to receive relationship education. Results indicated that treatment couples reported significant gains in quality time spent together, and that those gains fully mediated positive changes in dyadic coping and adjustment. Additionally, actor and partner effects existed such that men's and women's reports of improved quality time influenced their own and their partners dyadic coping and dyadic adjustment. We discuss study implications for practice and future research.

Beyond targets and instigators: Examining workplace incivility in dyads and the moderating role of perceived incivility norms.

In the 2 decades since Andersson and Pearson (Academy of Management Review, 24, 452, 1999) suggested workplace incivility occurs in dyadic relationships between two employees, research has only studied incivility from the perspective of either the target or the instigator. In doing so, it implicitly treats experienced and instigated incivility as though they solely reflect (viz., dispositional and situational) characteristics of targets and instigators, ignoring that incivility is also attributable to the unique relationship between dyad members. The present study draws on the norm of reciprocity to examine workplace incivility in dyadic relationships and how it differs across individuals. Using dyads as the unit of analysis, we test our predictions among employees at a U.S. restaurant chain (Sample 1); a technology manufacturer in China (Sample 2); and across a range of industries, organizations, and jobs in the U.S. (Sample 3). We find that experienced and instigated incivility exhibit substantial variation at the dyad level, that the two are related within dyads after accounting for individuals' general tendencies to experience and instigate incivility, and that the within-dyad association between experienced and instigated incivility is moderated by perceived descriptive and injunctive norms regarding uncivil behavior. Implications and future research directions are discussed. (PsycInfo Database Record (c) 2022 APA, all rights reserved).

How a gratitude intervention influences workplace mistreatment: A multiple mediation model.

Despite wide-ranging negative consequences of interpersonal mistreatment, research offers few practical solutions to reduce such behavior in organizations. Given that interpersonal relationships are strengthened and desired employee behaviors are more frequent when individuals purposefully cultivate feelings of gratitude, the present study tests the effectiveness of a 10-day gratitude journaling intervention in reducing workplace incivility, gossip, and ostracism. Because research has not examined the mechanisms by which gratitude interventions influence outcomes, we draw on theory and research from the gratitude literature to propose and test a multiple mediator model. Specifically, we examine the moral affect theory of gratitude, find-remind-and-bind theory, self-regulation theory, and social exchange theory as possible explanations for the effects of the intervention. Two field experiments involving 147 (Study 1) and 204 (Study 2) employees demonstrated that the intervention decreased mistreatment (as reported by coworkers) by enhancing self-control resources. We also found that the effects of the intervention were stronger for individuals who perceive higher norms for gratitude in their workplace. The findings support the resource-building nature of gratitude interventions and demonstrate that a gratitude intervention is one effective way to decrease interpersonal mistreatment in organizations. Implications for theory and practice are discussed. (PsycInfo Database Record (c) 2020 APA, all rights reserved).