A study of new labor market entrants' job satisfaction trajectories during a series of consecutive job changes.

Previous research on the psychological effect of job change has revealed a honeymoon-hangover pattern during the turnover process. However, there is a dearth of evidence on how individuals react and adapt to multiple job changes over their working lives. This study distinguishes adaptation to a single job change in the short term from adaptation to the process of job change in the long term. Drawing on two large-scale, long-running panel data sets from Britain and Australia, it examined how job satisfaction trajectory evolved as individuals made a series of consecutive job changes since they first entered the labor market. Our fixed effect analyses show that in both countries, individuals experienced a stronger honeymoon effect with each successive job change, before gradually reverting to their baseline job satisfaction. In short, the amplitude of the honeymoon-hangover effect increased across multiple job changes. By distinguishing "adaptation to change" from "change in adaptation," this study generates original insights into the role of job mobility in facilitating career development and extends set point theory from understanding the impact of single life events to recurring life events. (PsycInfo Database Record (c) 2024 APA, all rights reserved).

Trait continuity: Can parent-rated infant temperament predict HEXACO personality in early adulthood?

Examining the Raine cohort study, we tested the trait continuity hypothesis by examining the extent that young adults' (25-29 years old) self-reported HEXACO personality can be statistically predicted from multi-dimensional parental temperament ratings collected in infancy (1-2 years old). The study incorporated a lagged design (two waves), a large sample size (n = 563), and examined both temperament and personality as both dimensions and profiles. Overall, we found very limited evidence of trait continuity, with generally very weak and few statistically significant observed associations of infant temperament with early adulthood personality. Relations were weak whether profile or dimension-based operationalizations of both phenomena were adopted. Additionally, controlling for sex affected the relations of temperament and personality only to a small extent for most of the traits, and moderation effects of sex were generally zero-to-trivial in size. Altogether, parent-rated temperament in infancy seems to provide little information about HEXACO personality in early adulthood.

What makes you proactive can burn you out: The downside of proactive skill building motivated by financial precarity and fear.

Proactivity at work is generally assumed to be preceded by positive motivational states with positive outcomes for employees. However, recent perspectives suggest downsides to proactive behavior, including that it can be driven by negative emotions or experienced as depleting for employees. Bringing these previously disconnected ideas together, we utilize cognitive-motivational-relational and self-determination theories to holistically examine the negative antecedents of proactivity and its outcomes. We argue that employees, particularly those with high impression management motives, experience burnout when financial precarity and fear drive them to proactively learn new skills. We test and show support for these hypotheses in a four-wave study of 1,315 university employees during the beginning of the COVID-19 pandemic, an external event that threatened employees' financial security. Theoretically, our findings broaden our understanding of the antecedents and consequences of proactivity, while expanding the role of fear at work beyond "flight" responses to include motivating protective effort. Practically, our findings help to understand both how employees proactively develop their skills in light of financial precarity and how these proactive efforts are experienced as depleting. (PsycInfo Database Record (c) 2023 APA, all rights reserved).

Understanding and shaping the future of work with self-determination theory.

Self-determination theory has shaped our understanding of what optimizes worker motivation by providing insights into how work context influences basic psychological needs for competence, autonomy and relatedness. As technological innovations change the nature of work, self-determination theory can provide insight into how the resulting uncertainty and interdependence might influence worker motivation, performance and well-being. In this Review, we summarize what self-determination theory has brought to the domain of work and how it is helping researchers and practitioners to shape the future of work. We consider how the experiences of job candidates are influenced by the new technologies used to assess and select them, and how self-determination theory can help to improve candidate attitudes and performance during selection assessments. We also discuss how technology transforms the design of work and its impact on worker motivation. We then describe three cases where technology is affecting work design and examine how this might influence needs satisfaction and motivation: remote work, virtual teamwork and algorithmic management. An understanding of how future work is likely to influence the satisfaction of the psychological needs of workers and how future work can be designed to satisfy such needs is of the utmost importance to worker performance and well-being.

Human resource management practices and organizational injury rates.

INTRODUCTION: This study investigated the extent to which five human resource management (HRM) practices-systematic selection, extensive training, performance appraisal, high relative compensation, and empowerment-simultaneously predicted later organizational-level injury rates. METHODS: Specifically, the association between these HRM practices (assessed via on-site audits by independent observers) with organizational injury rates collected by a national regulatory agency one and two years later were modeled. RESULTS: Results from 49 single-site UK organizations indicated that, after controlling for industry-level risk, organization size, and the other four HRM practices, only empowerment predicted lower subsequent organizational-level injury rates. Practical Applications: Findings from the current study have important implications for the design of HRM systems and for organizational-level policies and practices associated with better employee safety.

Observer reactions to workplace mistreatment: It's a matter of perspective.

Workplace mistreatment regularly occurs in the presence of others (i.e., observers). The reactions of observers toward those involved in the mistreatment episode have wide-reaching implications. In the current set of studies, we draw on theories of perspective-taking to consider how this form of interpersonal sensemaking influences observer reactions toward those involved in a witnessed incident of workplace mistreatment. We find that observers' blame attributions and empathic concern for the individual whose perspective is taken explain the positive effects of perspective-taking on observer attitudes toward and performance evaluations of both the target and instigator of a witnessed incident of mistreatment. We also find that the effect of perspective-taking on observer reactions is stronger when the witnessed mistreatment is more severe. Finally, we find that although observer perspective-taking in the context of mistreatment can be encouraged, the effect seems to benefit instigators' performance evaluations rather than targets'. Implications for targets, instigators, and organizations are discussed. (PsycInfo Database Record (c) 2021 APA, all rights reserved).

Achieving Effective Remote Working During the COVID-19 Pandemic: A Work Design Perspective.

Existing knowledge on remote working can be questioned in an extraordinary pandemic context. We conducted a mixed-methods investigation to explore the challenges experienced by remote workers at this time, as well as what virtual work characteristics and individual differences affect these challenges. In Study 1, from semi-structured interviews with Chinese employees working from home in the early days of the pandemic, we identified four key remote work challenges (work-home interference, ineffective communication, procrastination, and loneliness), as well as four virtual work characteristics that affected the experience of these challenges (social support, job autonomy, monitoring, and workload) and one key individual difference factor (workers' self-discipline). In Study 2, using survey data from 522 employees working at home during the pandemic, we found that virtual work characteristics linked to worker's performance and well-being via the experienced challenges. Specifically, social support was positively correlated with lower levels of all remote working challenges; job autonomy negatively related to loneliness; workload and monitoring both linked to higher work-home interference; and workload additionally linked to lower procrastination. Self-discipline was a significant moderator of several of these relationships. We discuss the implications of our research for the pandemic and beyond.

An Experimental Simulation of Heat Effects on Cognition and Workload of Surgical Team Members.

OBJECTIVE: To isolate heat exposure as a cause of cognitive impairment and increased subjective workload in burns surgical teams. SUMMARY OF BACKGROUND DATA: Raising ambient temperature of the operating room can improve burns patient outcomes, but risks increased cognitive impairment and workload of surgical team members. Prior research indicates ambient heat exposure depletes physiological and cognitive resources, but these findings have not been studied in the context of burns surgical teams. METHODS: Seventeen surgical team members completed 2 surgery simulations of similar complexities in a hot and in a normothermic operating room. During each simulation, participants completed multiple cognitive tests to assess cognitive functioning and the SURG-TLX to self-assess workload. Order effects, core body temperature changes due to menstruation, and circadian rhythms were controlled for in the experimental design. Descriptive statistics, correlations, and mixed ANOVAs were performed to assess relationships between ambient heat exposure with cognitive functioning and perceived workload. RESULTS: Heat had a main effect on executive functioning and verbal reasoning. Duration of heat exposure (heat ∗ time) increased response times and negatively impacted executive functioning, spatial planning, and mental rotation. Perceived workload was higher in the hot condition. CONCLUSIONS: We provide causal evidence that over time, heat exposure impairs cognitive speed and accuracy, and increases subjective workload. We recommend building on this study to drive best-practices for acute burns surgery and design work to enable burns teams to maintain their cognitive stamina, lower their workload, and improve outcomes for patients and surgeons.

Too proactive to switch off: When taking charge drains resources and impairs detachment.

Although proactive behavior is an important determinant of individual work performance, its consequences for employee well-being and other personal outcomes have been largely neglected. In this study, we adopted a within-person perspective to investigate how taking charge behavior (a form of proactivity) affects employees' life outside of work by examining when and how it impacts on their ability to detach and recover from work. Drawing upon resource drain theory, we hypothesized that taking charge has the potential to undermine the process of detachment and recovery from work by draining personal resources. However, based on self-determination theory, we identified autonomous motivation as an essential boundary condition, such that the negative effects of taking charge on detachment and recovery via resource drain occur only when daily autonomous motivation is low. We tested this model on a sample of 77 managers, who provided daily survey data 3 times per day over 5 consecutive working days. Our analyses showed that daily taking charge behavior was negatively related to detachment in the evening, via resource drain, only on days in which people reported low autonomous motivation at work. However, this conditional effect of taking charge did not reach through to next morning recovery. No negative effects of daily taking charge on detachment were observed when people had high autonomous motivation. Overall, these findings suggest that, under some motivational conditions, proactivity can consume resources and interfere with the process of detachment. We offer practical advice for how organizations might encourage proactive behavior while minimizing its drawbacks. (PsycInfo Database Record (c) 2021 APA, all rights reserved).

SMART Work Design: Accelerating the Diagnosis of Rare Diseases in the Western Australian Undiagnosed Diseases Program.

The accurate and efficient diagnosis of rare diseases, many of which include congenital anomalies, depends largely on the specialists who diagnose them - including their ability to work alongside specialists from other fields and to take full advantage of cutting-edge precision medicine technologies and precision public health approaches. However, highly specialized clinicians operating within a historically-siloed healthcare system is antithetical to the multi-disciplinary, collaborative, and creative approach that facilitates the diagnosis of rare diseases. The Western Australian Undiagnosed Diseases Program (UDP-WA) successfully re-designed the work of the involved clinicians to facilitate teamworking across silos. To understand the effectiveness of the Western Australian program, we draw on a SMART work design perspective (i.e., work that involves Stimulation, Mastery, Agency, Relations, and Tolerable demands). We propose that the redesign was successful in part because it improved crucial psychosocial work characteristics that are less prevalent in the broader work system, as identified in the SMART model. Based on the effectiveness of UDP-WA and its SMART design, we provide a framework that clinicians, healthcare managers, and policymakers can consider when they re-design work so that they can create SMART jobs within healthcare.

When Are Leaders Receptive to Voiced Creative Ideas? Joint Effects of Leaders' Achievement Goals and Personal Sense of Power.

Voiced suggestions for improvement and constructive change (i.e., voiced creative ideas) by employees are important for organizations. In order to reap the benefits of these ideas, leaders need to be receptive. Drawing on achievement goal theory and approach-inhibition theory of power, we examined the joint effects of leader achievement goals and personal sense of power on leader receptivity to voiced creative ideas in two studies. In a field study (Study 1, N = 136), we found that leaders pursuing mastery-approach goals were positively related to leader receptivity. Receptivity for leaders pursuing performance-approach goals was found to be contingent upon their personal sense of power, with a positive (negative) association under conditions of high (low) sense of power. Similarly, in experimental study (Study 2, N = 93), in which we manipulated leader achievement goals, the receptivity of performance-approach goal leaders was contingent upon their sense of power. When sense of personal power was high, performance-approach goal leaders displayed higher levels of receptivity than when their personal sense of power was low. An implication is that personal sense of power may prevent leaders with performance-approach goals from disregarding creative ideas that are put forward by their subordinates. These findings extend insight into how and when leaders are receptive to voiced creative ideas.

In the eye of the beholder: How proactive coping alters perceptions of insecurity.

Why do some workers experience less insecurity than others even when facing the same objectively insecure work situation? Combining appraisal theory with the construct of proactive coping, we propose that proactive career behavior represents a form of resource accumulation that mitigates the extent to which insecure work situations result in perceived insecurity. We hypothesize that proactive career behavior moderates the effect of an acute insecure work situation (time remaining before contract expiration) and a chronic insecure work situation (probability of digitalization) on control appraisals of these situations and, in turn, perceptions of job and employment insecurity. We tested this moderated mediation model in a 3-wave field study with 2 samples. First, workers in unstable temporary jobs (with no renewed contract, N = 227) perceived higher lack of control and hence higher job insecurity as their contract got closer to expiring. As hypothesized, this process was mitigated by proactive career behavior. Second, workers in stable jobs (with a renewed contract or a permanent contract, N = 205) perceived higher lack of control and hence higher employment insecurity, as their occupation had a higher probability of digitalization. In contrast to our hypothesis, proactive career behavior did not mitigate this effect. Results further replicated established relationships between perceived insecurity and later stress and career dissatisfaction. By moving up the causal chain and focusing on the emergence of insecurity rather than the more common emphasis on consequences of insecurity, our study uncovers the role of proactive coping in the job insecurity process. (PsycInfo Database Record (c) 2020 APA, all rights reserved).

Diagnosing rare diseases: A sociotechnical approach to the design of complex work systems.

How do complex healthcare systems that are organised into distinct speciality areas achieve effective patient care transitions when patients present with a rare constellation of symptoms that affect multiple body systems? How do these patients challenge existing ways of organising tasks, clinical activities, and interdependent responsibilities? The current study applies a sociotechnical systems perspective to understand how these complex work design and care-related challenges were resolved by the Western Australian Undiagnosed Diseases Program. We conducted a two-year longitudinal, qualitative study of this program, conceived to improve the diagnosis and management of patients with rare, multi-system disorders by piloting a re-design of the local system of diagnostic work. Specifically, we (1) compared the configuration and effectiveness of the old system and the re-designed system; and (2) analysed the process of system re-design (i.e., the design, implementation, and operation of the program) in order to understand the factors that contributed to - or inhibited - its success. We discuss the theoretical and practical implications of our findings for effectively re-designing complex, trans-organisational work systems.

Effects of chronic job insecurity on Big Five personality change.

Drawing on Cybernetic Big Five Theory, we propose that chronic job insecurity is associated with an increase in neuroticism and decreases in agreeableness and conscientiousness (the 3 traits that reflect stability). Data collected from 1,046 employees participating in the Household, Income and Labor Dynamics in Australia survey over a 9-year period were analyzed. Job insecurity and the other job-related variables (i.e., job control, time demand, and job stress) were measured in all years, and personality was measured at the first, fifth, and ninth years. We applied latent trait-state-occasion modeling and specified models using variables across two timeframes (from Time 1 to Time 4 and from Time 5 to Time 9). Results showed that chronic job insecurity over four or five preceding years predicted a small increase in neuroticism and a small decrease in agreeableness in both timeframes, and a small decrease in conscientiousness in the first timeframe. We also found that chronic job stress explained the association between chronic job insecurity and the increase in neuroticism, but not changes in other personality traits, in the first timeframe. Similar results were obtained when the entire 9-year timeframe was examined. The results generally showed null effects of chronic job insecurity with regard to extraversion and openness (the traits that reflect plasticity). This study suggests that job insecurity has important implications for one's personality when experienced over a long-term period. (PsycInfo Database Record (c) 2020 APA, all rights reserved).

Perceived barriers to multiprofessional team briefings in operating theatres: a qualitative study.

OBJECTIVES: This study investigates perceived barriers towards the implementation of multiprofessional team briefings (MPTB) in operating theatres, as well as ways to overcome these perceived barriers. Previous research shows that MPTB can enhance teamwork and communication, but are underused in operating theatres. By adopting a multilevel systems perspective, this study examines perceived barriers and solutions for MPTB implementation. DESIGN: Participants completed open-ended survey questions. Responses were coded via qualitative content analysis. The analysis focused on themes in the responses and the systems level at which each barrier and solution operates. SETTING: Four tertiary hospitals in Australia. PARTICIPANTS: 103 operating theatre staff, including nurses, surgeons, anaesthetists, technicians and administrators. RESULTS: Participants identified barriers and solutions at the organisational (15.81% of barriers; 74.10% of solutions), work group (61.39% of barriers; 25.09% of solutions) and individual level (22.33% of barriers; 0% of solutions). Of all the perceived barriers to MPTB occurrence, a key one is getting everyone into the room at the same time . Matching of perceived barriers and solutions shows that higher systems-level solutions can address lower level barriers, thereby showing the relevance of implementing such wider reaching solutions to MPTB occurrence (including work practices at occupational level and above) as well as addressing more local issues. CONCLUSIONS: Successful MPTB implementation requires changes at various systems levels. Practitioners can strategically prepare and plan for systems-based strategies to overcome barriers to MPTB implementation. Future research can build on this study's findings by directly examining higher systems-level barriers and solutions via detailed case analyses.

Enjoy your evening, be proactive tomorrow: How off-job experiences shape daily proactivity.

Drawing on conservation of resources theory (Hobfoll, 1989) and the model of proactive motivation (Parker, Bindl, & Strauss, 2010), this research employs experience sampling methods to examine how employees' off-job experiences during the evening relate to their proactive behavior at work the next day. A multilevel path analysis of data from 183 employees across 10 workdays indicated that various types of off-job experiences in the evening had differential effects on daily proactive behavior during the subsequent workday, and the psychological mechanisms underlying these varied relationships were distinct. Specifically, off-job mastery in the evening related positively to next-morning high-activated positive affect and role breadth self-efficacy, off-job agency in the evening related positively to next-morning role breadth self-efficacy and desire for control, and off-job hassles in the evening related negatively to next-morning high-activated positive affect; next-morning high-activated positive affect, role breadth self-efficacy, and desire for control, in turn, predicted next-day proactive behavior. Off-job relaxation in the evening related positively to next-morning low-activated positive affect, and off-job detachment in the evening had a decreasingly positive curvilinear relationship with next-morning low-activated positive affect. However, as expected, these two types of off-job experiences and low-activated positive affect did not relate to next-day proactive behavior. (PsycINFO Database Record (c) 2019 APA, all rights reserved).

Poor work design begets poor work design: Capacity and willingness antecedents of individual work design behavior.

Few studies have systematically considered how individuals design work. In a replication study (N = 211, Study 1), we showed that students naturally tend to develop simplified, low variety work. In 2 further simulation studies, we quantitatively assessed participants' work design behaviors via 2 new measures ("enriching task allocation" and "enriching work strategy selection"). As a comparison measure, we assessed individuals' tendency to choose individualistic rather than work design strategies ("person-focused strategy selection"). We then investigated how work design behaviors are affected by capacity (professional expertise, explicit knowledge, job autonomy) and willingness (life values). For a sample of human service professionals (N = 218, Study 2), participants scored higher on enriching task allocation and enriching work strategy selection if they had expertise as an industrial/organizational psychologist and if they had high autonomy in their own job. Explicit knowledge about work design predicted lower scores on person-focused strategy selection, and mediated the effects of professional expertise on this outcome. Individuals high in openness values scored higher on enriching work strategy selection, and those high in conservation values scored lower on enriching task allocation. These findings were replicated in Study 3 among working professionals (N = 602). We then showed that openness to change values predicted enriching work strategy selection via the more proximal processes of valence (valuing intrinsic work characteristics) and affect (positive affect when enriching others' work). This article opens up a new area of inquiry: how and why individuals design work for others in the way they do. (PsycINFO Database Record (c) 2019 APA, all rights reserved).

"That was a good shift".

Purpose The purpose of this paper is to investigate a boundary spanning, interprofessional collaboration between advanced practice nurses (APNs) and junior doctors to support junior doctors' learning and improve patient management during the overtime shift. Design/methodology/approach A mixed methods evaluation of an intervention in an adult tertiary referral hospital, to enhance interprofessional collaboration on overtime shifts. Phase 1 compared tasks and ward rounds on 86 intervention shifts with 106 "regular" shifts, and examined the effect on junior doctor patient management testing a model using regression techniques. Phase 2 explored the experience of the intervention for stakeholders. 91 junior doctors participated (89 percent response rate) on 192 overtime shifts. Junior doctors, APNs and senior medical professionals/administrators participated in interviews. Findings The intervention was associated with an increase in self-initiated ward rounds by junior doctors, partially explained by junior doctors completing fewer tasks skilled nurses could also complete. The intervention significantly reduced doctors' engagement in tasks carried over from day shifts as well as first year (but not more experienced) junior doctors' total tasks. Interviews suggested the initiative reduced junior doctors' work pressure and promoted a safe team climate, situation awareness, skills, confidence, and well-being. Originality/value Junior doctors overtime shifts (5 p.m. to 11 p.m.) are important, both for hospitals to maintain patient care after hours and for junior doctors to learn and develop independent clinical decision making skills. However, junior doctors frequently report finding overtime shifts challenging and stressful. Redesigning overtime shifts to facilitate interprofessional collaboration can improve patient management and junior doctors' learning and well-being.

One hundred years of work design research: Looking back and looking forward.

In this article we take a big picture perspective on work design research. In the first section of the paper we identify influential work design articles and use scientific mapping to identify distinct clusters of research. Pulling this material together, we identify five key work design perspectives that map onto distinct historical developments: (a) sociotechnical systems and autonomous work groups, (b) job characteristics model, (c) job demands-control model, (d) job demands-resources model, and (e) role theory. The grounding of these perspectives in the past is understandable, but we suggest that some of the distinction between clusters is convenient rather than substantive. Thus we also identify contemporary integrative perspectives on work design that build connections across the clusters and we argue that there is scope for further integration. In the second section of the paper, we review the role of Journal of Applied Psychology (JAP) in shaping work design research. We conclude that JAP has played a vital role in the advancement of this topic over the last 100 years. Nevertheless, we suspect that to continue to play a leading role in advancing the science and practice of work design, the journal might need to publish research that is broader, more contextualized, and team-oriented. In the third section, we address the impact of work design research on: applied psychology and management, disciplines beyond our own, management thinking, work practice, and national policy agendas. Finally, we draw together observations from our analysis and identify key future directions for the field. (PsycINFO Database Record

Beyond motivation: job and work design for development, health, ambidexterity, and more.

Much research shows it is possible to design motivating work, which has positive consequences for individuals and their organizations. This article reviews research that adopts this motivational perspective on work design, and it emphasizes that it is important to continue to refine motivational theories. In light of continued large numbers of poor-quality jobs, attention must also be given to influencing practice and policy to promote the effective implementation of enriched work designs. Nevertheless, current and future work-based challenges mean that designing work for motivation is necessary but insufficient. This review argues that work design can be a powerful vehicle for learning and development, for maintaining and enhancing employees' physical and mental health, and for achieving control and flexibility simultaneously (for example, in the form of ambidexterity); all these outcomes are important given the challenges in today's workplaces. The review concludes by suggesting methodological directions.