"Always online": How and when task interdependence and dispositional workplace anxiety affect workplace telepressure after hours.

Information and communication technology (ICT) provides employees with convenience in communication. However, it also creates a preoccupation with and urges to respond quickly to work-related ICT messages during nonworking time, which is defined as workplace telepressure after hours (WTA). Drawing on the job demand-resource model, conservation of resource theory, and workplace anxiety theory, this study explores how and when task interdependence and dispositional workplace anxiety affect WTA and how individuals cope with WTA. A total of 269 full-time workers from an online survey panel completed questionnaires at three time-points. We found that both task interdependence and dispositional workplace anxiety are positively related to WTA. The perception of pay-for-responsiveness moderates the relationship between task interdependence and WTA, such that the relationship is significant only for employees with a strong perception of pay-for-responsiveness. Others' approval contingency of self-worth moderates the relationship between dispositional workplace anxiety and WTA, and the relationship is significant only for employees with high degrees of others' approval contingency of self-worth. Finally, WTA arising from external work requirements or the internal pursuit of achieving work goals prompts employees to generate responsiveness coping strategies. Overall, these findings suggest that task interdependence and dispositional workplace anxiety are important factors affecting employees' WTA and highlight the importance of being responsive to WTA.

How Identity Conflict and Identity Synergy Influence Innovative Performance of Employees With Multiple Team Membership.

Multiple team membership refers to the extent to which team members are engaged in more than one team and switch between different teams. In order to reduce cost and improve efficiency, many organizations or work units allow their employees to work in different teams simultaneously. The purpose of this study is to examine how identity conflict and identity synergy of employees with multiple team membership may influence their innovative performance. Survey data were collected from 149 Chinese employees with multiple team membership. Hierarchical regression was used to test the hypotheses. The results show that identity synergy of employees with multiple team membership has a positive influence on innovative performance, and that self-reflection partially mediates this positive effect. Identity conflict of employees with multiple team membership has a negative impact on innovative performance, and self-reflection partially mediates this negative effect. This study stresses the importance of providing identity synergy and reducing identity conflict to increase the innovative performance of employees with multiple team membership.

Corporate Social Responsibility and Collective OCB: A Social Identification Perspective.

Although plenty of evidence has shown a positive relationship between collective organizational citizenship behavior (OCB) and unit or organizational performance, the antecedents of collective OCB are still understudied. In this study, we identify corporate social responsibility (CSR) as a new antecedent of firm-level collective OCB. Furthermore, we develop a collective social identification approach to examining the mechanism through which CSR may enhance collective OCB. Specifically, we propose and test a sequential mediation model in which CSR promotes organizational prestige. Organizational prestige, in turn, increases employees' collective organizational identification and, consequently, enhances their collective OCB at the firm level. To test this model, we collected data from three different sources (i.e., HR director, CEO, and employees) from 160 firms in China. The results supported the hypotheses.

Exploring the dual-level effects of transformational leadership on followers.

We developed a dual-level transformational leadership scale to measure individual-focused behavior at the individual level and group-focused behavior at the group level, and we validated the scale using a sample of 203 members from 60 work groups in a Canadian company. Results show that individual-focused leadership behavior, at the individual level, was positively related to task performance and personal initiative; group-focused leadership behavior, at the group level, was positively associated with team performance and helping behavior. Implications for leadership theory and practice are offered.