Challenge or Hindrance? The Dual Impact of Algorithmic Control on Gig Workers' Prosocial Service Behaviors.

Algorithmic technological progress presents both opportunities and challenges for organizational management. The success of online labor platforms hinges on algorithmic control, making it imperative to explore how this control affects gig workers' prosocial service behaviors. Drawing from affective event theory, our study delves into the factors influencing gig workers' prosocial service behaviors in the online labor platform setting. We utilize the challenge-hindrance appraisal framework to highlight the pivotal role of algorithmic control. To rigorously test our hypotheses, we gathered empirical data from an online questionnaire survey of 660 gig workers. Our results indicate that challenge appraisals and hindrance appraisals in regard to platform algorithm control have a nuanced dual impact on gig workers' prosocial service behaviors. This relationship is clarified by the mediating function of work engagement. A challenge appraisal of platform algorithmic control can positively influence gig workers' prosocial service behaviors. However, hindrance appraisal of platform algorithmic control can negatively influence gig workers' prosocial service behaviors. Interestingly, workplace interpersonal capitalization boosts the effect of challenge appraisal on employees' prosocial service behaviors. However, it does not mitigate the adverse effects of hindrance appraisal on such behaviors. This study has multiple theoretical implications, and it also provides valuable practical insights into organizational management.

Daily interpersonal conflicts and daily negative and positive affect: exploring the moderating role of neuroticism.

BACKGROUND AND OBJECTIVES: Drawing on affective events theory, the present study investigates relationships between daily interpersonal conflicts and negative and positive affective reactions, and tested whether trait neuroticism moderates immediate (same day) and persisting (next-day) affective reactions. DESIGN AND METHODS: A sample of 53 Norwegian naval cadets completed a diary questionnaire for 30 consecutive days (total N = 1590). RESULTS: As predicted, the findings showed that cadets reported more negative affect (but not less positive affect) on days they were confronted with affective events that were of a conflicting nature. In addition, the proposed interaction effects between daily conflict and neuroticism were significant for both negative and positive affect. Specifically, the immediate and persistent effects of daily conflicts on negative affect were strongest for individuals high (vs. low) in neuroticism. Moreover, individuals high in neuroticism reported less positive affect on days with conflicts, whereas individuals low in neuroticism reported more positive affect the two days following interpersonal conflicts. CONCLUSIONS: The findings contribute to affective events theory with important knowledge about the role of trait neuroticism in dealing with interpersonal conflicts in a natural work setting.

The Effect of Deviant Workplace Behavior on Job Performance: The Mediating Role of Organizational Shame and Moderating Role of Perceived Organizational Support.

It is not uncommon for employees to engage in deviant workplace behavior. Several studies have been conducted on its antecedent variables and negative effects on the organization and its members. However, the effects on employees' emotions and behavior have been ignored. According to the affective events theory and framework of organizational shame, this study examined how deviant workplace behavior affects employee performance, explored how organizational shame mediates, and investigated the role of perceived organizational support moderators. This study was completed by 435 Chinese employees in total. The results showed the following. (1) Deviant workplace behavior significantly positively predicted organizational shame and negatively predicted job performance. Organizational shame positively predicted job performance. (2) Organizational shame mediated the relationship between deviant workplace behavior and job performance, and there were gender differences in this mediating role. (3) Perceived organizational support weakened the negative effect of deviant workplace behavior on job performance. As a result, this study proves the applicability of the framework of organizational shame in a Chinese context and provides support for the affective events theory, from the perspective of actors. Furthermore, this study offers insight into how to ameliorate the negative effects of deviant workplace behavior.

Flexible Work Arrangements and Employees' Knowledge Sharing in Post-Pandemic Era: The Roles of Workplace Loneliness and Task Interdependence.

Flexible work arrangements (FWAs) have become prevalent working norms in the post-pandemic era, but are they beneficial to employees' work? From the theoretical perspective of social exchange, previous studies have viewed FWAs as supportive practices that facilitate employees' functional intrapersonal outcomes. However, little is known about the interpersonal effects of FWAs. Based on the affective events theory, this study aims to elucidate why and when FWAs are associated with employees' knowledge sharing. A web-based survey of 314 respondents (Study 1) and a three-wave field research study of 343 employees (Study 2) provided valid questionnaires to examine the hypothesized theoretical relationships. Our findings reveal that employees who frequently adopt FWAs would produce a persistently negative affective experience-workplace loneliness-further discouraging their intentions to share knowledge with coworkers. The specific work-characteristic conditions in this relationship-task interdependence would mitigate the dysfunctional effect of FWAs on employees' knowledge sharing via workplace loneliness. Our study advances the understanding of FWAs' dysfunctional impacts on employees' knowledge sharing from the theoretical perspective of affective reactions. Our findings remind managers to avoid the interpersonal pitfalls of FWAs by increasing task interdependence among employees.

Pains and gains of feedback source: the dual effects of subordinates' feedback-seeking events on leaders' work engagement.

Despite the well documented research on workplace feedback-seeking behavior from the seeker's perspective, limited attention has been devoted to the feedback source-the individual providing the feedback. Drawing from the affective events theory (AET), we developed a theoretical model and examined the potential impacts on leaders (i.e., the feedback source) when asked for feedback by subordinates. We conducted a 5-day experience sampling study with 106 leaders. Research findings revealed that subordinates' feedback-seeking events (SFSE) was positively related to leaders' positive and negative affect; SFSE had a positive indirect effect on leaders' daily work engagement through increased positive affect, and a negative indirect effect through increased negative affect. In addition, the relationship between SFSE and affective reactions was moderated by emotion suppression, such that leaders with higher levels of emotion suppression experienced less positive affect elicited by SFSE. This study helps to enrich the workplace feedback-seeking literature by examining how and when responding to feedback seeking influences feedback sources' emotional and work experiences.

Employees' peak experience at work: Understanding the triggers and impacts.

The importance of providing a positive employee experience (EX) has gotten a lot of attention in recent years. However, peak experience (PE), as a highly positive experience, has been studied and applied in the field of human resource management only to a very limited extent. We still know little about how employees' peak experience (EPE) happens and what the impact will be. Therefore, based on the affective events theory and the two-factor theory, our research conducted an in-depth exploration of EPE through three studies. In Study 1, we constructed a theoretical model centered on EPE based on and interview data. In Study 2, we developed and validated a scale for measuring triggers of EPE, which is a four-dimensional scale (elevation, insight, pride, and connection) with 16 items. In Study 3, we adopted structural equation modeling (SEM) to examine the relationship between EPE and its triggers as well as its impacts using data from 424 valid questionnaires. Our research shows that elevation, insight, pride, and connection can trigger EPE; employees are more likely to have proactive behavior (PB) and word-of-mouth referrals after they have PE; and the more job-relevant the triggers are, the stronger the association between PE and PB is. Our research provides a reliable and effective measurement tool for scholars to study EPE, broadens the findings of PE and EX, and points out feasible measures for organizations to create EPE.

Research on the influence mechanism of creative time pressure on employee knowledge hiding: Evidence from creative service enterprises in China.

Employee knowledge sharing is critical to the success of creative service enterprises. However, knowledge hiding is prevalent in creative service enterprises. Using 381 advertising agency employees as respondents, we explored the mechanism of action of creative time pressure affecting knowledge hiding. We constructed a regulated dual-path model by drawing on affective event theory, with work passion as a mediating variable and team psychological safety climate as a moderating variable. The results show that creative time pressure increases employees' knowledge hiding; creative time pressure mitigates knowledge hiding through the effect of harmonious passion, while obsessive passion enhances employees' knowledge hiding; team psychological safety climate can regulate the relationship between creative time pressure and two types of work passion and the strength of the two paths. Therefore, the mediating effect of harmonious passion is stronger in a high team psychological safety climate, while the mediating effect of obsessive passion is stronger in a low team psychological safety climate.

The Effect of Daily Fluctuation of Abusive Supervision over Employees Positive and Negative Emotions, and Recovery Experience.

Abusive supervision impacts employees' emotions negatively and creates feelings of shame and fear. But it remains unclear how daily employees' positive and negative emotions are affected and if they can recover. Applying the affective event theory and job demands-resources model we hypothesized that daily abusive supervision influences employees' positive and negative emotions fluctuation over the day, recovery after work, and employee emotions the next morning. Two daily surveys were answered by 52 Mexican employees for ten days providing 347 registers in the morning and 255 in the afternoon. Hierarchical linear modeling shows alteration of positive and negative emotions in the afternoon and next day, and a positive effect over recovery in relaxation, mastery and control restoring positive emotions. However, negative emotions cannot be recovered for the following day. Additionally, we found effects of predictive variables, as the days of the week go by, positive emotions in the afternoon and negative emotions in the morning decrease. Gender shows for men a more negative effect on positive emotions in the afternoon, next morning and on mastery-recovery. Marital status revealed effect over married individuals incrementing the four recovery dimensions, increasing positive emotions, and reducing negative emotions in the afternoon and next morning. Tenure has an effect over abusive supervision, the longer employees in the company, more likely they suffer abusive supervision. We show how employees restore positive emotions after daily recovery and that negative emotions cannot be recovered for the following day; revealing how abusive managers cause emotional damage to employees every day.

The Impact of Emotional Leadership on Subordinates' Job Performance: Mediation of Positive Emotions and Moderation of Susceptibility to Positive Emotions.

Employees' emotions have an important effect on their job performance, thus leaders can influence subordinates' emotions through emotional contagion and emotional appeal and ultimately affect their job performance. Based on the affective events theory, this study examines the impact of emotional leadership on the subordinates' job performance, the mediating role of subordinates' positive emotions, and the moderating role of susceptibility to positive emotion. Hierarchical regression analysis of 362 valid questionnaires showed that: (1) emotional leadership has a significant positive effect on subordinates' job performance; (2) subordinates' positive emotion partially mediated the relationship between emotional leadership and subordinates' job performance; (3) subordinates' susceptibility to positive emotion positively moderated the relationship between emotional leadership and positive emotions, i.e., the higher the subordinates' susceptibility to positive emotion, the greater the effect of emotional leadership on their positive emotions. This study validates affective events theory, deepens the understanding of the influence mechanism and boundary conditions of emotional leadership on subordinates' job performance, and provides some references for employee performance management.

Unlocking the Effect of Supervisor Incivility on Work Withdrawal Behavior: Conservation of Resource Perspective.

Workplace incivility has gotten a lot of attention in recent decades. Researchers have looked at many forms of aggressive conduct in the workplace and their negative impacts on individuals and businesses. The goal of this study was to see how incivility among supervisors leads to work withdrawal and when this link might be mitigated. We argued that supervisor incivility indirectly influences work withdrawal behavior through job insecurity, and that emotional intelligence moderates this connection. This study attempted to evaluate the influence of supervisor incivility on the job withdrawal behavior of personnel working in several banks Lahore by drawing on affective events theory and conservation of resource theory. Data were gathered from 350 workers of banks in Lahore, Gujranwala, and Sheikhupura to test our assumptions, and SPSS 24 was used to generate and analyze data with Hayes Process. The findings revealed a strong link between supervisor incivility and job insecurity but no link between supervisor incivility and work withdrawal behavior. The idea of moderation was validated, since emotional intelligence moderates the relationship between job insecurity and job withdrawal behavior. There are also suggestions for more empirical studies and theoretical and practical ramifications.

The Effect of Daily Fluctuation of Abusive Supervision over Employees Positive and Negative Emotions, and Recovery Experience

Abusive supervision impacts employees’ emotions negatively and creates feelings of shame and fear. But it remains unclear how daily employees’ positive and negative emotions are affected and if they can recover. Applying the affective event theory and job demands-resources model we hypothesized that daily abusive supervision influences employees’ positive and negative emotions fluctuation over the day, recovery after work, and employee emotions the next morning. Two daily surveys were answered by 52 Mexican employees for ten days providing 347 registers in the morning and 255 in the afternoon. Hierarchical linear modeling shows alteration of positive and negative emotions in the afternoon and next day, and a positive effect over recovery in relaxation, mastery and control restoring positive emotions. However, negative emotions cannot be recovered for the following day. Additionally, we found effects of predictive variables, as the days of the week go by, positive emotions in the afternoon and negative emotions in the morning decrease. Gender shows for men a more negative effect on positive emotions in the afternoon, next morning and on mastery-recovery. Marital status revealed effect over married individuals incrementing the four recovery dimensions, increasing positive emotions, and reducing negative emotions in the afternoon and next morning. Tenure has an effect over abusive supervision, the longer employees in the company, more likely they suffer abusive supervision. We show how employees restore positive emotions after daily recovery and that negative emotions cannot be recovered for the following day; revealing how abusive managers cause emotional damage to employees every day. (AU)

What a week! A moderated-mediation crossover model for daily boundary violations at home and partner evening affect.

Increasingly blurred boundaries allow work to breach home borders, disrupting personal tasks and goals which feel like violations to employees and thereby may trigger affective strain responses. Yet, the potential adverse effects of boundary violations at home on partner affective strain remains unexplored. Based on affective events and crossover theories, we considered the occurrence of violations at home as work-related stressors originating at home and thereafter evoking emotional strain in partners through employees' own affective strain response. Based on the differential reactivity model, we expected employee affective strain responses to boundary violations at home and subsequent emotional transmission to partners would be exacerbated during a period (i.e., one week) of high emotional strain when employees and partners are hyper-responsive to their home environments. Event data were collected for seven days from 69 employees and partners for 483 data points. Since the occurrence of homebound violations and associated effects on employees and partners likely fluctuates daily, a multilevel two-stage moderated-mediation model was tested. Results showed indirect effects of violations on partner affective strain through employee affective strain, with a backdrop of high emotional strain for the week moderating the affective event and crossover processes. Implications for scholars and organizations are discussed.

Dealing With Negative Workplace Gossip: From the Perspective of Face.

In this study, we investigate the coping response of individuals who are being gossiped about. Drawing on face research and affective events theory, we propose that employees who are targets of negative gossip will actively respond to the gossip about them via engagement in negative gossip themselves. The findings showed that negative workplace gossip stimulated fear of losing face and led to subsequent behavioral responses, namely, engaging in negative gossip. Moreover, self-monitoring, as a moderating mechanism, mitigated the negative impacts of negative workplace gossip on the targets. We discuss theoretical implications for gossip research and note its important practical implications.

Abusive Supervision, Affective Commitment, Customer Orientation, and Proactive Customer Service Performance: Evidence From Hotel Employees in China.

Abusive supervision is quite common in the service industry. Employees' proactive customer service performance is essential for the long-term development of service enterprises. This study enriches the antecedents of proactive customer service performance from a new theoretical perspective by incorporating the analysis of abusive supervision into the theoretical framework and fills the research gap between customer orientation and proactive customer service performance. Based on Affective Events Theory and Social Cognitive Theory, this study established the structure equation model between abusive supervision and proactive customer service performance mediated by affective commitment and customer orientation. Utilizing structural equation modeling, a negative association between abusive supervision and proactive customer service performance was found, and affective commitment and customer orientation act as the mediators between abusive supervision and proactive customer service performance. In addition, the implications for future study were also discussed.

How does COVID-19 emergency cognition influence public pro-environmental behavioral intentions? An affective event perspective.

Social impacts and serious damages caused by the COVID-19 pandemic have resulted in public introspection on the issue of ecological environmental protection. However, whether the public cognition of COVID-19 can promote pro-environmental behavioral intentions (PEBI) has not yet been determined; this is crucial for studying the ecological significance of the pandemic. Based on the affective events theory (AET), this study investigated the mechanism by which COVID-19 emergency cognition influences public PEBI. Following an analysis of 873 public questionnaires, the results reveal that public cognition of COVID-19 emergency can significantly promote PEBI. Among them, the effect of emergency coping is stronger than that of emergency relevance. Besides, the positive and negative environmental affective reactions aroused by COVID-19 pandemic play a mediating role between the emergency cognition and PEBI. Moreover, the positive environmental affective reactions show a stronger positive effect on household-sphere PEBI. However, the negative environmental affective reactions are more prominent in promoting public-sphere PEBI. This research aims to bridge a research gap by establishing a link between COVID-19 pandemic and PEBI. The findings can provide useful recommendations for policymakers to find the opportunity behind the COVID-19 emergency to promote public PEBI.

Cyberloafing to Escape From the "Devil": Investigating the Impact of Abusive Supervision From the Third-Party Perspective.

PURPOSE: Previous studies on cyberloafing focus on individual and organization factors, ignoring the situation of employes as the event observers. Drawing on affective events theory (AET), the present study proposed a theoretical model for the relationships among peer abusive supervision, negative affectivity, cyberloafing, and hostile attribute bias, which aims to bridge the above research gap. METHODOLOGY: Multiwave data of 355 employes from 8 service-oriented companies in Southwest China supported our model. Time-lag method and critical incident techniques were introduced during the data collection stage. Ordinary least squares (OLS) regression and bootstrapping method were employed for hypothesis test. FINDINGS: The empirical results indicated that peer abusive supervision was positively related to third party's cyberloafing, and the third party's negative affectivity plays a mediating role among the above relationships. In addition, the third party's hostile attribution bias moderated the mediating role of third party's negative affectivity. Specifically, the effect of peer abusive supervision on third party's negative affectivity and the mediating effect of this negative affectivity were stronger when the third party's hostile attribution bias was higher. ORIGINALITY: Drawing on AET, the current study constructed a process model of third party's cyberloafing reactions to peer abusive supervision, which helps explain the affective mechanism and the boundary conditions of the above "events-affectivity-behavior" path. Our model is a positive response to previous scholars' calls for research of abusive supervision from multiple perspectives. Meanwhile, the current study explored the antecedent variable of cyberloafing from the perspective of event observers, which provides a theoretical basis for follow-up-related research. Thirdly, this study further expanded the theoretical boundaries of AET.

How Ethical Leadership Prompts Employees' Voice Behavior? The Roles of Employees' Affective Commitment and Moral Disengagement.

Previous literature has demonstrated that ethical leadership could predict employees' voice behavior. However, it's not clear how to heighten these positive effects of ethical leadership on employees' voice behavior. Building on the AET and moral disengagement studies, we developed an integrated model. A three-wave field study (N = 232) investigated the relationship between ethical leadership and voice behavior by focusing on the mediating role of employees' affective commitment and the moderating role of employees' moral disengagement. Our matched data analysis results indicated that: (1) employees' affective commitment partly mediated the relationship between ethical leadership and employees' voice behavior. In addition, employees' moral disengagement moderated (2) the effect of ethical leadership on employees' affective commitment and (3) the effect of employees' affective commitment on voice behavior, similarly, (4) the indirect effect of ethical leadership on employees' voice behavior via employees' affective commitment. Theoretical and practical implications of these results are discussed.

Work-Family Conflict, Emotional Responses, Workplace Deviance, and Well-Being among Construction Professionals: A Sequential Mediation Model.

Given the dynamic, complex, and highly demanding project environment, construction professionals are particularly likely to experience a high level of work-family conflict. Taking an emotional resource perspective and on the basis of affective events theory, this study tested negative affect and emotional exhaustion as sequential mediators between two directions of work-family conflict and workplace well-being or deviance behavior. The theoretical model was examined using data collected at two time points from 143 construction professionals through regression analysis and bootstrapping. The results indicate that work-family conflict was positively related to deviant behavior and negatively related to workplace well-being. The findings demonstrate that the mediation effects of emotional exhaustion between work-family conflict and workplace well-being or deviant behavior were significant and that the sequential mediating effects of negative affect and emotional exhaustion in the relationship between work-family conflict and workplace well-being or deviant behavior were significant. Moreover, different impacts of work interference with family and family interference with work on job-related attitudes and behavior were observed. These findings highlight the importance of emotional experience to understand the negative impact of work-family conflict in the temporary project context.

Does Work Stressors Lead to Abusive Supervision? A Study of Differentiated Effects of Challenge and Hindrance Stressors.

PURPOSE: From the perspective of affective events theory, the present study examines whether two distinct categories stressors (challenge-hindrance stressors) have different effects (hindrance or promotion) on abusive supervision. MATERIALS AND METHODS: The data of 203 pairs of supervisor-subordinate have been collected from 12 different Chinese enterprises.We first conducted confirmatory factor analyses (CFA) in Lisrel software to test the model's validity. And then, we used the descriptive statistics to example the correlations of variables. Finally, we conducted hierarchical regression analysis and bootstrap methods to test hypotheses. RESULTS: The finding shows that two distinct categories stressors have different indirect effects (hindrance or promotion) on abusive supervision. Specifically, challenge stressors reduce abusive supervision through positive affective experience, while hindrance stressors increase abusive supervision through negative affective experience. In addition, locus of control plays a first-stage moderated-mediation role in the indirect effect of challenge stressors on abusive supervision and in the indirect effect of hindrance stressors on abusive supervision. CONCLUSION: This study offers some comprehensive insights for why and when challenge stressors and hindrance stressors have different effects on abusive supervision. This study extends the current literature by directly testing two different underlying psychological mechanisms (resource acquisition and resource depletion), which are responsible for the different effects of challenge stressors and hindrance stressors. Also, individuals' cognitive attribution tendency is confirmed as boundary conditions of the direct effect of work stressors on affective experience and indirect effects of work stressors on abusive supervision.

Effect of workplace ostracism on emotional exhaustion and unethical behaviour among Chinese nurses: A time-lagged three-wave survey.

AIM: This study examined the following: (a) the impact of nurses' workplace ostracism on unethical behaviour; (b) mediating role of emotional exhaustion between nurses' workplace ostracism and unethical behaviour; and (c) moderating effect of hostile attribution bias. BACKGROUND: While unethical behaviour is a workplace phenomenon that can negatively influence the sustainable development of settings, few nurse studies have explored it. This study identified an interpersonal antecedent of unethical behaviour: workplace ostracism. DESIGN: A time-lagged three-wave survey was conducted over 3 months (November 2016-January 2017) to collect data. METHODS: Nurses (N = 530) from three hospitals in China completed three anonymous self-reported questionnaires. Descriptive statistics, linear regression, and moderated mediation tests were performed, and data analysed using SPSS 23.0 and Mplus7.4. RESULTS: Workplace ostracism positively influenced nurses' unethical behaviour and emotional exhaustion mediated the relationship between workplace ostracism and unethical behaviour. Nurses' hostile attribution bias moderated the effect of workplace ostracism on emotional exhaustion and unethical behaviour. CONCLUSION: Workplace ostracism was an important interpersonal factor predicting unethical behaviour. Nurse supervisors should establish a harmonious interpersonal environment and be aware of hostile attribution bias to prevent nurses' unethical behaviour. IMPACT: Workplace ostracism is a pervasive phenomenon in the nursing workplace that contributes to unethical behaviour. Nurse supervisors and staff should together establish harmonious working environments without workplace ostracism. Nurse supervisors should pay attention to nurses' emotions and conduct psychological counselling to minimize the negative effects of workplace ostracism. This study contributed to understanding how and why nurses engaged in unethical behaviour.