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Title: How adaptive and maladaptive humor influence well-being at work: A diary study
Author team: Hannes Guenter, Bert Schreurs, IJ. Hetty van Emmerik, Wout Gijsbers, and Ad van Iterson
Abstract: In this paper, we investigate how adaptive and maladaptive humor influence well-being in the workplace. In particular, this study examines the extent to which reactions from others (i.e., humor targets) can moderate the relationship between humor and well-being. Unlike prior research, we adopted a within-person research design. We used data from a two-week-long diary study of 57 Dutch individuals employed in the automotive sector. Our hierarchical linear modeling analysis found that employees are more engaged on days when they express adaptive humor, while they appear more emotionally exhausted on days when they express maladaptive humor. Reactions from humor targets do not moderate the effects of humor. Using a within-person design, this study makes an important contribution to the humor at work literature, which has focused almost exclusively on inter-individual differences.
Citation information: Humor. Volume 26, Issue 4, Pages 573–594, ISSN (Online) 1613-3722, ISSN (Print) 0933-1719, DOI: 10.1515/humor-2013-0032, October 2013
Title: Exemplification and perceived job insecurity: Associations with self-rated performance and emotional exhaustion
Author team: Nele De Cuyper, Bert Schreurs, Hans De Witte, Elfi Baillien, and Tinne Vander Elst
Abstract: Impression management strategies are typically seen as means to obtain something of value and to achieve success. Little is known about potential side effects for the self, or about impression management aimed at prevention of loss. In response, this study probes the relationship between exemplification (i.e., a form of impression management aimed at acquiring the image of model employee) and both self-rated performance and emotional exhaustion, accounting also for the moderating role of perceived job insecurity. We use the Resource Model of Self-regulation and the Conservation of Resources Theory to propose that the association of exemplification with self-rated performance and emotional exhaustion is more positive among job insecure workers than among job secure workers. Hypotheses were tested in a sample of 603 Peruvian workers from different sectors using Structural Equation Modelling. The pattern of results largely supported our hypotheses. We conclude that exemplification may have unintended side effects when workers feel insecure.
Title: The Role of Punishment and Reward Sensitivity in the Emotional Labor Process: A Within-Person Perspective
Author team: Bert Schreurs, Hannes Guenter, Ute Hülsheger, IJ. Hetty van Emmerik
Abstract: In this diary study, we tested the possibility that dispositional reward and punishment sensitivity, two central constructs of reinforcement sensitivity theory, would modify the relationship between emotional labor and job-related well-being (i.e., work engagement, emotional exhaustion, depersonalization). Specifically, based on a social functional account of emotion, we hypothesized that surface acting entails the risk of social disapproval and therefore may be more detrimental for high than for low punishment-sensitive individuals. In contrast, deep acting is hypothesized to hold the promise of social approval and therefore may be more beneficial for high than for low reward-sensitive individuals. Hypotheses were tested in a sample of 237 service workers (N=1584 daily reports) who completed a general survey and daily surveys over the course of ten working days. Multilevel analyses showed that surface acting was detrimental to well-being, and more strongly so for high than for low punishment-sensitive individuals. The results are consistent with the idea that heightened sensitivity to social disapproval aggravates the negative effects of surface acting.
The present study examined employee-involvement climate (i.e., information-sharing and decision-making climate) as a moderator of the relationship between pay-level satisfaction and employee outcomes (i.e., job satisfaction, affective commitment, and turnover intention). Survey data were collected from 22,662 Belgian employees, representing 134 organizations. The hypotheses derived from distributive justice theory and from research on the meaning of pay received partial support. Multilevel analyses revealed that a decision-making climate buffered the negative effects of low pay-level satisfaction, and that an information-sharing climate exacerbated the negative effects of low pay-level satisfaction. Theoretical and practical implications of this differential moderating effect are discussed.
THE RELATIONSHIP BETWEEN JOB DEMANDS, JOB RESOURCES, STRAIN, AND WORK ENJOYMENT: A MATTER OF AGE?
Bert Schreurs, Anja Van den Broeck, Guy Notelaers, Beate Van der Heijden, & Hans De Witte
Published in Gedrag & Organisatie
Drawing on the Selection-Optimization-Compensation theory and the Job Demands-Resources model this study addresses the following research questions: (1) are there mean differences in the perceived levels of particular job characteristics between employees from different age groups; and (2) to what extent does the relationship between job characteristics and work outcomes (i.e., job strain and work enjoyment) differ across age groups? Data were collected from a sample of 15,464 employees, of which 3,850 were younger than 35 (young group), 7,273 were between 36 and 45 (middle group), and 4,341 were older than 45 (old group). Significant age differences were found in the levels of job characteristics: Young employees are most positive about their relationships with their colleagues and direct supervisor, and report to have the lowest levels of workload; employees from the middle group report to have the highest levels of role conflict; employees from the oldest age group perceive to have the highest levels of autonomy, and perceive more than other employees to be confronted with hindering changes at work. In addition, the strength of the relationship between job characteristics and work outcomes differed across age groups, although differences were rather small. From this we conclude that HR management should focus on creating high-quality jobs for all employees, young and old.