Despite intensive research on perceived overqualification, empirical evidence on overqualified employees' job search behavior remains relatively insufficient. Notably, no studies have explored the possible link between perceived overqualification and internal job searching behaviors. In the present study, we consider whether—and more importantly when—employees with high perception of overqualification search for internal and external job opportunities. Applying the ability–motivation–opportunity (AMO) framework, we propose and test a model that specifies how motivation and opportunity to move or stay activate differential effects in overqualifiers' job searching process. Results from two studies surveying employees in Taiwan (Study 1: N = 268; Study 2: N = 210) show that overqualifiers displayed greater intentions to leave the current job and, in turn, engaged in more external job search behaviors; this relation was strongest for those whose perceived ease of movement and proactive personality increased or person–organization (PO) fit decreased. Furthermore, overqualifiers displayed greater intentions to leave the current job and also increased their internal job search behaviors; this relation was strongest for those whose perceived ease of movement and PO fit increased. A series of supplemental analyses also lends support to our theorizing.
参考文献：Wu, I.-H., & Chi, N.-W. (2020). The journey to leave: Understanding the roles of perceived ease of movement, proactive personality, and person–organization fit in overqualified employees' job searching process. Journal of Organizational Behavior, 41(9), 851-870. doi:https://doi.org/10.1002/job.2470
The organizational self-control literature usually applies resource perspectives that explain self-control failure at work by depletion of self-control resources. However, these perspectives neglect the role of self-control motivation. On a daily level, we examine several self-control aspects (resources, motivation, demands, and effort) as predictors of a manifestation of self-control failure at work, namely, daily counterproductive work behavior toward the organization (CWB-O). Additionally, we investigate self-control effort as a mechanism predicting the depletion of self-control resources throughout the day. We analyzed data from 155 employees in a 2-week diary study with 2 daily measurement points. Multilevel path modeling showed that self-control motivation and self-control demands, but not self-control resource depletion, predicted self-control effort. There was an indirect effect from self-control motivation on CWB-O via self-control effort but no indirect effect from self-control demands on self-control resource depletion throughout the day via self-control effort. Findings suggest that self-control motivation is a crucial factor explaining self-control failure at work and cast further doubt on the idea that exerted self-control effort is the only mechanism leading to self-control resource depletion.
参考文献：Wehrt, W., Casper, A., & Sonnentag, S. (2020). Beyond depletion: Daily self-control motivation as an explanation of self-control failure at work. Journal of Organizational Behavior, 41(9), 931-947. doi:https://doi.org/10.1002/job.2484
As inequality in wealth and income continues to grow, it is important to consider the implications of financial disparities for worker motivation and behavior. While workers with socioeconomic disadvantages have a decreased chance of career success and upward social mobility, the potential mechanisms linking financial status to work motivation outcomes are not fully known. Drawing on theory on resource scarcity, we address this issue and propose that financial inadequacy shapes the extent to which workers consider and plan for the future, with consequences for goal-striving strategies throughout adulthood. Latent change analyses of data from a heterogeneous sample of 4,446 working adults largely supported the hypotheses. Results showed that a high level of financial inadequacy predicted increases in short-term time horizon and decreases in future-oriented planning, which then predicted disadvantageous changes in goal-striving strategies over an 18-year period. Short-term time horizon also predicted subsequent increases in financial inadequacy. By highlighting the motivational challenges associated with inadequate finances that accompany low-wage employment, our study offers evidence for the motivational mechanisms that may reinforce economic inequality and social mobility in the workforce.
参考文献：Wang, Y.-R., & Ford, M. T. (2020). Financial inadequacy and the disadvantageous changes in time perspective and goal-striving strategies throughout life. Journal of Organizational Behavior, 41(9), 895-914. doi:https://doi.org/10.1002/job.2475
In emerging occupations, individuals are given very little prepackaged identity “content”—for example, occupational values, legitimating ideologies, clear goals, tasks, and/or routines—to help them build their individual‐level occupational identities. By contrast, individuals in well‐established occupations (e.g., professions) are given ample identity content, and prior identity research has examined identity work processes almost exclusively in the context of such occupations. Consequently, prior theory assumes that identity work is mostly a matter of tailoring prepackaged identity content to fit one's individual‐level preferences and objectives. Prior theory is therefore of limited use in emerging occupations, where the key identity problem is not one of tailoring identity content effectively but creating an identity in the first place—more specifically, an identity whose existence feels justified and valid. Thus, in this paper, we ask: how do individuals in emerging occupations construct an internal sense that “who they are” is necessary, desirable, and appropriate (i.e., legitimate) within the broader occupational landscape? On the basis of a grounded theory study of health coaches, we suggest that individuals in such circumstances can craft this sense of “identity legitimacy” via a sensemaking process we call occupational boundary play. This process consists of both “occupational boundary setting” and “occupational boundary blurring,” the former providing for individuals a sense of identity novelty and the latter providing a sense of identity familiarity. Taken together, this subjective experience of both novelty and familiarity provides for individuals the sense that “who they are” is legitimate within the broader occupational landscape.
参考文献：Murphy, C., & Kreiner, G. E. (2020). Occupational boundary play: Crafting a sense of identity legitimacy in an emerging occupation. Journal of Organizational Behavior, 41(9), 871-894. doi:https://doi.org/10.1002/job.2473
For modern organizations, shared leadership becomes increasingly important. Knowledge on shared leadership may be limited, as past research often relies on cross-sectional data or student samples, and most studies neglect the multilevel nature of shared leadership. Our research model includes transformational leadership, trust, and organizational support as predictors of shared leadership. Furthermore, we analyze the influence of shared leadership on team performance and team creativity. In total, 160 teams with 697 employees participated in our field study. Data collection took place at three time points. To test our hypotheses, we used multilevel modeling with a Bayesian estimator. We found relationships of transformational leadership and trust with shared leadership at the team level and of transformational leadership, trust, and organizational support with shared leadership at the individual level. Furthermore, shared leadership fully mediated the effect of the three input factors on team performance and team creativity. This study contributes to the understanding of the antecedents and outcomes of shared leadership. Furthermore, the dynamic development of team processes based on an input-mediator-output model is explored. On the basis of the results, organizations can increase shared leadership behavior by focusing on transformational leadership and trust building.
参考文献：Klasmeier, K. N., & Rowold, J. (2020). A multilevel investigation of predictors and outcomes of shared leadership. Journal of Organizational Behavior, 41(9), 915-930. doi:https://doi.org/10.1002/job.2477
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6. 女性高管与知名员工离职不当行为:一项对美国国家橄榄球联盟(National Football League)球队组织的研究
The risk of off-the-job misconduct by high-profile employees is a serious concern of top management in professional sport organizations, media and entertainment companies, and public-facing entities in the government and education sectors. Yet there is little research on how to prevent or mitigate this form of misconduct in organizations. Utilizing upper echelons theory and the literature on demographic composition, we examine the relationship between the gender composition of executives of team organizations in a men's professional sport league and subsequent misconduct by players on those teams. Specifically, we employed multilevel and logistic regression analyses to unique data on U.S. National Football League team organizations, and we found that firms with a critical mass of women executives experienced fewer player arrests. No support was found for executive power as a moderator of this relationship. We discuss the implications of our findings for the demographic composition literature. We also offer guidance for preventing and managing off-the-job misconduct by high-profile employees.
参考文献：Graham, M. E., Walia, B., & Robinson, C. (2020). Women executives and off-the-job misconduct by high-profile employees: A study of National Football League team organizations. Journal of Organizational Behavior, 41(9), 815-829. doi:https://doi.org/10.1002/job.2476
7. 当形势变得严峻时:员工对大规模组织变革的反应以及员工马基雅维利主义的作用
大规模、长期的变革行动需要一定时间去展开，这可能会成为不确定性和压力的来源。通过对大规模变革的最初19个月的调查，我们认为，在这些阶段中，员工的变革相关信念随着时间的推移变得越来越消极，这对他们的工作投入产生了负面影响，并最终增加了他们的离职意愿。此外，我们研究了马基雅维利主义这一特质对变革反应的影响，并提出马基雅维利主义程度高的员工在变革过程中反应更消极，因为他们特别容易受到不确定性和压力的影响。我们在一项三波纵向研究中测试了我们的(跨层次)有调节的中介模型，研究对象为经历大规模变革的员工(T1: n = 1,602; T2: n = 1,113; T3: n = 759)。我们发现，员工对变革的影响和价值的信念确实与变革持续时间呈负相关，并且随着员工参与度的下降和离职意愿的增加，这些观念会减弱。此外，与马基雅维利主义较低的员工相比，具有高马基雅维利主义的员工对变革相关信念的恶化反应更强烈，表现出更强烈的敬业度降低和离职意愿增加的反应。我们的研究为大规模变革的负面影响提供了解释，包括一个解释因素:员工随时间推移对变革存在不同反应。
