DOI: https://doi.org/10.1037/apl0001060 

Abstract: This study integrates research on newcomer socialization and work teams to examine how the team environment facilitates or hinders the translation of human capital into newcomer performance in professional sports teams. Using large, multiyear and multilevel data from the top five European professional football leagues, we examine how individual-level newcomer human capital and the team-level characteristics (prior team performance, number of newcomers) influence individual newcomer performance during two different socialization contexts (when more vs. less time for socialization is provided). We found that individual human capital was positively related to newcomer performance across socialization contexts while the direct relationships between team variables and performance were conditional on the socialization context. Prior team performance was positively related to newcomer performance when more time for socialization was provided, but prior team performance as well as the number of newcomers were negatively related to newcomer performance when less time for socialization was provided. Beyond the direct relationships, our results show that human capital was less positively related to newcomer performance when newcomers joined higher performing teams across socialization contexts. These findings extend our understanding of the complex relationships between individual human capital and the team’s socialization environment on newcomer performance and advance new knowledge regarding conditions that facilitate the success of newcomers who join existing (operating) teams.

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DOI: https://doi.org/10.1002/job.2601 

Abstract: We argue that the literature on presenteeism needs to consider that employees not only go to work despite being ill but also often work from home despite being ill, especially since the COVID-19 crisis enabled home-office work on a large scale. We label this phenomenon “workahomeism” and develop theory that shows its distinctness from traditional presenteeism through the evoked pattern of guilt. Across three studies (a vignette experiment, a critical incident study, and a within-person intervention study), we tested whether employees' work-related reactions to illness (i.e., workahomeism, presenteeism, and resting at home) differ in terms of experienced and anticipated guilt. We found that when employees considered engaging in workahomeism, they anticipated feeling less guilty than when resting at home. However, when employees actually engaged in workahomeism, they felt as guilty or even more guilty than when resting at home. In contrast, employees' anticipated guilt for presenteeism as compared to workahomeism changed from the same to more after the beginning of the COVID-19 crisis. Furthermore, we identify facets of guilt in response to workahomeism (i.e., guilt toward colleagues and about own health) and demonstrate that organizations can change guilt patterns by asking employees to reflect on the consequences of workahomeism and presenteeism.

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DOI: https://doi.org/10.1007/s10551-017-3746-5 

Abstract: Setting out to understand the effects of positive moral emotions in leadership, this research examines the consequences of leaders’ expressions of gratitude and pride for their followers. In two experimental vignette studies (N = 261; N = 168) and a field study (N = 294), leaders’ gratitude expressions showed a positive effect and leaders’ pride expressions showed a negative effect on followers’ ascriptions of leader selfishness. Thereby, leaders’ gratitude expression indirectly led to higher follower satisfaction with and OCB towards the leader, while leaders’ pride expressions indirectly reduced satisfaction with and OCB towards the leader. Furthermore, leaders’ expressions of gratitude indirectly reduced followers’ intentions to leave the leader, while leaders’ expressions of pride indirectly fuelled them. Although ascriptions of selfishness consistently influenced these leader outcomes more strongly than comparable organizational outcomes, results on organizational outcomes were mixed. While leaders’ expressions of gratitude led, as expected, to higher job satisfaction and lower turnover intentions, leaders’ expressions of pride showed positive relations with both OCB towards the organization and intentions to leave the organization. We discuss the theoretical implications of leaders’ expressions of positive moral emotions as signals of outcome attributions, as well as leaders’ selfishness and practical implications that help leaders build followers’ satisfaction and positive leader–follower relationships.

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DOI: https://doi.org/10.1007/s10551-017-3600-9 

Abstract: Based on a field study (N = 303), this paper explores the differential role that perceived top management trustworthiness has on female and male employees’ negative emotions and turnover intentions in organizations. A theoretical model is established that explicates a negative indirect effect of perceived top management trustworthiness on employee turnover intentions through employee negative emotions. The results reveal that there is a negative relationship between perceived top management trustworthiness and employee negative emotions and resulting turnover intentions and that this effect is stronger for female employees than for male employees. These results demonstrate the pivotal role played by top management trustworthiness, provide an explanation for the turnover gender gap, and highlight the subjectivity in reactions to trustworthiness perceptions. The implications for organizations are discussed in line with the need for top management to positively influence employees and particularly women, to retain them in their workforce.

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DOI: https://doi.org/10.1002/hrm.21882 

Abstract: This study examines support for quotas for women in leadership, a currently highly debated topic in management research and practice. Using a sample of German working adults (N = 761), our results suggest that stereotypes about women (n = 380) are significantly related to support for quotas for women in leadership. Ascriptions of agency to typical women, that is, the extent to which women are generally seen as assertive, active, and strong, were positively related to participants' support for quotas for women in leadership in male‐gendered industries and high hierarchical positions, whereas ascriptions of communality to typical women, that is, the extent to which women are seen as understanding, supportive, and caring, were generally positively related. This pattern emerged for both male and female participants. Unexpectedly, gender‐stereotypic ascriptions to men (n = 381) were also related to support for quotas for women in leadership—with a positive relationship with agency in male‐gendered industries and a general negative relationship with communality, although these results were less pronounced. Implications for organizations are derived from these results, highlighting how the introduction of quotas for women in leadership can be smoothed by addressing how employees see women in terms of agency and communality.

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