Results 151 to 160 of about 16,121,227 (248)

Preparing for Tomorrow's Teamwork: Insights From eSports on How Human Expertise Shapes Training Needs for AI‐Integrated Work

open access: yesJournal of Organizational Behavior, EarlyView.
ABSTRACT As organizations increasingly adopt human‐AI teams (HATs), understanding how to enhance team performance is paramount. A crucially underexplored area for supporting HATs is training, particularly helping human teammates to work with these inorganic counterparts.
Caitlin M. Lancaster   +5 more
wiley   +1 more source

Bridging Bystander Intervention and Workplace Inclusion: The Critical Role of Perceived Fairness, Support, and Safety

open access: yesJournal of Organizational Behavior, EarlyView.
ABSTRACT Bystander intervention is widely assumed to foster workplace inclusion, yet no studies have directly examined this relationship. Through abductive qualitative analysis of 53 interviews across two contrasting organisations—a consulting firm and a remote mine site—we investigate how bystander intervention relates to workplace inclusion for ...
Laura Jennings   +4 more
wiley   +1 more source

Through Rested Eyes: The Relevance of Sleep for Dynamic Changes and Stable Differences in Employees' Stress Appraisals

open access: yesJournal of Organizational Behavior, EarlyView.
ABSTRACT Even though stress appraisals determine employees' states and behaviors at work, knowledge of their antecedents is limited. This research project integrates sleep research into the transactional stress theory to explain how sleep, as a key factor shaping employees' resource availability, relates to employees' appraisals of their job demands ...
Jette Völker   +2 more
wiley   +1 more source

Job satisfaction and work engagement impact on counterproductive work behaviors: Moderating influence of demographic characteristic of employees

open access: yes
The purpose of the article is to determine how demographic characteristic (sex, age, length of service, type of work) moderate the impact of job satisfaction (JS) and work engagement (WE) on counterproductive work behaviors (CWB). The research objectives
Szostek, David   +2 more
core   +1 more source

Is Job Embeddedness a Resource? Revisiting the Relationship of Job Embeddedness and Employee Well‐Being: A Meta‐Analytic Investigation

open access: yesJournal of Organizational Behavior, EarlyView.
ABSTRACT Job embeddedness (i.e., organizational and community factors that explain why employees remain in their organization) is generally regarded as a positive construct. However, a growing body of research suggests that embeddedness may also have detrimental effects on well‐being, particularly when considering nonwork and cross‐domain outcomes.
Young‐Kook Moon   +2 more
wiley   +1 more source

Workplace spirituality, ethical climate, and counterproductive work behavior: The role of the Dark Triad

open access: yes
Drawing on social cognitive theory and person–situation interactionism, we investigated whether workplace spirituality reduces counterproductive work behavior through an ethical climate, and whether Dark Triad traits moderate this process. Adopting a two-
I-Fei Chen   +2 more
core   +1 more source

Where Is the Take in Give and Take? A Review of Empathy Effects on Workplace Outcomes for Both Givers and Receivers

open access: yesJournal of Organizational Behavior, EarlyView.
ABSTRACT There is increasing interest in understanding and recognition of the importance of empathy effects at work. However, despite the two‐party nature of empathy, little research has distinguished between empathy‐giving versus empathy‐receiving, or between empathy‐giver versus receiver.
Xiaoxiao Jiang   +3 more
wiley   +1 more source

Different Levels, Same Relations? A Meta‐Analysis on the Homology of the Nomological Network of (Daily) Work Engagement

open access: yesJournal of Organizational Behavior, EarlyView.
ABSTRACT Work engagement has garnered significant attention from researchers and practitioners in recent decades, and several meta‐analyses have examined its stable, between‐person correlates. However, work engagement also has a dynamic component, meaning that it varies daily, across situations, and within individuals.
Jan Luca Pletzer   +4 more
wiley   +1 more source

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