Background: High job demands and low job resources may cause job strain and eventually result in burnout. However, previous research has generally ignored the roles of time and self-regulation. Objectives: This theoretical article synthesizes the literature to propose a multilevel model that delineates how acute job strain translates into enduring and severe job burnout. Methods: We integrate self-regulation perspectives in job demands-resources (JD-R) theory to propose that short-term job strain and eventually enduring burnout is the result of consistently high job demands and low job resources - combined with failed self-regulation. Results: The model shows that when employees are confronted with increased job strain, they are more likely to use maladaptive self-regulation strategies, such as coping inflexibility and self-undermining. In addition, when job strain increases, employees are less likely to use adaptive self-regulation strategies, such as job stress recovery and job crafting. It follows that when the job becomes more stressful, stable resources become more important. Organizational resources such as human resource practices and healthy leadership may help employees to regulate their short-term fatigue and avoid enduring burnout. Furthermore, key personal resources like emotional intelligence and proactive personality may help employees to recognize and regulate their fatigue in an effective way. Conclusion: The proposed model of burnout expands JD-R theory and offers important practical implications for the prevention and reduction of burnout.

/pdf/job-demands-resources-theory-and-self-regulation-new-43pi0zahmd.pdf

Job Demands-Resources theory and self-regulation: new explanations and remedies for job burnout.

The pursuit of perfectionism resonates with many individuals across workplaces resulting in a recent flurry of research on the topic. Although extant research has examined the costs and benefits of perfectionism at work, these efforts are scattered across multiple disciplines and utilize varying conceptualizations. As a result, we lack a coherent understanding of how perfectionism influences work behavior. To address this issue, we integrate the nascent but fragmented perfectionism at work literature, including both empirical findings and theoretical perspectives. We introduce and discuss a future research agenda that addresses not only the need to broaden understanding of perfectionism's antecedents, processes, and boundary conditions but also its multilevel applications and methodological limitations. Our review will enable organizational scholars to develop a deeper understanding of how perfectionism renders its influence in the workplace.

The relentless pursuit of perfectionism: A review of perfectionism in the workplace and an agenda for future research

Species that cannot adapt or keep pace with a changing climate are likely to need human intervention to shift to more suitable climates. While hundreds of articles mention using translocation as a climate-change adaptation tool, in practice, assisted migration as a conservation action remains rare, especially for animals. This is likely due to concern over introducing species to places where they may become invasive. However, there are other barriers to consider, such as time-frame mismatch, sociopolitical, knowledge and uncertainty barriers to conservationists adopting assisted migration as a go-to strategy. We recommend the following to advance assisted migration as a conservation tool: attempt assisted migrations at small scales, translocate species with little invasion risk, adopt robust monitoring protocols that trigger an active response, and promote political and public support.

Importance of species translocations under rapid climate change

The current study aimed to test how workload, via workaholism, impacts job performance along with the complex interplay of perfectionistic concerns and work engagement in this mediated relationship. A two-wave, first and second stage dual-moderated mediation model was tested in an SEM framework. Results based on a sample of 208 workers revealed a complex and nuanced relationship among the studied constructs, such that the simple mediation model was not significant, but the indirect effect was negative, nonsignificant, or positive conditional on both moderators. The results offer interesting theoretical and practical implications for future studies to be conducted in this area of research. In particular, lower levels of perfectionistic concerns were associated with a positive relationship between workload and workaholism, and lower levels of work engagement were related to a negative link between workaholism and job performance. Findings suggest work engagement should be monitored and promoted by managers, especially when workload, and consequently, the possible risk of workaholism, cannot be avoided.

Workload, Workaholism, and Job Performance: Uncovering Their Complex Relationship.

Although scholars have highlighted the benefits of psychological safety, relatively few studies have examined how leaders establish it. Whereas existing research points to the importance of seeking feedback, we draw on theories of self-disclosure, trust, and implicit voice to propose that leaders can also promote psychological safety by sharing feedback—openly discussing criticisms and suggestions they have already received about their own performance. In Study 1, naturally-occurring feedback-seeking and feedback-sharing by CEOs independently predicted board member ratings of top management team psychological safety. In Study 2, a longitudinal field experiment, randomly assigning leaders to share feedback had a positive effect on team psychological safety one year later, whereas assigning leaders to seek feedback did not. In Study 3, to explore the processes through which feedback-sharing had an enduring effect but feedback-seeking did not, we conducted qualitative interviews with participating leaders and employees two years later. We found that leaders initiated vulnerability through seeking feedback, but it dissolved due to defensiveness and inaction. In contrast, sharing feedback normalized and crystallized vulnerability as leaders made a public commitment to keep sharing and employees reciprocated, which opened the door for more actionable feedback, greater accountability, and ongoing practices that allowed psychological safety to endure. Our research suggests that to achieve enduring improvements in psychological safety, it may be particularly effective for leaders to share criticism they have received—and that doing so does not jeopardize their reputations as effective and competent. 

Taking Your Team Behind the Curtain: The Effects of Leader Feedback-Sharing and Feedback-Seeking on Team Psychological Safety

Although the concept of perfectionism is familiar to most people, its relationships with organizationally relevant variables remain unclear because of the dispersed and multidisciplinary nature of extant research. The state of the literature is particularly concerning given the likely widespread influence perfectionism has on individuals' workplace attitudes and behaviors. Moreover, research in multiple disciplines of psychology has revealed the phenomenon of perfectionism to be multidimensional. In addition, the totality of effects surrounding perfectionism remains unclear as perfectionism carries both benefits as well as consequences for employees and organizations. To cogently synthesize and empirically disentangle the possible differential effects associated with perfectionism at work, the authors conducted a meta-analysis of perfectionism and work-related antecedents and outcomes. The resulting qualitative and quantitative review reveals perfectionism to have sizable and consistent relationships with several organizationally relevant factors but an equivocal overall relationship with job performance. The authors provide a theoretical and empirical overview of the state of the literature and suggest avenues for future research that may facilitate better integration of perfectionism into organizational research. (PsycINFO Database Record (c) 2018 APA, all rights reserved).

Is perfect good? A meta-analysis of perfectionism in the workplace.

When sharing hurts: How and why self-disclosing weakness undermines the task-oriented relationships of higher status disclosers.

Introduction Queues are inherent to service encounters, as it is not always possible to provide service to all clients at the exact moment they request service. Queues involve waiting for a service in a specific place that might also be crowded, they obstruct the client's’ goal of receiving service, and at times lead clients to mistreat service providers and in extreme cases even attack them violently. We show, in a hospital setting, that perceived predicted future wait and load can buffer the causes of violence towards service staff. Methods We combine objective data on crowdedness, reports of violence, and durations of time people waited, with psychological measures of perceived load and perceived future wait, collected from 226 people in the Emergency Department (ED) of a large hospital. Visitors to the ED were recruited as they waited for service. They indicated their perceived load in the ED and their perceived remaining wait for service. This data was then triangulated with objective operational data regarding the actual number of people waiting for service (i.e., crowdedness) and objective data regarding staff calls to security to stop violent accounts. Results We find that with increased crowdedness, there are more calls to security reporting violence. However, this relationship is moderated by two factors: when people perceive the future wait to be short and when they perceive the load on the system to be high. Moreover, a three-way interaction shows that crowdedness is associated with more incidents of violence, however high perceived load and low perceived future wait are associated with fewer violent incidents. Conclusions This paper demonstrates the relationship between crowded queues and violence towards service staff, and suggests two psychological mechanisms for buffering such violence: reducing perceived future wait and elevating perceived load.

/pdf/correction-how-psychology-might-alleviate-violence-in-queues-1vbvj3evfd.pdf

Correction: How Psychology Might Alleviate Violence in Queues: Perceived Future Wait and Perceived Load Moderate Violence Against Service Providers

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Is perfect good? A meta-analysis of perfectionism in the workplace.

When sharing hurts: How and why self-disclosing weakness undermines the task-oriented relationships of higher status disclosers.

Correction: How Psychology Might Alleviate Violence in Queues: Perceived Future Wait and Perceived Load Moderate Violence Against Service Providers