The ability to foresee, anticipate, and plan for future desired outcomes is crucial for well-being, motivation, and behavior. However, theories in organizational psychology do not incorporate time-related constructs such as Future Time Perspective (FTP), and research on FTP remains disjointed and scattered, with different domains focusing on different aspects of the construct, using different measures, and assessing different antecedents and consequences. In this review and meta-analysis, we aim to clarify the FTP construct, advance its theoretical development, and demonstrate its importance by (a) integrating theory and empirical findings across different domains of research to identify major outcomes and antecedents of FTP, and (b) empirically examining whether and how these variables are moderated by FTP measures and dimensions. Results of a meta-analysis of k = 212 studies reveal significant relationships between FTP and major classes of consequences (i.e., those related to achievement, well-being, health behavior, risk behavior, and retirement planning), and between antecedents and FTP, as well as moderating effects of different FTP measures and dimensions. Highlighting the importance of FTP for organizational psychology theories, our findings demonstrate that FTP predicts these outcomes over and above the big five personality traits and mediates the associations between these personality traits and outcomes. (PsycINFO Database Record

/pdf/future-time-perspective-a-systematic-review-and-meta-4xsyspsobl.pdf

Future time perspective: A systematic review and meta-analysis.

What roles do CEOs play in firm performance? To address this question, the management field has accumulated a substantial amount of research over the past three decades built on upper echelons theory (UET), which posits that CEO characteristics manifest in firm strategic actions and, in this way, future firm performance. Hence, there is a need to systematically amass and take stock of prior empirical findings for UET testing and development. We use meta-analytic techniques to synthesize prior UET research on the relationships among commonly studied CEO characteristics, firm strategic actions, and future firm performance. Based on 308 studies, metaanalytic results generally support UET’s predictions with a few exceptions: CEO characteristics (i.e., tenure, formal education, prior career experience, and positive self-concept) are significantly associated with firm strategic actions, which in turn are significantly related to future firm performance. Moreover, CEO characteristics (i.e., age, tenure, formal education, and prior career experience) are positively related to future firm performance. In addition, finegrained analyses have revealed interesting and important relationships between specific measures of CEO characteristics (e.g., CEO prior task experience) and firm outcomes (e.g., firm strategic actions that match with CEO prior task experience). Implications for theory, future research, and practice are discussed.

Do CEOs Matter to Firm Strategic Actions and Firm Performance? A Meta-Analytic Investigation Based on Upper Echelons Theory

The purpose of this study is to present a meta-analytical summary of the job crafting literature. We integrate resource- and role-based job crafting conceptualizations in one job crafting model, wh...

A meta-analysis on promotion- and prevention-focused job crafting

The workforce in most industrialized countries is aging and becoming more age-diverse, and this trend is expected to continue throughout the twenty-first century. Although there has been an increased interest in research on age differences at work, few studies have examined actual interventions designed to support workers at different points across the life span. In this article, we review the literature related to aging at work, including physical, cognitive, personality, and motivational changes; life-span development theories; age stereotyping; age diversity; and work–life balance. Based on this review, we propose a number of avenues for intervention research to address age differences at work. We conclude by identifying critical challenges specific to studying age at work that should be addressed to advance research on interventions.

Supporting the Aging Workforce: A Review and Recommendations for Workplace Intervention Research

The present study addressed employee job crafting behaviors (ie, seeking resources, seeking challenges, and reducing demands) in the context of organizational change We examined predictors of job crafting both at the organizational level (ie, perceived impact of the implemented changes on the working life of employees) and the individual level (ie, employee willingness to follow the changes) Job crafting behaviors were expected to predict task performance and exhaustion Two-wave longitudinal data from 580 police officers undergoing organizational changes were analyzed with structural equation modeling Findings showed that the degree to which changes influence employees' daily work was linked to reducing demands and exhaustion, whereas employee willingness to change was linked to seeking resources and seeking challenges Furthermore, while seeking resources and seeking challenges were associated with high task performance and low exhaustion respectively, reducing demands seemed to predict exhaustion positively Our findings suggest that job crafting can act as a strategy of employees to respond to organizational change While seeking resources and seeking challenges enhance employee adjustment and should be encouraged by managers, reducing demands seems to have unfavorable implications for employees

/pdf/job-crafting-in-changing-organizations-antecedents-and-4mujvj196e.pdf

Job Crafting in Changing Organizations: Antecedents and Implications for Exhaustion and Performance

Focus on opportunities as a mediator of the relationships between age, job complexity, and work performance

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Focus on opportunities as a mediator of the relationships between age, job complexity, and work performance

Focus on opportunities as a mediator of the relationships between age, job complexity, and work performance