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Our theoretical understanding of subjective well-being in the workplace is incomplete without a dynamic understanding of antecedents and outcomes of subjective well-being. While between-person differences provide useful information about employee outcomes, these differences do not provide information about the relationships between subjective well-being and employee outcomes that evolve over time and across situations. In this paper, we discuss specific statistical methods within the nomothetic and idiographic perspectives that can support dynamic research on subjective well-being in the workplace and outline unanswered contemporary questions regarding structure, processes, and dynamics of subjective well-being that may be addressed with these methods reviewed; some of which were proposed in early research but progressed slowly due to a lack of adequate methods. This discussion highlights how idiographic methods from outside organizational psychology can be applied to the study of worker subjective well-being to strengthen this dynamic approach in a way that addresses limitations associated with reliance on between-person models.

The purpose of this paper is to discuss the relationships between person–job fit and job satisfaction, the mediating role of career self-management and the moderating role of job demands.

In this paper, 947 employees were surveyed using questionnaires, and hypothesis testing was conducted using structural equation modeling in Mplus.

Person–job fit was found to be positively related to career self-management, and career self-management plays a mediating role in the positive relationship between person–job fit and job satisfaction. Statistical analysis also confirmed that job demands moderate both the relationship between person–job fit and career self-management, as well as the relationship between person–job fit and job satisfaction via career self-management.

The results of a single study offer limited generalizability and should thus be applied with caution. More cross-industry and cross-company studies should be conducted to verify the applicability of the findings to other industries, cultures and geographical contexts.

Managers should try to enhance employees' person–job fit and help or encourage them to engage in career self-management to increase job satisfaction. Additionally, managers should be aware of the negative influence of job demands and try to keep them at low levels.

This study extends and enriches the understanding of the positive influence of person–job fit on work outcomes, explores the mechanism of person–job fit on job satisfaction from a new perspective, namely career self-management, and explores the boundary condition (i.e. job demands) of the relationship between person–job fit and career self-management in the Chinese context.

The entrepreneurial intention of employees refers to the motive of those who work in a company to resign and start their businesses instead of continuing to be wage earners. It is one of the under-studied aspects of entrepreneurship research. Accordingly, this research paper aimed to find out whether perceived person–organization fit was related to the entrepreneurial intentions of employees and whether perceived workplace ostracism and loneliness mediated this process.

A cross-sectional study was conducted to achieve the purpose. The data were collected through a questionnaire technique from a total of 572 employees. Participants were from 20 different provinces of Turkey and 27 different sectors. Hypotheses were tested through the structural equation modeling technique.

Findings indicated that a lack of perceived person–organization fit resulted in entrepreneurial intention. Workplace ostracism resulted in workplace loneliness. Workplace ostracism and loneliness significantly mediated the relationship between perceived person–organization fit and entrepreneurial intention.

To the best of authors’ knowledge, this study was the first to establish and test the relationships between person–organization fit, entrepreneurial intention, workplace ostracism and loneliness. In this regard, findings can benefit researchers and practitioners in better figuring out why some employees leave their companies to start their businesses while others do not.

Searching for a job is an important process that influences short- and long-term career outcomes as well as well-being and psychological health. As such, job search research has grown tremendously over the last two decades. In this chapter, the authors provide an overview of prior research, discuss important trends in current research, and suggest areas for future research. The authors conceptualize the job search as an unfolding process (i.e., a process through which job seekers navigate through stages to achieve their goal of finding and accepting a job) in which job seekers engage in self-regulation behaviors. The authors contrast research that has taken a between-person, static approach with research that has taken a within-person, dynamic approach and highlight the importance of combining between- and within-person designs in order to have a more holistic understanding of the job search process. Finally, authors provide some recommendations for future research. Much remains to be learned about what influences job search self-regulation, and how job self-regulation influences job search and employment outcomes depending on individual, contextual, and environmental factors.

The current longitudinal study investigated the within- and between-person variance in work-to-family conflict and family-to-work conflict among working mothers over time. It also examined the effects of a nonstandard work schedule and relationship quality on work-to-family conflict and family-to-work conflict using bioecological theory. Results of multilevel modeling analyses showed that there was significant within- and between-person variance in work-to-family conflict and family-to-work conflict. The linear and quadratic terms were significantly related to family-to-work conflict, whereas the quadratic term was significantly associated with work-to-family conflict. There was also a positive relationship between a nonstandard work schedule and work-to-family conflict, whereas relationship quality was negatively associated with family-to-work conflict. Future studies should consider diversity among working mothers to adequately predict work–family conflict. The current study provides important implications for employers to consider, concerning within-and between-person differences among working mothers, which could in turn allow for accommodations and help to decrease work–family conflict.

Drawing from the conservation of resources theory and the success resource model of job stress, the authors investigated the role of leader behaviours in the context of leader-member exchanges (LMXs) as a driver of leaders' job-related well-being and recovery. Specifically, they hypothesised positive affect and perceived competence as potential mechanisms enhancing leaders' job satisfaction and psychological detachment.

Daily diary data were collected from 85 leaders over five consecutive working days (376 daily observations) and analysed using multilevel path analyses.

Leader LMX behaviours were positively associated with leaders' positive affect and perceived competence at work at the person and day levels. Additionally, results provided support for most of the assumed indirect effects of leader LMX behaviours on leaders' job satisfaction and psychological detachment via positive affect and perceived competence.

Leadership development activities should raise leaders' awareness of the relevance of resourceful interactions with followers for leaders' own well-being. Organisations should create a working environment that facilitates high-quality exchanges amongst their members. The current trend towards increasing digital and less face-to-face collaboration may pose a risk to this important resource source for leaders.

These findings emphasise the day-to-day variation in leadership behaviours and that leaders' engagement in high-quality leader-follower interactions has the potential to stimulate a resource-building process for the benefit of leaders themselves.

The study sought to explore how people's negative emotions change in a crisis situation when they get to know about the crisis and the corporate's socially responsible activities after crisis.

A 2 (crisis type: human error vs organization misdeed) × 2 (CSR fit: low vs high) × 3 (motive disclosure: no disclosure vs company-oriented disclosure vs society-oriented disclosure) between-subjects experiment was conducted online.

More anger was elicited toward organizational misdeed than human error from both within-person and between-persons perspectives. When using CSR as postcrisis strategy, within-person analyses revealed that high CSR fit in message helped to attenuate sadness (and potentially anger) to a greater extent than low CSR fit, whereas between-persons analyses did not find significant effects of either CSR fit or motive disclosure.

Our findings demonstrate that situational dynamics in crisis situation constantly influence people's emotional states, suggesting a vertical investigation (e.g. within-individual analysis) of emotions may help both scholars and practitioners better understand the nature of crisis emotions and provide fresh insights on how to cope with them.

Affect is a dynamic construct that varies over time and can significantly influence motivation and performance in organisational contexts. This chapter addresses key conceptual and methodological challenges that arise when aiming to measure affect as a within-person process. The literature has been divided on whether the structure of affect is unipolar or bipolar and no research has considered this structure across levels of analysis. Measuring affect as a within-person process also requires a brief scale that can be administered with minimal disruption. This chapter presents data that provide evidence for bipolarity in the structure of affect. We use these data to validate the momentary affect scale, which is a new brief affect scale that can be used in within-person research designs and applied settings.

This study aims to investigate the relationship between person-role conflict, psychological capital and emotional exhaustion. Specifically, the research explores how person-role conflict magnified due to daily contact with COVID-19 carriers leads doctors and nurses to experience emotional exhaustion. Moreover, psychological capital function as an explanatory mechanism between stressor strain relationships has also been tested.

The study results are based on three months of lagged data conducted from the sample of 347 frontline physicians and nurses who provide treatment and care to infected people. To test direct, indirect and total effect, the author's used PROCESS Macro.

The results suggested that person-role conflict reduces state-like psychological capital and increases emotional exhaustion through reduced psychological capital. Results aligned with the model's expectations in that psychological capital mediated the relationship between person-role conflict and emotional exhaustion, and the mediation was partial.

This paper is the first one that tested the link between person-role conflict and emotional exhaustion. Moreover, up till now, no study has examined the mediating role of psychological capital in the relationship between person-role conflict and emotional exhaustion. Finally, in the context of the contagion outbreak, this is the preliminary effort that validated the resource loss cycle principle of conservation of resource theory.

The purpose of this paper is to examine a model of employee-customer identification (ECID) using two samples: nurses and cooperative extension frontline employees. The model posits that person-organization fit, person-job fit, and organizational identification are positively related to ECID.

A recursive path-based structural model was employed to test seven hypotheses regarding the relationships between the two fit constructs, organizational identification, and ECID.

In both samples, person-organization fit and person-job fit were positively related to organizational identification, and organizational identification was positively related to ECID. In the cooperative extension sample, person-job fit was positively related to ECID. Person-job fit was also indirectly related to ECID through organizational identification in both samples.

The results imply an important relationship between person-job fit and ECID that could be useful for improving service encounters between employees and customers. In addition, an emphasis on organizational identification may also contribute to improved employee-customer relationships.

This study represents one of the first attempts to demonstrate a link between person-job and person-organization fit on ECID. The results of this study provide support for organizational identification and person-job fit as important factors in employee-customer relationships.