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The purpose of this paper is to investigate the effect of both work-related and emic contextualization of personality measurement in the prediction of work-related outcomes.

In total, 224 employees completed work-contextualized and non-contextualized Big Five model measures, as well as contextualized emic personality measures, together with a number of measures for work-related outcomes.

Results showed that, after controlling for demographic variables and non-contextualized etic factors, etic contextualized factors predicted occupational stress, work engagement, job satisfaction, work frustration, turnover intention, career satisfaction and organizational citizenship behavior. After controlling for demographic variables, non-contextualized etic factors and contextualized etic factors, emic contextualized personality factors predicted work engagement, job satisfaction, absenteeism, counterproductive workplace behaviors and organizational citizenship behaviors.

The study has a number of limitations. First, the sample contained participants recruited from a low number of professional areas. Second, the sample consisted mostly of women, and relying on unbalanced samples may lead to construct irrelevant variance.

By using a combination of etic personality measures and contextualized emic personality measures, organizations can better predict a number of organizational outcomes related to extra-role performance, such as those considered in the present study.

This research showed that, in the case of personality assessment, using a double form of contextualization – frame of reference and culture – an increment in the prediction of organizational behaviors can be obtained.

Organizational research has long been dominated by the assumption that relationships between variables are linear, which can be overly simplistic or even misleading. This study proposes and tests a model in which subordinate organizational justice perceptions influence the linearity of the relationship between leader–member exchange (LMX) and subordinate task performance.

A time-lagged anonymous survey study was conducted in Romania on a sample consisting of 274 subordinates nested under 42 leaders from a wide range of work settings. Supervisors rated the performance of their direct reports, while subordinates rated LMX and justice perceptions.

Hierarchical linear modeling results revealed that the associations of LMX and LMX affect with task performance were best described by an inverted U shape when perceptions of supervisory interpersonal justice were high. Relationship strength was also affected. No such moderating effects were confirmed for other types of justice. We also found an unmoderated nonlinear effect of LMX-professional respect on task performance.

Results suggest that for supervisors who are perceived as fair in terms of interpersonal justice, a moderate level of LMX (especially LMX affect), slightly above the mean, maximizes subordinate task performance, while high LMX is preferable otherwise. Similarly, a moderate level of LMX professional respect seems optimal for performance.

The present paper challenges the linearity assumption for the established LMX–performance association, demonstrating that both the linearity and strength of the association may be influenced by justice. Second, results suggest that the too-much-of-a-good-thing effect may be the result of additive effects. Third, differential effects of LMX and justice dimensions are revealed.

Boredom at work is associated with negative consequences, therefore it is important to investigate whether employees engage in job crafting behaviors that reduce boredom and what are the individual differences associated with these behaviors. The paper aims to discuss these issues.

A questionnaire study was designed to examine the mediating role of job crafting in the relationship between conscientiousness and emotional stability and boredom among 252 employees (Study 1) and in the relationship between Machiavellianism and psychopathy and boredom among 216 employees (Study 2).

The results showed that conscientiousness is negatively related to work-related boredom. This relationship is mediated by job crafting. Neuroticism and psychopathy are positively associated with boredom at work, but these relationships are not mediated by job crafting behaviors.

The study was based on self-reported measures, which might raise questions of common-method bias, and the research samples contained mostly women and young employees, which raises questions about generalizability of our findings. At the same time, the cross-sectional design does not allow causal inferences.

Organizations can select employees based on their personality for jobs that predispose to boredom and give them enough autonomy to be able to craft them. Moreover, they can identify employees who need support to manage their boredom and include them in job crafting interventions.

Traditionally, boredom at work has been considered as resulting from characteristics of tasks and jobs. The findings indicate that some employees can make self-initiated changes to their work in order to reduce their boredom and possibly its negative consequences.

The purpose of this paper is to analyze the moderating effects of the broad personality traits associated with the five-factor model (FFM) of personality, on the relationship between qualitative and quantitative job insecurity (JI) and physical and mental health complaints.

Self-report data collected in a cross-sectional study from a heterogeneous sample of 469 Romanian employees was analyzed with hierarchical regressions in order to identify moderation effects between each personality trait, JI and health outcomes.

Neuroticism and introversion amplify the relationship between JI and mental health complaints. None of the other personality traits showed any significant interaction with JI. No moderating effects were found for physical health complaints. Quantitative and qualitative JI show a high correlation and similar relationships with other variables, but may not be part of the same larger factor.

The FFM has a lower contribution than expected in explaining the JI-health dynamic, with only 2 out of 5 reaching significance. The personality traits of neuroticism and introversion function as moderately strong vulnerability factors in the JI-mental health relationship, and may be used by managers in identifying employees who are at risk in situations when JI is likely to appear.

The authors offer overall support for the main effect model in the relationship between JI and health, showing that, while some broad personality traits buffer the negative effect of JI in a fairly strong manner, this effect may be very difficult to completely abolish. The authors further show that quantitative and qualitative JI are very closely related facets of the broader JI construct.

The purpose of this paper is to add to the understanding of the qualitative job insecurity, i.e. the insecurity about the continuity of valued job aspects in future. Specifically, the paper examines whether qualitative job insecurity is related to counterproductive work behavior (CWB), both directed to the organization (i.e. CWB-O) and other individuals at work (i.e. CWB-I), and whether frustration of the basic psychological needs of autonomy, belongingness and competence, as defined in self-determination theory, may account for these relationships.

The hypothesis were examined using structural equation modeling in heterogeneous sample of Romanian employees.

Results support the hypotheses showing that feeling insecure about one's valued job aspects associates with high levels of need frustration and, therefore, also with both CWB-O and CWB-I. While each of the accounted for the associations of qualitative insecurity and CWB-O, only frustration of the need for autonomy explained its detrimental association with CWB-I.

This study is innovative, as it integrates and extends three different fields and has high practical relevance. The authors detail qualitative job insecurity, an increasing, but understudied job stressor. The authors extend research on the antecedents of CWB by focussing on environmental factors. The authors develop need satisfaction, as integrative theoretical underlying mechanism.

The purpose of this paper is to investigate the relationship perceived employability (the employee's perception about available job opportunities in the external labour market) and performance, accounting for felt job insecurity. Performance is conceptualized broadly in terms of optimal functioning (i.e. in-role performance and helping behaviour) and malfunctioning (i.e. organizational and interpersonal counterproductive work behaviour).

Survey data were collected among 433 Romanian workers.

The authors hypothesize and demonstrate that perceived employability relates positively to optimal functioning, but less so when workers feel insecure: highly employable workers may be high achievers, but withdraw from the organization when they feel insecure. Furthermore, the authors hypothesize that perceived employability relates positively to malfunctioning, the more so when workers feel insecure. Highly employable workers may care less about organizational norms, particularly when they see reasons to violate these norms: felt job insecurity may be such a reason. However, the interaction between perceived employability and felt job insecurity was not significantly related to malfunctioning. Instead, the authors established a main effect of perceived employability on both organizational and interpersonal counterproductive work behaviour.

The paper concludes that perceived employability contributes to optimal functioning when workers feel secure, but it may also bring along some costs in the form of malfunctioning.

This paper aims to review the latest management developments across the globe and pinpoints practical implications from cutting-edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Much of the glossy magazine literature surrounding business and management looks, perhaps understandably, at success. The best strategies, most efficient workflows, killer apps, and best practice in human resource management – everywhere you look – are “10 ways to increase profit” or “seven best start up opportunities”. What about the failures? With so much success to share, there has to be at least as much failure, if not more. The concern is that there is much more to learn from all of that failure, but headlines such as “how not to sell” or “12 of the worst corporate strategies” tend not to sell business magazines at the world’s airports.

The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations.

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.