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The purpose of this paper is to investigate the influence of employees’ trait rumination on the variability of their state rumination and the continuing influence on their negative affect at home.

A time-lagged experience sampling method was used for the data collection from full-time employees in the hotel industry. The hypotheses were tested with multilevel modeling using a random coefficient modeling approach.

Hotel employees who are high in trait rumination generally show high levels of state rumination and greater within-person variability in state rumination over time. Additionally, the negative effects of workplace state rumination can last until employees come home and the next day before going to work. Furthermore, employees who are high in trait rumination are more likely to be influenced by state rumination, as they experience more negative affect after arriving home.

Rumination has been shown to decrease hotel employee overall well-being. The findings of this study provide suggestions for remedial measures that can be taken by hotel organizations to help employees address ruminative thinking.

Drawing on response styles and work/family border theories, this study contributes to the rumination literature by considering both trait rumination and state rumination in a broader context. For a comprehensive understanding of the dynamic temporal characteristics of state rumination, this study considers the net intraindividual variability of state rumination as the outcome of trait rumination.

The purpose of this paper is to identify the roles of trait affectivity and momentary moods in conflict frames and conflict management. This paper goes beyond affect induction and focuses on the affective – rather than rational – antecedents of the choice of conflict management strategy.

This paper adopts a within- and between-person approach and uses hierarchical linear modeling to test the hypotheses with group-mean centering. Over the course of 12 days within a three-week period, the authors collected participants’ momentary moods and how they thought about and would respond to conflict scenarios. Data were gathered from 1,545 observations, involving 180 individuals.

After controlling for anger raised from the conflict scenario, both positive trait affectivity and positive momentary moods were found to be positively related to a compromise frame. Surprisingly, neither negative trait affectivity nor momentary mood was related to the win frame. A compromise frame predicted a cooperative strategy, and a win frame predicted a competitive strategy. The relationships between trait and momentary affects and conflict management strategy were partially mediated by conflict frame, but only for positive affects.

If seeking a constructive resolution, choose the right person (i.e. an individual with positive trait affectivity) and the right moment (i.e. the individual is in a positive mood state) to communicate disagreements.

This paper sheds light on the prediction of conflict frame and conflict management behavior by testing trait affectivity and momentary mood simultaneously.

Action–state orientation (ASO) describes the ability to plan, initiate, and complete intended activities. Action-oriented individuals, compared to state-oriented, are better able to focus their efforts and therefore move toward goals. While Kuhl (1994) posits that affect mediates the relationship between personality traits like ASO and successful self-regulation, ASO scholarship rarely examines the role of affect, and no ASO studies have examined self-regulation over time. We address these limitations by examining students’ academic self-regulation over a semester. HLM analyses show that action- versus state-oriented people exhibit better academic self-regulation as expected. However, we found no support for affect as a mediator.

This study empirically and theoretically aims to explore the consequences of top management’s dark personality traits (DPT) on organizational injustice, e.g. organizational procedural justice (OPJ), organizational interactional justice (OIJ) and organizational distributive justice (ODJ) and counterproductive work behavior (CWB).

A study was conducted to examine the influence of DPT on CWB among the contractual employees of the land revenue department, Pakistan. The quantitative method was employed using a convenient sampling approach. A designed survey questionnaire was distributed among 1,240 land revenue officials in 13 districts of Pakistan.

The results supported that dark DPT directly, significantly and positively affects CWB. In addition, DPT, except for psychopathy (PSY), significantly and negatively affects OPJ, OIJ and ODJ. Meanwhile, OIJ and OPJ strengthen the negative relationship between CWB and Machiavellianism and narcissism (NAR); however, PSY failed directly to affect OPJ, OIP and ODJ indirectly failed to capture CWB.

Top management/government should pay attention to fair dealings among the contractual employees. Consequently, they would prefer to do well in the workplace. Particularly, top management should avoid practicing DPT, which has ultimate results in CWB.

Public managers should avoid DPT because they are not compatible with public needs. Managers with DPT negatively affect their employees' productivity behaviors. Therefore, managers should focus on positive personality traits to enhance employees' productivity via organizational justice.

This study is unique in the land revenue department of Pakistan, where unfair dealings are being practiced among contractual employees. Surprisingly, CWB is the ultimate consequence of both DPT and top management's dishonest dealings (e.g. organizational injustices).

Interest in employee mindfulness has increased dramatically in recent years, fueled by several important conceptual articles, numerous studies documenting the benefits of mindfulness for employee outcomes, and the adoption of mindfulness-based practices in many Fortune 500 organizations. Despite this growing interest, the vast majority of research on employee mindfulness has taken an intrapersonal focus, failing to appreciate the ways in which mindfulness may enhance work-related relational processes and outcomes. The authors explore possible associations between mindfulness and relationally oriented workplace phenomena, drawing from interdisciplinary scholarship examining mindfulness in romantic relationships, child–parent relationships, patient–healthcare provider relationships, and student–teacher relationships. A framework is proposed that links mindfulness to three distinct relationally oriented processes, which are expected to have downstream effects on work-related relational outcomes. The authors then take the proposed framework and discuss possible extensions to a variety of unique workplace relationships and discuss critical next steps in advancing the relational science of mindfulness.

This systematic review synthesizes the recent literature (2010–2020) on hospitality employees’ emotions, affect and moods. This study has three objectives: to clarify the definitions of emotions, affect and moods; to explain how theories are integrated into understanding hospitality employees’ emotions, affect and moods; and to assess how emotions, affect and moods are measured.

Using seven major databases, the authors selected 61 peer-reviewed academic journal articles published in hospitality outlets for review. We based our study on five stages of conducting a systematic review: scoping, planning, identification, screening and eligibility.

Affect is an umbrella term encompassing moods and emotions. Emotions are distinct from emotion-laden constructs, such as emotional labor and emotional intelligence. Theories on conservation of resources, emotional labor and social exchange have been most frequently used to understand hospitality employees’ emotions. However, they overlooked the dynamic nature of emotions when using these theories. Hospitality researchers often used a subset of the positive and negative affect scale and did not discuss back-translation.

Hospitality employees’ emotions lead to far-reaching consequences in attitudes, intentions and behaviors in work and non-work domains. Effective practices (e.g. creating a supportive climate) that help evoke positive employee emotions and reduce negative employee emotions are thus desirable.

Our findings crystallize the understanding of emotions, affect and moods of hospitality employees. We further provide a roadmap for future research on hospitality employees’ emotions. Data triangulation, cross-cultural research and mixed emotions are novel opportunities for future research.

Studies report that frontline employees frequently discriminate against overweight customers, a group of vulnerable consumers that is growing worldwide. However, because most discrimination by frontline employees is covert, the authors ask whether overweight customers perceive discrimination and what influences this perception. Drawing on field theory, this paper aims to investigate how two environment factors (frontline employee overweight and frontline employees’ neutral treatment of other customers) and two person factors (customer pre-encounter affect and self-esteem) influence customer-perceived weight discrimination.

In a pilot study and three experimental studies, the authors examine the impact of covert discrimination of overweight customers by frontline employees on customers’ perception of discrimination and the influencing effects of environment and person factors. Hypotheses are tested using regression analysis.

The authors find that overweight customers perceive covert weight discrimination by frontline employees. Frontline employee overweight mitigates the effect of covert discrimination, and (state and trait) self-esteem amplifies this effect. Frontline employees’ neutral treatment of other customers is insignificant. Customer (state and trait) negative affect directly increases customer-perceived discrimination independent of covert discrimination.

While extant research focuses on marketplace discrimination triggers and consequences, the perspective of the discriminated customer and what influences his or her perception of covert discrimination has attracted much less attention. Moreover, research rarely addresses overweight as a discrimination trigger. As environment and person influences frequently shape service encounters, the authors contribute novel and relevant insights to the literature. This is of high value, especially in light of the harmful consequences marketplace discrimination entails for customers and service firms.

This daily diary study aims to examine the influences of daily poor sleep quality on employees’ emotional exhaustion at work via negative affect at home. Additionally, this study examines the moderating effects of day-level customer mistreatment and person-level workplace mindfulness in hotel frontline employees’ daily spillover from the nonwork domain to the work domain.

An experience sampling method was applied, and the survey data were collected from 98 frontline service employees in the hotel industry in China. This study included a one-time initial survey and a ten-day daily diary study.

This study reveals that frontline service employees’ poor sleep quality of the previous night influences their emotional exhaustion after work through negative affect at home. On days when employees perceived a low level of customer mistreatment, the daily positive association between negative affect at home and emotional exhaustion after work would be attenuated. Moreover, employees with a higher level of workplace mindfulness are less likely to be influenced by the negative affect at home.

This study suggests that hospitality organizations should extend their focus on caring about employees’ nonwork life quality, such as improving daily sleep quality and providing workplace mindfulness trainings.

This study adds to the current literature on work and nonwork spillover by considering the spillover process from employees’ nonwork domains to work domains by taking a dynamic and multilevel perspective.

The purpose of this paper is to extend earlier findings suggesting that affective diversity is always negative for group performance, by examining its influence on managerial decision performance in a more controlled environment.

In an attempt to mitigate some of the many methodological challenges associated with studies in “real-word” contexts, the authors chose to adopt a quasi-experimental research design involving teams of master of business administration students engaged in managerial decision making. This research design is consistent with previous research conducted in the area of affect and individual or group-level outcomes.

The results indicate that both positive and negative affective diversity are positively associated with managerial decision performance, although only the relationship with negative affective diversity is significant. Overall, these findings support the idea that affective diversity may constitute a strength in the context of managerial decision making. These results contrast with the findings of previous studies.

Further quantitative and qualitative investigation is recommended in order to clarify the contradictory results between the current study and previous research. Specifically, this investigation might concern the effect of contingency factors such as type of team (i.e. ad hoc vs long term), type of task and team-level self-regulation ability.

Since the seminal work of Barsade et al. (2000), no further studies have attempted to resolve some of the empirical questions emerging from preliminary research on affective diversity. The paper thus provides new insights into the effects of affective diversity.

Using the concept of disconfirming communication to define interpersonal mistreatment, the purpose of this paper is to explore the impact of specific negative managerial communication behaviors on employee emotions, while taking into account both leader-member exchange (LMX) and employee trait negative affect (NA).

In all, 275 working adults completed surveys about their managers’ confirming and disconfirming communication and their own emotional responses to these communications.

The positive relationship between disconfirming managerial communication and employee negative felt emotion was reduced when LMX was high and was increased for employees with high trait NA personalities.

While the cross-sectional design exposes the study to potential common method bias, a priori and post hoc procedures minimized this risk, confirming it has a negligible impact on the results.

Study insights and the new instrument, the confirming/disconfirming managerial communication indicator can be used to train managers to be better communicators, thereby improving organizational effectiveness.

Drawing attention to the nature and emotional impact of disconfirming managerial communication may reduce its occurrence and lead to improved employee mental health with resultant positive effects for society.

Unlike previous studies of interpersonal mistreatment and managerial communication, the authors focus explicitly on the effect on employee emotion and explore confirming and disconfirming communication, and the moderating roles of LMX and trait NA.