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This research adopts a dynamic self-regulation framework to test whether there is a curvilinear relationship between creative self-efficacy and individual creative performance at the within-person level. Furthermore, to establish a boundary condition of the predicted relationship, the authors build a cross-level model and examine how approach motivation and avoidance motivation moderate the complex relationship between creative self-efficacy and individual creative performance.

To obtain results from a within-person analysis, the authors collect multi-source data from 125 technicians who provided monthly reports over an 8-month period.

The authors find evidence of an inverted U-shaped relationship between creative self-efficacy and individual creative performance at the within-person level and differential moderating effects of approach/avoidance motivations.

This study is one of the first to challenge the assumption that creative self-efficacy always has a positive linear relationship with creativity. It provides a more complete view of the complex pattern between creative self-efficacy and creativity at the within-person level.

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.

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.

Substantial research has examined the self-concept, but little work has investigated the contents and structure of the self-concept in combination within performance settings, particularly from a within-person perspective. Thus, this research developed and examined a conceptual framework based on Greenwald et al. (2002) to understand how core self-evaluations (CSE) and self-concept clarity (SCC) interact to influence motivational orientation with implications for performance dimensions.

Full-time employees (N = 138) completed daily measures of CSE, SCC, motivational orientation, organizational citizenship behaviors (OCBs) and counterproductive work behaviors (CWBs) over the course of three weeks.

Multilevel modeling indicated CSE influences motivational orientation, SCC can moderate these relationships and motivational orientation relates to OCBs and counterproductive work behaviors.

This work contributes to this research area by developing and examining an integrative conceptual framework involving aspects of self-concept, motivation and performance from a within-person perspective.

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.

Prior research has conceptualized perceived organizational support (POS) as a stable variable over time varying from one individual to another. Nevertheless, it can be assumed that POS fluctuates within the same person over the course of several weeks due to different experiences lived at work. The authors suggested in the present study that weekly POS is predictive of employees’ weekly subjective well-being at work (i.e. increased positive affect toward the organization, and decreased negative affect toward the organization and psychological strains at work). In addition, the purpose of this paper is to examine the mediating role played by weekly work engagement in these relationships.

In total, 20 employees completed a first general questionnaire and then completed an online questionnaire during 12 consecutive weeks.

Results of hierarchical linear models indicated that weekly POS positively predicts weekly employees’ work engagement which, in turn, positively predicts weekly employees’ well-being (i.e. increasing positive affect toward the organization and decreasing negative affect toward the organization and psychological strains at work).

Overall, these findings contribute to the POS and work engagement literatures. It shows that POS fluctuates within person over the course of several weeks and is a predictor of weekly employees’ well-being through its effects on weekly work engagement.

To the authors’ knowledge, this is the first study to examine within-person weekly variations in POS as a predictor of employees’ weekly work engagement and its subsequent consequences.

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 aims to examine whether job resourcefulness affects task performance through job crafting at the within-person level.

The data were collected from employees of the tour and travel firms and their supervisors. Multilevel structural equation modeling (MSEM) was used for analysis due to the repeated data structure, for example, days (n = 900) nested in individuals (n = 180).

Results show a positive association between job resourcefulness and task performance, with the full mediation of job crafting at the within-person level.

The study concludes that variation in job resourcefulness impacts job crafting and task performance at the within-person level.

In the few years since the appearance of Affective Events Theory (AET), organizational research on emotions has continued its accelerating pace and incorporated many elements of the macrostructure suggested by AET. In this chapter we reflect upon the original intentions of AET, review the literature that has spoken most directly to these intentions, and discuss where we should go from here. Throughout, we emphasize that AET represented not a testable theory, but rather a different paradigm for studying affect at work. Our review reveals an obvious shift toward AET in the way organizational researchers study affect at work, but also that some elements have been neglected. Ultimately, we see the most fruitful research coming from further delineation of the underlying processes implicated by the macrostructure of AET.

Research on coping at work has tended to adopt a between-person perspective, producing inconsistent findings on well-being outcomes. This focus on interindividual differences is in contrast to many theories that position coping as process, hence, as an intraindividual process that unfolds over time in response to job stressors and appraisals. The authors propose that focusing more on the within-person coping processes and integrating them with learning perspectives has the potential to advance our understanding. More specifically, coping behavior and well-being can be seen as an outcome of current and past learning processes. In this chapter, the authors discuss three mechanisms that explain how coping processes can produce positive versus negative effects on well-being, and how coping can be integrated into a learning framework to explain these pathways. First, the stress process entails encoding and evaluation of the situation and, as a consequence, deployment of suitable coping behavior. Over and above the efforts that have to be invested to understand the stressful situation, the coping behavior itself also requires time and energy resources. Second, coping behavior likely co-occurs with learning processes such as reflection, exploration, and exploitation. These learning processes require further time and cognitive resources. Third, although coping behaviors and their accompanying learning processes have the potential to drain resources at the within-person level, they can also build up interindividual coping resources such as a broader repertoire and coping flexibility. These between-level differences equip employees to deal with future stressors.