Subjects: Psychology >> Developmental Psychology submitted time 2023-03-28 Cooperative journals: 《心理科学进展》
Abstract： Need for cognitive closure is referred to describe an individual’s epistemic motivation to form a firm answer to a question under uncertain circumstances. In the era of information explosion, the cognitive load of individuals has been rapidly increasing. Therefore, in-depth research of NFCC is of great importance in modern times. Diving into the conceptual structure and measurements of NFCC, along with related research over the past thirty years in areas including personality, information processing, decision making, attitudes, beliefs, and mental health, this article proposes that distinguishing ability from motivation is of necessity. Furthermore, this article urges future researchers to conduct empirical study on NFCC in terms of the in-depth discussion of its concept, dimension, measurements and antecedents.
Subjects: Psychology >> Social Psychology submitted time 2023-03-28 Cooperative journals: 《心理科学进展》
Abstract： Employees are the creators of organizations’ core competencies, and whether they can actively engage in work is critical to the development of organizations. So improving employees' work engagement is of great significance for both individual and organizational development. However, as competition intensifies and the pace of work accelerates, the boundary between work and non-work becomes increasingly blurred. It’s easier to physically get off work, but harder to mentally get off work, which can easily cause physical and mental exhaustion and reduce work engagement. Therefore, it is an important way to improve work engagement by helping employees to put down work during non-working hours which can avoid physical and mental exhaustion and replenish physical and mental energy as much as possible. Psychological detachment refers to the mental state in which an individual is detached from work during non-working hours, not being disturbed by work-related problems and stopping thinking about work. Mainstream studies believe that psychological detachment has a positive effect on work engagement, but there are contradictory conclusions regarding the impact of psychological detachment on work engagement. Therefore, there is still a lack of solid scientific evidence for psychological detachment as a means to improve employee work engagement. Based on the Job Demands-Resources Model, this study constructs a comprehensive model to investigate the effect, mechanism and boundary conditions of psychological detachment on work engagement, so as to provide an integrated explanation for previous contradictory conclusions. The theoretical contributions of this study are mainly reflected in the following aspects: First, the concept of psychological detachment behavior is introduced to emphasize the distinction between psychological detachment behavior and psychological detachment state. Psychological detachment in previous studies refers to the state of psychological detachment, but the existing measurement items are easily understood as psychological detachment behavior. Psychological detachment state can help individuals recover psychological resources, but psychological detachment behavior is an individual’s emotional and cognitive regulation behavior which needs to consume psychological resources. Therefore, this study defines the connotation of psychological detachment behavior and psychological detachment state, which is helpful to reveal the influence of the two on work engagement respectively, and can also provide a more accurate concept for subsequent research. Second, based on the job demand-resource model, an integrated multiple mediating and moderating model is constructed, which can explain the contradictory conclusions about the relationship between psychological detachment and work engagement in previous studies. This study believes that this contradictory conclusion is not only caused by the failure to distinguish psychological detachment behavior from psychological detachment state, but also that there are independent positive and negative mechanisms between psychological detachment and work engagement, and the relationship is moderated by work situations and personal characteristics. Therefore, based on the job demand-resource model, this study establishes an integrated explanatory model to deepen the understandings of the effect, mechanism and boundary conditions of psychological detachment, especially to reveal the negative mechanism of psychological detachment on work engagement. Third, it reveals the difference between psychological detachment after work and psychological detachment during work breaks. Most studies have investigated the influence of psychological detachment after work on the next day’s work engagement. In addition to using the experience sampling method to explore it, we also plan to investigate the influence of psychological detachment during work breaks on the subsequent work engagement of the same day by adopting the vignette experiment method. It can reveal the differences in the effects and mechanisms of psychological detachment during and after work breaks, and deepen the understandings of the effects and mechanisms of psychological detachment between the two periods. The conclusion can provide managers and employees with specific suggestions on psychological detachment according to different working situations and different individual characteristics, which can help employees maintain health and vitality, improve work engagement, and provide psychological capital for efficient operation and sustainable development of organizations.
Subjects: Psychology >> Management Psychology submitted time 2019-07-18
Abstract： Researchers paid more attention to the role of leadership negative behavior. Recently, researchers have begun to concern the effect of leaders’ emotions on employees in organizations. In the organization, employees are highly dependent on leaders and are more susceptible to leaders’ emotions. Emotion As Social Information (EASI) describes interpersonal effects of emotions on behavior in the interpersonal interactions. Emotional expressions affect observers’ behavior by triggering their inferential processes and/or affective reactions. The predictive strength of these two processes depends on observer’s information processing and social-relational factors. Based on this, we proposed that leader’s negative emotional displays triggers employees’ negative emotional experiences and reduce their work engagement. Motivational orientation theory states that employees process positive or negative stimuli that closely related to their jobs. Thereby these stimuli triggers employees’ goal orientation including of mastery goal orientation, performance-avoid goal orientation, performance-prove goal orientation. Based on this, we proposed that leader’s negative emotional displays have negative impacts on employee’s mastery goal orientation and performance-prove goal orientation, a positive impact on employee’s avoid goal orientation. Based on previous studies, we proposed that employee's goal orientation further predicts his or her work engagement. In summary, we proposed that goal orientation mediate the relationship between leader’s negative emotional displays and employee’s work engagement. Leader’s negative emotional displays, employee’s goal orientation and work engagement have state-like properties, varying in different environment. Thus, this study used Empirical Sampling Method (ESM) to explore the relationships between them. Within 5 work days, employees evaluated their leader’s negative emotional displays and goal orientation of themselves at 10:30 am; at 16:00, and the leaders evaluated their employee's work engagement. At last, we got 496 matching questionnaires of 109 employees and 24 leaders. The survey started from Monday to Friday, all the leaders distributed the numbered paper questionnaire to the employees, and the researchers collected it back after half an hour. They checked them and exclude the unqualified questionnaire which chose totally same options. We examined leader’s negative emotional displays and goal orientation at both interindividual(between-person level) and intraindividual (within-person) levels. To find the relationships between leader’s negative emotional displays, goal orientation and work engagement at between –person level and within-person level. This study reached the following conclusions: At within-person level, (1) Leader’s negative emotional displays in the morning have significant negative effects on employee’s mastery goal orientation and performance-prove goal orientation, while it has significant positive effect on performance-avoid goal orientation. And mastery goal orientation and performance-prove goal orientation have significant positive effects on employees’ work engagement, while performance-avoid goal orientation has a significant positive effect on it. Moreover, mastery goal orientation, performance-avoid goal orientation and performance-prove goal orientation play mediating roles between leader’s negative emotional displays and employees’ work engagement. At between-person level，(2) Leader’s negative emotional displays have significant negative effects on mastery goal orientation and performance-prove goal orientation, while it has a significant positive effect on performance avoid orientation in the afternoon. And mastery goal orientation and performance-prove goal orientation have significant positive effects on employees’ work engagement, while performance-avoid goal orientation hasn’t a significant positive effect on it.. Moreover mastery goal orientation and performance-prove goal orientation play mediating roles between leader’s negative emotional displays and employee engagement. The result showed that the relationships “leader’s negative emotional displays – avoid goal orientation – work engagement” at the between-person level differ significantly from the respective relationships at the within person level. This suggested that processes are emergent. Through collecting day-level data by empirical sampling method and using multi-layer model, this study found that: First, the “emergence” effect or environmental effect. The relationship of state performance-avoid goal orientation emerged only at the within-person level of analysis. Second, leader’s negative emotional displays is an independent concept rather than a clue embedded in some kind of leader’s behavior in this study. We get more comprehensive understanding of the impact of leader’s negative emotional displays on employees’ goal motivation and work engagement. Through goal orientation, leader negative still plays affect on employees’ work engagement. Third, this study showed the impact of leadership emotions on employees from an interactive perspective. These results of this study have important management implications for managerial settings. They call our attention to improve the awareness of leader’s negative emotion management. When leaders interact with employees, leaders need to be aware that their emotions have a significant impact on employees’ goal orientation and work engagement especially when they want to decrease the performance-avoid goal orientation in the daily work. " "
Hits
Hits
Downloads
Comment