Coronavirus disease (COVID-19) has affected and changed diverse aspects of organizations. Based on the perspective that integrates the socialization process through the lens of work stress, we viewed COVID-19 as a situational stressor and examined the role of the fear of COVID-19 on newcomers’ organizational socialization process. We aimed to investigate the relations between newcomers’ fear of COVID-19 and their proximal organizational socialization outcomes such as role clarity, task mastery, and relationship building. We also hypothesized leader emotional and instrumental support would buffer the effect of newcomers’ fear of COVID-19 on emotional exhaustion. Based on a survey using a total of 232 newcomers who joined their organization during the COVID-19 pandemic, we found that the fear of COVID-19 was positively related to emotional exhaustion, and emotional exhaustion mediated the relations between the fear of COVID-19 and two socialization outcomes such as task mastery and relationship building. Leader emotional support was found to weaken the positive link between the fear of COVID-19 and emotional exhaustion while the moderating role of leader instrumental support was not supported. Based on these results, we discussed implications and directions for future research.
Since COVID-19 pandemic, the use of asynchronous video interviews(AVIs) has increased in the selection process. The purpose of this study was to investigate the effects of the interviewer video on the applicants' reactions and impression management behavior during the AVIs process. Accordingly, interviewees were randomly assigned to three conditions and participated in the AVIs. The first condition is that every process of the AVIs was conducted through text only. The second and the third condition both provide videos that ask questions and listen to the applicants' answers, but the former includes virtual character interviewers while the latter includes real person interviewers. Results indicated that the most positive interviewees' reactions were shown in the third condition. In detail, the third condition showed higher social presence, interpersonal treatment, and perceived usefulness compared to the first condition in the AVIs process, and the interviewer video that includes real person interviewers had positive effects on procedural justice and organizational attractiveness through these variables. In the case of the second condition, there was no significant difference in the applicants’ reactions to the first condition, and it showed a lower social presence than in the third condition. Hence it indicates that the virtual characters cannot substitute the positive effects of real person interviewers. Also, there was no notable difference in honesty and deceptive impression management behavior between the three conditions. This study is meaningful in that it proposed an effective way to improve the participants’ reactions in conducting the AVIs, and is expected to be used as a basis for research related to the construction of AVIs.
Organizations are increasingly adopting video job interview in the era of COVID-19 pandemic. Especially, with screening purposes, the asynchronous video interview powered by artificial intelligence(AVI-AI) is often placed as an additional stage in selection processes. For cost and efficiency reasons, many organizations showed great interest in adopting and expanding the use of AVI-AI. Although research on AVI-AI is steadily increasing, only a few have been published in the field of industrial and organizational psychology. The current research aimed to conceptualize AVI-AI based on the review of current usage and empirical research findings on AVI-AI. Finally, this study discussed the implications for future research on AVI-AI and provided important recommendations for HR managers.
Due to the global spread of infectious diseases, telework has become increasingly prevalent. However, the reported results have been mixed regarding the effectiveness of telework. This study examined whether the relationship between telework and work-family conflict would be changed by the permeability and flexibility of the border around work. Study 1 validated Clark’s (2002) scales of permeability and flexibility characteristics of each work-family border. The scales were first translated into Korean, then back-translated into English to examine item-consistency of the scales. The results of exploratory factor analyses based on 219 Korean working adults showed that the border around work and the border around family each consisted of two factors: permeability and flexibility. Additionally, correlation and regression analyses were conducted to examine the nomological network of the scales using the theoretically relevant predictors and criteria. Study 2 examined border characteristics around work to investigate whether permeability and flexibility moderates the relationship between telework and work-family conflict. A survey was conducted on 250 teleworking Korean adults which showed that flexibility did not moderate the relationship between telework and work-interfering-family. However, the positive relationship between telework and family-interfering-work increased when flexibility was low. This study suggests that organizations should provide flexibility in the border around work, to alleviate the negative impact of work-family conflict on teleworkers during the post COVID-19 period.
Social distancing due to the COVID-19 pandemic has restricted socially supportive exchanges to a non-face-to-face method. This study examined whether and how both socially supportive exchanges (i.e., face-to-face and non-face-to-face) help the recovery process. Based on the conservation of resources theory and the complementarity hypothesis, we hypothesized a moderated mediation model where positive affect mediates the effects of both socially supportive exchanges on recovery, and the level of the face-to-face exchanges would moderate the mediation effect of the non-face-to-face exchanges. Multilevel linear modeling analyses of data collected from daily surveys of 118 university students over two weeks largely supported the hypothesized model. Specifically, both socially supportive exchanges positively affected the recovery outcomes (i.e., state of being recovered and sleep quality) through positive affect. Although the moderated mediation effect was not statistically significant, a simple effect analysis showed that the positive effect of non-face-to-face socially supportive exchanges on the recovery process existed only when the days of face-to-face socially supportive exchanges were low, which is consistent with the hypothesized model. The findings of this study shed light on the potential positive effects of non-face-to-face socially supportive exchanges, especially when face-to-face social interaction is restricted.
Since the outbreak of COVID-19 pandemic, telework has been widely adopted as a new HR practice by modern organizations, it has enormous effects on an organization and its members. However, the existing studies have reported mixed results of positive and negative effects of telework on employee attitudes and performances. For example, some studies showed positive effects that employees may develop autonomy beyond the restriction of time and space, while others revealed negative ones that telework may hinder employee commitment to job. The present study, by first constructing effectiveness of telework with three dimensions, - usefulness, easiness, and pleasure - attempts to explore the mechanism in which telework affects employee attitudes and behaviors with 200 samples. Our results show that effectiveness of telework has a positive effect on organizational citizenship behavior (OCB), that employees’ psychological empowerment mediates the relationship, and that transformational leadership moderates the relationship between effectiveness of telework and psychological empowerment. Presenting theoretical contributions, practical implications, study limitations, and future research directions, the present study contributes to scholars and managers’ further understanding of telework.
재량적 재택근무제의 긍정적부정적 효과에 대한 많은 연구가 이루어져왔지만, 의무적 재택근무제에 대한 연구는 미비한 실정이다. COVID-19 감염병 확산으로 인해 대부분의 조직은 재택근무를 주요 근무방식으로 전환하였고, 이러한 급작스러운 변화는 긍정 및 부정적인 신체적, 사회적, 심리적 결과를 불러왔다. 따라서 본 연구는 직무 요구-자원 모형과 자기결정이론에 기반하여 조직적 고립과 조직시민행동의 관계에서 내재적 동기부여 요소인 심리적 임파워먼트와 정서적 조직몰입의 순차적 매개효과를 검증하였다. 본 연구에서는 총 162명(남56명(34.6%), 여106명(65.4%))의 풀타임 재택근무자를 대상으로 온라인 설문을 실시하였다. 분석 결과, 조직적 고립과 조직시민행동의 관계에서 심리적 임파워먼트와 정서적 조직몰입의 순차적 매개효과가 존재하는 것으로 나타났다. 반면에, 조직적 고립과 조직시민행동 간의 직접경로는 유의하지 않은 것으로 나타났다. 이러한 연구결과를 바탕으로 본 연구의 이론적 및 실증적 시사점을 논의하였고, 본 연구의 한계점 및 향후 연구방향을 제안하였다.
Remote Working is One of the changes in the working environment due to COVID-19. In remote work situations, Workplace isolation occurs. And Workplace isolation affects not only individual emotions, attitudes, and behaviors, but also the organizational atmosphere. Therefore, in order to prevent and cope with workplace isolation, it is necessary to understand how organizational members perceive workplace isolation. In this study, topic modeling was used to investigate workplace isolation and perception of cause and consequences. As a result, It was found that workplace isolation is largely divided into relational and work dimensions. And workplace isolation occurs due to physical separation, resulting in an effect on work performance. Based on these results, we tried to empirically verify the effect of physical isolation on work engagement through social isolation and professional isolation. As a result, physical isolation increases social isolation and professional isolation. And, the relationship between social isolation and work engagement was negatively supported. But the relationship between professional isolation and work engagement was not statistically significant. Therefore, it is expected that this study will help to suggest the implications of human resource development that is necessary for employee’s work engagement, focusing on workplace isolation in the remote work situation.
The purpose of this study is to determine whether intrinsic motivation acts as a psychological mechanism that induces members' job crafting behavior in the relationship between goal orientation and job crafting. To explore this, we collected data by surveying full-time workers aging 19 or older online and used 333 participants for the final analysis. The results showed that mastery goal orientation positively predicted intrinsic motivation, and performance-approach goal orientation positively predicted both intrinsic and extrinsic motivation. Also, performance-avoidance goal orientation statically predicted extrinsic motivation. In addition, intrinsic motivation had a positive effect on job crafting, and relationship between goal orientation and job crafting was mediated by intrinsic motivation. Besides, a competition model was set up to check whether there is a mediating effect of extrinsic motivation on job crafting and compared with the research model. As a result, the research model that mediates job crafting only with intrinsic motivation was found to be a suitable and simple model. The implications and limitations of this study and directions for future research are addressed in the final part.
Using the concept of affective commitment and two types of group cohesion, i.e., social cohesion and task cohesion, this research attempts to study the impact of psychological bonds toward one’s workgroup and organization on innovative behavior through voice behavior. The study also considered promotive and prohibitive voice behavior together in the model to determine their relative impact on innovative behavior. Thus, using the structural equation modeling, the effects of three antecedents-affective commitment, social cohesion, and task cohesion-on innovative behavior through both promotive and prohibitive voice were examined in an integrated model. A total of 350 online survey responses from Chinese employees were used for analyses. First, only affective commitment and social cohesion positively affected innovative behavior through employee voice behavior; task cohesion did not have significant effects on either voice or innovative behavior. Second, both promotive voice and prohibitive voice were found to have a positive effect on innovative behavior. However, the indirect effect of voice behavior on innovative behavior was significant only for promotive voice but not for prohibitive voice. Implications were discussed.
The purpose of this study is to reveal the effect of coaching leadership on organizational trust and organizational citizenship behavior depending on the level of psychological safety. Specifically, the relationship between coaching leadership and organizational citizenship behavior was examined and the mediating effect of organizational trust was identified in the effect of coaching leadership on organizational citizenship behavior. In addition, this study examined a moderating effect of psychological safety on the relationship between organizational trust and organizational citizenship behavior Finally, the relationship between coaching leadership and organizational citizenship behavior is verified by the moderated mediating effect of psychological safety in the mediation of organizational trust. For this purpose, data from 300 Korean workers were collected through an online questionnaire survey, and analyzed the materials using SPSS 25.0 and Macro. As a result of the research, the relationship between coaching leadership and organizational citizenship behavior has been proven to have a partial mediating effect significantly by organizational trust. The moderating effect of the psychological safety and the moderated mediating effect were also both significant. Finally, we discussed implications, limitations, and future research.
The first purpose of this study was to investigate the mediating effect of feedback seeking behavior in the process of openness to experience and perceived organizational support for creativity on creative performance. The second purpose was to examine whether self-efficacy moderates the effects of openness to experience and perceived organizational support for creativity on feedback seeking behavior. An online survey was conducted on employees from domestic companies and a total of 284 data were analyzed. The structural equation modeling and multiple regression analysis results are as follows. First, the effects of openness to experience and perceived organizational support for creativity on creative performance was statistically significant. Second, the mediating effect of feedback-seeking behavior was significant in the openness to experience and perceived organizational support for creativity on creative performance. Third, the moderating effect of self-efficacy was significant in the relationship between perceived organizational support for creativity and feedback-seeking behavior. Specifically, the positive relationship between perceived organizational support for creativity and feedback-seeking behavior was stronger when the self-efficacy was high rather than low. The implications and limitations of this study are discussed.