Building on the affective events theory framework, we argue for voice as affect‐relevant action and investigate the affective consequences of voice in meetings within persons. We administered daily surveys over one workweek to examine how suggestion‐focused and problem‐focused voice in meetings relate to state positive and state negative affect at work. Our analyses are based on the data of 124 employees reporting on 224 meetings. Employees’ problem‐focused voice in meetings was associated with a decrease in employees’ state negative affect at the end of the next workday. Employees’ suggestion‐focused voice, however, was not associated with an increase in employees’ state positive affect at the end of the next workday. Future studies should investigate boundary conditions that might change the affective consequences of employees’ voice in meetings. Practitioner points Meetings offer employees the opportunity to voice work‐related issues to bring about change. There is substantial intra‐individual variability in employees’ voice in meetings, such that an employee sometimes takes this opportunity, whereas sometimes the same employee passes it on. An employee can show suggestion‐focused voice (i.e., make suggestions of how to improve current work processes) or problem‐focused voice (i.e., address problems about inefficiencies or poor performance) in a meeting. Both types of voice can provide valuable information for work teams and organizations. When employees suggest an improvement in a meeting, they do not necessarily feel more active at the end of their next workday, but when they address a problem, they feel less distressed. This favourable affective consequence may help to develop a more positive view of problem‐focused voice among supervisors and employees.

Demographic and labour market changes increase the need to enhance the employability of employees across all ages. The purpose of this study is to explore the role of transformational leadership in employees' employability. While we hypothesised that age is negatively related to perceived internal and external employability, we expected a positive relationship for transformational leadership, and that transformational leadership would moderate the relationship between age and employability. Hypotheses were tested using a sample of 1006 employees in the German automotive industry. Results show age to be negatively related to internal and external employability, with both relationships being comparably strong. Transformational leadership was positively related to internal and external employability, with the relationship with internal employability being stronger. Moreover, transformational leadership buffered the negative relationship between age and internal employability. These results suggest that transformational leadership is crucial in protecting lifetime employability and that it should be promoted.

Cross-cultural research in work psychology has typically aimed to assess the infl uence of cultural variables on theoretical and applied questions (Berry, Poortinga, & Pandey, 1997;Heine, 2010). With increased globalization in business operations and human resources applications, establishing both universals and particulars is more important than ever. Our purpose in this chapter is to present meta-analysis as a systematic, quantitative approach for examining generalizability of cross-cultural fi ndings in general and in international industrial and organizational psychology research in particular.Cross-cultural questions can be addressed at least at three levels: intracultural, intercultural, and transcultural (McCrae, 2001). Intracultural research We acknowledge and extend our thanks to research teams and individuals who supplied some of the data used in this chapter: Members of the project International Generalizability of Expatriate Success Factors (iGOES) and Collaborative International Study of Managerial Stress (CIMS). We are especially thankful to Paul Spector for generously sharing information and data with us. We also thank Frank Schmidt and In-Sue Oh for providing insights regarding second-order sampling error in meta-analysis and sharing their unpublished work.

Openness plays an important role in determining what kind of experiences individuals seek out not only in their personal lives, but also in work environments. The objectives of this study were (a) to examine the influence of openness and its facets on the decision to work abroad and (b) to study whether employees' openness relates to cross-cultural adjustment as well as job and life satisfaction. We investigated these questions among a sample of 2,096 expatriates. In addition to self-reports of openness and cross-cultural adjustment, ratings of subjects' adjustment were also obtained from 928 knowledgeable others. The openness facets of actions, ideas, and values appear to be good predictors of acceptance of international assignments. In addition, global Openness and its facets Openness to actions and feelings relate to self- and other ratings of cross-cultural adjustment.

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