Despite increasing recognition of the importance of fostering innovation among shop oor employees, little empirical research has been conducted on the topic. Moreover, within work psychology, studies have tended to focus on the generation of ideas (creativity) rather than on their implementation. This study examines the impact of individual perceptions of individual, group and organizational factors on both elements of innovation. It was found that the suggestion of ideas was more highly related to individual (personal and job) characteristics than the group and organizational characteristics; whereas the implementation of ideas was more strongly predicted by group and organizational characteristics. As expected, interactions were found between the number of suggestions made and group and organizational characteristics, demonstrating how successful implementation of new ideas requires both their formulation in the rst place and an appropriately supportive environment. Analysis to explore which factors have the greatest impact on the innovation process was also conducted. The practical, theoretical and methodological implications of the study are discussed.

The study used a time-sampling method to test aspects of A. Grandey's (2000) emotion regulation model of emotional labor. Eighteen customer service employees from a call center recorded data on pocket computers every 2 hr at work for 2 weeks. Participants completed ratings of emotion regulation, events, expressed and felt emotions, well-being, and performance on 537 occasions and completed questionnaires containing individual and organizational measures. Multilevel analyses supported many aspects of the model but indicated that it has to be implemented precisely in terms of regulating emotion for organizational goals. Results also showed that deep and surface acting had different consequences for employees. Overall, the study found that emotion regulation is a viable platform for understanding emotional labor.

Controlled interpersonal affect regulation refers to the deliberate regulation of someone else's affect. Building on existing research concerning this everyday process, the authors describe the development of a theoretical classification scheme that distinguishes between the types of strategy used to achieve interpersonal affect regulation. To test the theoretical classification, the authors generated a corpus of 378 distinct strategies using self-report questionnaires and diaries completed by student and working samples. Twenty participants then performed a card-sort of the strategies. Hierarchical cluster analysis was used to determine how well the theoretical classification represented spontaneous understandings of controlled interpersonal affect regulation. The final classification primarily distinguished between strategies used to improve versus those used to worsen others' affect, and between strategies that engaged the target in a situation or affective state versus relationship-oriented strategies. The classification provides a meaningful basis for organizing existing research and making future conceptual and empirical distinctions.

Research on affect regulation has blossomed in recent years. However, the lack of validated scales assessing individual differences in the use of strategies to achieve alternative types of affect regulation, e.g., the regulation of others' affect and the worsening of affect, has hampered research on these important processes. This paper presents the development and validation of a brief new measure of individual differences in the use of strategies to regulate one's own and other people's feelings: the Emotion Regulation of Others and Self (EROS) scale. Two distinct samples (N= 551 and N=227) confirmed a four-factor structure: intrinsic affect-improving, intrinsic affect-worsening, extrinsic affect-improving and extrinsic affect-worsening. In line with predictions, these factors were associated with existing measures of affect regulation, personality and affect. Both intrinsic factors were positively associated with emotional exhaustion, while all factors except extrinsic affectimproving were positively associated with health-related impairments. Convergence between self-and other-reported scores on the extrinsic factors in a third sample (N= 50 dyads) demonstrated further evidence of validity.

No abstract

This article shows how an analysis of job types can deepen our understanding of job quality and how job quality varies across 27 European countries. First, using the European Working Conditions Survey 2005, a taxonomy of six job types is developed and their quality established. This taxonomy suggests that there are different types of high-and low-quality jobs. Second, institutional theory is drawn on to examine why job quality varies cross-nationally. The results of a multilevel analysis indicate that national differences in institutional regimes (social democratic, continental, liberal, southern European, transitional) result in cross-national variation in both the level of job quality (i.e. the overall proportions of high-and low-quality jobs) and the nature of job quality (i.e. the particular types of high-and low-quality jobs found). It is concluded that institutional theory is able to explain the level but not the nature of cross-national variation in job quality.

High quality work design is a key determinant of employee well-being, positive work attitudes, and job/organizational performance. Yet many job incumbents continue to experience deskilled and demotivating work. We argue that there is a need to understand better where work designs come from. We review research that investigates the factors that influence work design, noting that this research is only a small fragment of the work design literature. The research base is also rather disparate, spanning distinct theoretical perspectives according to the level of analysis. To help integrate this literature, we use a framework that summarizes the direct and indirect ways in which work design is shaped by the higher-level external context (global/ international, national and occupational factors), the organizational context, the local work context (work group factors), and individual factors. We highlight two key indirect effects: first, factors affect formal decisionmaking processes via influencing managers' work design-related motivation, knowledge, skills, and abilities (KSAs), and opportunities; and second, factors shape informal and emergent work design processes via influencing employees' work design-related motivation, KSAs and opportunities. By reviewing the literature according to this framework, we set the stage for more comprehensive theoretical development and empirical studies on the factors that influence work design. 3Work Design Influences A Synthesis of Multi-Level Factors that Affect The Design of WorkWork design refers to "the content and organization of one's work tasks, activities, relationships, and responsibilities" (Parker, 2014, p. 662). When work is designed so that it has motivating characteristics like job autonomy and social support, as well as reasonable levels of job demands, multiple positive individual and organizational outcomes arise. A vast amount of research shows that work design affects work stress, job satisfaction, performance, absenteeism, accidents, team innovation, company financial revenue, and more (e.g. see the meta analysis by Humphrey, Nahrgang, & Morgeson, 2007).Yet, despite extensive evidence about the benefits of well-designed work, there are still many poorly designed jobs in both advanced and developing economies. For example, in Europe, Lorenz and Valeyre (2005) reported that one third of workers had jobs that were deskilled or that involved excessive demands. Significant technological and societal change is also affecting work and organizing, yet we know little about how this change might affect people's work design (Parker, 2014). Both of these forces -the continued prevalence of poor quality work designs and the vast change occurring in work -highlight the importance of having a comprehensive, evidence-based understanding of the forces that affect work design.Such an understanding is currently lacking. In most theory and research pertaining to the design of jobs, work design is modeled at the start of a causal chain leading to outcomes via intermediary pr...

Direct effect, mediated, and moderated models of the relationship among work characteristics (job control, job demands), learning-related outcomes (skill utilization, self-efficacy), and strain (anxiety, depression) were compared. Three independent samples of call center employees were used, 2 cross-sectional (Ns = 427 and 203) and 1 longitudinal (N = 144). Initial analysis of the cross-sectional samples using structural equation modeling revealed that mediated models provided the best fit to the data. Skill utilization mediated the effect of control on depression, and depression partially mediated the effect of control on skill utilization. Longitudinal hierarchical regression analysis confirmed these findings. Results indicate that, in this occupational context, learning reduces strain, strain inhibits learning, and job control is an important precursor of both these relationships.