Research on the effects of HR management on employees’ psychological well‐being has yielded inconclusive results. Moreover, prior works remain unclear on whether human resource practices specifically aimed at enhancing employee well‐being also benefit organizational performance. Building on signaling theory and conservation of resources theory, our study investigates the relationship between health‐related human resource management (HHRM), employees’ collective well‐being (in terms of collective emotional exhaustion and collective engagement) and organizational performance. Results from a multi‐source field study of top management team members, HR representatives, and 15,952 employees in 88 organizations reveal a positive indirect relationship between HHRM and employees’ collective well‐being, which is mediated by employees’ positive stress mindset. In addition, we find this positive indirect association to depend on the level of transformational leadership climate in organizations. Finally, our findings also show a positive indirect relationship between HHRM and company performance, mediated by employees’ positive stress mindset and collective engagement.

a b s t r a c tThis study investigates the influence of leadership on followers' identification with their work group. Adopting a qualitative research approach, it takes on the followers' perspective for inductively deriving leadership behaviors that pertain to the development of team identification. Based on in depth data from members of seven teams in the context of UN peacebuilding operations, four aggregate leadership dimensions can be identified that are conducive to members' team identification: providing guidance, encouraging involvement, role modeling, and administering teamwork. Accordingly, this study adds to the exploration of leadership behaviors relevant for team identification that have not been considered by extant research. The results may lay the foundations for future investigations on complementary effects of different leadership behaviors for fostering followers' identification with their work group.

Summary We develop and test an organizational‐level model of the consequences of diversity climate for company performance. Drawing from affective events theory and the organizational climate literature, we highlight the role of idiosyncrasies in employees' diversity climate perceptions. Specifically, we consider diversity climate strength (i.e., agreement in employees' climate perceptions) as a boundary condition of diversity climate's organizational‐level effects and expect high climate strength to be particularly beneficial in demographically diverse organizations. Moreover, we introduce collective positive affect as an underlying mechanism of diversity climate's conditional effects on company performance. Hypotheses are tested in a study of 82 German small‐and‐medium‐sized companies with 13,695 surveyed employees. Results show a moderated mediation relationship where diversity climate is only positively related to organizational performance (via collective positive affect) at relatively high diversity climate strength. Although this finding holds for both demographically diverse and homogeneous organizations, post hoc analyses provide initial evidence that a strong climate only helps to realize the effects of diversity climate on collective positive affect when members of age‐ and gender‐related demographic subgroups converge in their climate perceptions. Our study contributes to a better understanding of diversity climate as an effective lever for managing diversity.

This article investigates collective team identification and team member alignment (i.e., the existence of short-and long-term team goals and teambased reward structures) as moderators of the association between task and relationship conflicts. Being indicators of cooperative goal interdependence in teams, both moderators are hypothesized to mitigate the positive association between the two conflict types. Findings from 88 development teams confirm the moderating effect for collective team identification, but not for team member alignment. Moreover, the moderating role of collective team identification is found to be dependent on the level of task conflict: It

Purpose The goal of our study was to scrutinize the psychological processes that occur in individuals when developing identification with a highly diverse team. Design/Methodology/Approach A qualitative, theorygenerating approach following the principles of grounded theory was chosen as research design. Data were obtained from 63 personal interviews with members of seven UN peacebuilding teams in Liberia and Haiti. These teams were particularly well suited for analyzing the dynamics of identification processes as they constitute extreme cases with respect to team members' identity diversity. Findings Our analysis reveals four different processes that occur as individuals develop team identification (TI): enacting a salient identity, sensemaking about team experience, evaluating collective team outcomes, and converging identity. Implications We can show that team members engage in both individual-and collective-directed sensemaking processes during TI development, thereby using internal (i.e., other team members) and external points of reference (i.e., team-external actors) for ingroup/outgroup comparisons. Moreover, our study reveals different modes of identity convergence (i.e., active, reactive, and withdrawal) which are associated with different types of TI (i.e., deep-structured TI, situated TI, and disidentification). Originality/Value Although team members' identification with their workgroup has long been considered important for effective team functioning, knowledge about its development has remained limited and largely without empirical footing from a real-world team context. Our study represents the first empirical attempt to inductively identify the processes that occur in individuals as they develop TI.

In this study, we seek to understand the consequences of demographic faultlines at the organizational level. Drawing from the faultline and cross-categorization literature, we suggest that organizational demographic faultlines (based on age and gender) have the potential to either reduce or enhance employees' collective organizational identification and, thereby, indirectly influence firm performance and innovation. Whether organizational demographic faultlines have detrimental or beneficial effects depends on the functional heterogeneity within faultline-based demographic subgroups, where heterogeneity is defined as the extent to which subgroup members belong to different functional departments. We theorize that this functional heterogeneity alters the degree of social integration between demographic subgroups. Results from a multisource field study of demographic faultlines among 5,495 employees in 82 small and medium-sized firms (<250 employees) support our model. We demonstrate that organizational demographic faultlines have important consequences, and we show that functional heterogeneity changes whether these consequences are negative or positive.

SummaryEmployee change championing (i.e., discretionary behaviors to promote change to others) is critical for implementing organizational change successfully. However, extant research has been focused on individual‐level championing without considering the broader group context in which championing occurs. Our study adopts a multilevel perspective to provide insights into the effects of change championing at both the group and the individual level. We collected data at two points in time from 267 employees in 69 groups undergoing an organizational change in a German technology company. Multilevel modeling results show that group championing asymmetry (i.e., the degree to which group members differ in their championing) weakens the positive effects of group championing level on change implementation effectiveness. Moreover, we shed light on the individual‐level processes that underpin group championing dynamics. Our findings reveal that employees who are embedded in groups with high average championing levels perceive a more positive change impact (but do not experience higher levels of enthusiasm) and report higher levels of individual championing at a later point in time compared to employees in groups with lower championing levels. Our study expands the championing literature to the group‐level and offers a multilevel perspective on the championing dynamics between individuals and groups.

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