Emotion work, the management of feelings and emotional displays in response to emotion work requirements, can have both positive and negative effects on well-being and performance. Adopting a work psychology perspective and drawing on work stress and work design literatures, we outline an expanded model of emotion work, regarding emotion work requirements as job characteristics and as part of broader task requirements. The challenge-hindrance stressors framework helps explain positive effects of emotion work in terms of professional role fulfillment. We emphasize the importance of negative events and negative emotions for outcomes of surface acting conditions, and we highlight the often-neglected role of automatic emotion regulation in emotion work. Research on culture suggests that existing results are mostly valid for Western cultures. Practical and research implications refer to a stronger emphasis on conditions at work in general, including stressors and resources, which together determine the meaning of emotion work conditions. Expected final online publication date for the Annual Review of Organizational Psychology and Organizational Behavior, Volume 8 is January 21, 2021. Please see http://www.annualreviews.org/page/journal/pubdates for revised estimates.

Existing social stressor concepts disregard the variety of task-related situations at work that require skillful social behavior to maintain good social relationships while achieving certain task goals. In this article, we challenge the view that social stressors at work are solely dysfunctional aspects evoking employee ill health. Drawing from the challenge-hindrance stressor framework, we introduce the concept of social challenge stressors as a job characteristic and examine their relationships with individual well-and ill-being. In study 1, we developed a new scale for the measurement of social challenge stressors and tested the validity of the scale. Results from two independent samples indicated support for a single-factor structure and showed that social challenge stressors are distinct from related stressor concepts. Using two samples, one of which was already used to test the factor structure, we analyzed the unique contribution of social challenge stressors in predicting employee well- and ill-being. As expected, social challenge stressors were simultaneously related to psychological strain and well-being. Using time-lagged data, study 2 investigated mechanisms that may explain how social challenge stressors are linked to well-being and strain. In line with the stress-as-offense-to-self approach, we expected indirect relationships via self-esteem. Additionally, social support was expected to moderate the relationships between social stressors and self-esteem. Whereas the indirect relationships were mostly confirmed, we found no support for the buffering role of social support in the social hindrance stressors-self-esteem link. Although we found a moderation effect for social challenge stressors, results indicated a compensation model that conflicted with expectations.

Although researchers and practitioners increasingly focus on health promotion in organizations, research has been mainly fragmented and fails to integrate different organizational levels in terms of their effects on employee health. Drawing on organizational climate and social identity research, we present a cascading model of organizational health climate and demonstrate how and when leaders' perceptions of organizational health climate are linked to employee well‐being. We tested our model in two multisource studies (NStudy 1 = 65 leaders and 291 employees; NStudy 2 = 401 leader–employee dyads). Results showed that leaders' perceptions of organizational health climate were positively related to their health mindsets (i.e., their health awareness). These in turn were positively associated with their health‐promoting leadership behavior, which ultimately went along with better employee well‐being. Additionally, in Study 1, the relationship between perceived organizational health climate and leaders' health mindsets was moderated by their organizational identification. High leader identification strengthened the relationship between perceived organizational health climate and leaders' health mindsets. These findings have important implications for theory and practice as they show how the dynamics of an organizational health climate can unfold in organizations and how it is related to employee well‐being via the novel concept of health‐promoting leadership.

Abstract. State-of-the-art Earth system models typically employ grid spacings of O(100 km), which is too coarse to explicitly resolve main drivers of the flow of energy and matter across the Earth system. In this paper, we present the new ICON-Sapphire model configuration, which targets a representation of the components of the Earth system and their interactions with a grid spacing of 10 km and finer. Through the use of selected simulation examples, we demonstrate that ICON-Sapphire can (i) be run coupled globally on seasonal timescales with a grid spacing of 5 km, on monthly timescales with a grid spacing of 2.5 km, and on daily timescales with a grid spacing of 1.25 km; (ii) resolve large eddies in the atmosphere using hectometer grid spacings on limited-area domains in atmosphere-only simulations; (iii) resolve submesoscale ocean eddies by using a global uniform grid of 1.25 km or a telescoping grid with the finest grid spacing at 530 m, the latter coupled to a uniform atmosphere; and (iv) simulate biogeochemistry in an ocean-only simulation integrated for 4 years at 10 km. Comparison of basic features of the climate system to observations reveals no obvious pitfalls, even though some observed aspects remain difficult to capture. The throughput of the coupled 5 km global simulation is 126 simulated days per day employing 21 % of the latest machine of the German Climate Computing Center. Extrapolating from these results, multi-decadal global simulations including interactive carbon are now possible, and short global simulations resolving large eddies in the atmosphere and submesoscale eddies in the ocean are within reach.

Organizations face a progressively ageing workforce and jobs with direct customer contact are growing, creating challenging issues from a human resource management perspective. Drawing on socioemotional selectivity theory and lifespan development findings, this study focuses on the research gap in the service sector with regard to age, emotional labour, and associated positive and negative outcomes. Analyses using data from 444 service employees in Germany revealed age is negatively directly related to exhaustion and cynicism, and positively directly related to professional efficacy, as well as positively directly linked to engagement. Additionally, age predicts less burnout and more engagement indirectly through the use of the emotion regulation strategies surface acting and anticipative deep acting. This provides evidence against the general deficit hypothesis of age, which assumes a decline of employee skills and abilities with age. We find no evidence that older workers are worse than younger workers, with older workers using positive emotion regulation strategies, being more engaged and less burnt out.