We thank Sagree Sharma for her efforts on the graphical design. Darren Good gratefully acknowledges support from the Julian Virtue Professorship endowment.

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This three-week longitudinal field study with an experimental intervention examines the association between daily events and employee stress and health, with a specific focus on positive events. Results suggest that both naturally occurring positive work events and a positive reflection intervention are associated with reduced stress and improved health, though effects vary across momentary, lagged, daily, and day-toevening spillover analyses. Findings are consistent with theory-based predictions: positive events, negative events, and family-to-work conflict independently contribute to perceived stress, blood pressure, physical symptoms, mental health, and work detachment, suggesting that organizations should focus not only on reducing negative events, but also on increasing positive events. These findings show that a brief, end-of-workday positive reflection led to decreased stress and improved health in the evening. Research has established that work stress physically and psychologically damages workers and economically burdens organizations and societies (Pfeffer, 2010; Schnall, Dobson, & Rosskam, 2009). Numerous studies have addressed sources of work stress (e.g., Kamarck et al., 2002), ways to eliminate them from work environments (e.g., Israel, Baker, Goldenhar, Heaney, & Schurman, 1996), and ways to mitigate their negative effects (e.g., Rau, Georgiades, Fredrikson, Lemne, & de Faire, 2001; Van der Doef & Maes, 1998). Overwhelmingly, this line of research has focused on negative aspects of work (e.g., long hours, time pressure, role ambiguity; see Crawford, LePine, & Rich, 2010), with positive aspects of work playing primarily a buffering role. Moreover, research has tended to treat positive work resources (e.g., autonomy, support) as relatively stable characteristics of an environment, despite the fact that theory suggests a more ongoing, dynamic, and continuous depletion and replenishment of resources. Over the past decade, a contrasting line of research has emerged that focuses explicitly on positive events (e.g., positive psychology [Seligman & Csikszentmihalyi, 2000]; positive organizational The first two authors contributed equally to this research. Data were collected when all the authors were at the University of Minnesota.

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Dynamic predictors of job-search intensity over time are examined in a large 10-wave longitudinal study of unemployed individuals. Two sets of variables relevant to the examination of job search from a dynamic, self-regulatory perspective--core self-evaluations (T. A. Judge, A. Erez, & J. E. Bono, 1998) and the theory of planned behavior (I. Ajzen, 1991)--were used to guide our examination. Results suggest core self-evaluation is related to average levels of job-search intensity over time. Job-search intentions mediated the relationship between subjective norms and job-search self-efficacy in the prediction of job-search intensity in the following 2 weeks. Both Time 1 and cumulative job-search intensity predict reemployment. This repeated-measures study contributes to research on job search that has been primarily cross-sectional or included few time waves.

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This study investigates whether the altruism and courtesy dimensions of organizational citizenship behaviors (OCB) regulate mood at work. Social psychological theories of mood regulation suggest helping behaviors can improve individuals’ moods because helping others provides gratification and directs attention away from one's negative mood. We capture mood states prior to and following the enactment of OCBs using experience sampling methodology in a sample of managerial and professional employees over a 3‐week period. Results suggest altruism shows a pattern consistent with mood regulation; negative moods during the prior time period are associated with altruism and positive moods in the subsequent time period. The pattern of results for courtesy behaviors is only partially consistent with a mood regulation explanation. Consistent with theories of behavioral concordance, interaction results suggest individuals higher on Extroversion have more intense positive mood reactions after engaging in altruistic behaviors. Interactions with courtesy were not significant.

Drawing from victim precipitation, social comparison, and identity theories, this study develops and tests an integrative model of the victimization of high-performing employees. We examine envy as an explanatory mechanism of the victimization of high performers from fellow group members and propose work group identification as a moderator of this envy mechanism. Study 1, in a sample of 4,874 university staff employees in 339 work groups, supports the proposition that high performers are more likely to be targets of victimization. In Study 2, multisource data collected at 2 time points (217 employees in 67 work groups in 3 organizations), supports the proposition that high performers are more likely to be targets of victimization because of fellow group members' envy, and work group identification mitigates the mediated relationship.