The construct of flow has been associated with a plethora of positive work outcomes such as performance, engagement, and reduced burnout. However, flow is understudied in the domain of work and there is a lack of empirical examinations of flow interventions. Additionally, until recently, the vast majority of research examining flow at work assumes that individuals are passive agents who only experience flow when their working conditions facilitate the state. Therefore, the study tested a ‘SMART’ goal‐setting nudge intervention for individuals, aimed at increasing flow at work and its positive outcomes. Results of a 5‐day experimental experience sampling study with 65 American MTurk workers (who work full‐time besides MTurk) indicate that those in the goal‐setting condition experienced more flow at work and subsequently experienced less daily stress, as well as higher engagement and subjective performance when compared to the control group. Exploratory analyses revealed that flow decreased later in the week within‐day for participants in the control group, whereas flow remained relatively stable within‐day for those in the goal‐setting condition. Moreover, certain categories of goals, such as mastery goals, resource acquisition goals, and understanding goals, were found to be significant predictors of daily flow. Practitioner points Flow at work predicted daily stress, daily performance, and work engagement. Self‐determination strategies (Occupat Health Sci, 1, 2017, 47), such as goal setting, can increase the amount of flow experienced at work and its subsequent positive outcomes. Nudges (Nudge: Improving decisions about health, wealth, and happiness, Yale University Press, 2008) can provide reminders for individuals to engage in behaviors that help them to experience flow and its positive work outcomes. A proposed model was supported as a framework practitioners can use to better understand flow at work along with its antecedents and outcomes.
We thank Rudolph et al. (2021) for their important piece regarding a historic world event. The COVID-19 pandemic affects every facet of industrial-organizational (I-O) psychology, challenging us as we guide clients, students, and research through an uncertain future (Toaddy, 2020). Although Rudolph et al. described research and practice opportunities, they did not broach the superordinate direction of I-O psychology in light of many deeming we have lost our way (Ones et al., 2017). I-O psychology views itself as a values-free science (Lefkowitz, 2008(Lefkowitz, , 2013, but no science is free of values (Riger, 2002). Minor improvements to efficiency, validity, and theory are deemed adequate accomplishments (Ones et al., 2017), and past criticisms (Gordon et al., 1978) have highlighted our narrow focus (Islam & Schmidt, 2019). Without a clear vision of what our discipline hopes to accomplish, our scope and effectiveness is limited.The present paper proposes a lens through which I-O psychology can rechart its future course while respecting its position as the premier field of organizational science by driving meaningful change. Values frameworks are linked to effective strategic planning (Williams, 2002), and we advocate for a comprehensive values framework for I-O psychology given recent events. The United States is in a historical civil rights shift with the Black Lives Matter (BLM) movement (Buchanan et al., 2020), and organizations have consequently adopted diversity, equity, and inclusion (DEI) initiatives (Duarte, 2020). This widespread DEI conversation was notably absent from Rudolph et al.'s (2021) piece, a surprise given COVID-19 and BLM protests are inexorably linked to the same pandemic: racism. DEI is a necessary component not just of social justice but also organizational justice. I-O psychology must address DEI without and within; the Society for Industrial and Organizational Psychology (SIOP) has taken steps by creating a D&I officer and establishing an antiracism grant. We argue more needs to be done to address DEI within I-O psychology, beginning with a strong values framework. Our compass is centered around this essential element missing from Rudolph et al.'s article. The big pictureThe COVID-19 pandemic and BLM movement cast a renewed light on an undeniable fact: structural inequality is pervasive. Rudolph et al. (2021) hint at this in their discussions on work-family issues, precarious work, and blue-collar workers in human resources (HR) policies but never fully
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