While physical activity is widely recognized to be relevant to employee well-being and organizational health care costs, the management literature has yet to clarify when, how, and why employee physical activity influences job performance. Therefore, the goal of this review is to provide a cross-disciplinary synthesis of evidence surrounding the implications of physical activity for job performance. After first conducting an emergent systematic review of the management literature to verify our assertion that this research base has inadequately addressed the relationship between physical activity and job performance, we performed a cross-disciplinary review of six key disciplines (sports sciences, public environmental occupational health, general medicine internal, physiology, neuroscience, and psychology/psychiatry) to develop a resource-based framework that serves to identify how physical activity relates to job performance. This unifying framework is intended to guide future research on employee physical activity. As an initial application of this framework, we provide a set of future research directions centered on empirically evaluating proposed mechanisms, boundary conditions, and temporal factors that can inform physical activity research in organizational contexts.
We integrate exercise physiology tenets with self-regulation theory to explain how physical activity diminishes the effects of supervisor interpersonal injustice. We posit that individuals can help prevent self-regulation depletion from interpersonal injustice when they engage in physical activity. In Study 1, we manipulated physical activity and interpersonal injustice in a laboratory setting, and in Study 2, utilizing a two-week experience sampling method we examined how employees reacted differently to daily interpersonal injustice as a function of their general level of physical activity engagement. Our results demonstrate that both acute and chronic levels of physical activity attenuate the effects of supervisor interpersonal injustice episodes on self-regulation depletion, which subsequently reduces social undermining directed toward the supervisor. Our findings highlight the theoretical and practical significance of physical activity for interpersonal injustice and for organizations in general.
Sexual behavior represents relatively common and mundane home-life behavior, with demonstrated impact on both mood and general physical and psychological well-being. Integrating emergent research on sex and mood with theory on work-life enrichment, we propose a novel model demonstrating the effects of sexual behavior at home on next-day job satisfaction and job engagement as a function of positive affect. Using a 2-week daily diary study of married, employed adults, we found that (a) when employees engaged in sex at home, they reported increased positive affect at work the following day, independent of the effects of marital satisfaction; (b) sex at home increased both daily job satisfaction and daily job engagement as a function of increased positive affect; and (c) daily work-to-family strain-based conflict significantly reduced the likelihood of engaging in sex at home that evening. Accordingly, we extend theory on work-life enrichment by demonstrating the import of seemingly banal behavior on daily work life, with implications for work-life impingement.
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