Boosting creativity in functional diverse work groups: The importance of help-seeking behavior and openness to experience

Countering technostress in virtual work environments: The role of work-based learning and digital leadership in enhancing employee well-being

Virtual work has been highlighted as an important business trend nowadays. Technostress caused by information and communication technology threatens employee well-being in a virtual context. We integrate insights from the Job Demands-Resources theory to explore the impact of technostress on employee well-being and examine work-based learning and digital leadership capability as buffers of this negative impact via the attenuating effect of work exhaustion. We collected multi-wave survey data from 300 virtual employees to test the theoretical model. Results revealed a significant negative impact of technostress on employee well-being. However, work-based learning and digital leadership capability buffered employees' well-being from this negative effect by reducing their work exhaustion. Our findings extend our understanding of work design and shed light on how to cope with virtual work demands.

Proactive vitality management, goal attainment, and psychological well-being among college students: A weekly diary study

Student well-being is under renewed scrutiny due to escalating academic stress and mental health concerns among young adults. However, in addition to the measures taken by lecturers, universities, and local governments (top-down approaches), we still know little about how students themselves can take the proactive strategy to manage their well-being (bottom-up approaches). The current study addressed this gap by proposing and examining the beneficial role of proactive vitality management (PVM)-a proactive action aimed at managing physical and mental energy based on personal unique needs and conditions-on student psychological well-being. We collected data from 97 college students (36% male, age mean = 21) over four consecutive weeks (308 data observations) and tested a multilevel moderated mediation model. Results showed that weekly PVM was positively related to student weekly goal attainment, which, in turn, enhanced the current week's well-being and the next week's well-being as well. Further, this positive indirect (carryover) effect of PVM through goal attainment on well-being was stronger for those who had a high learning orientation. Our results indicated that PVM can be an effective self-customized strategy to manage college students' weekly well-being. Theoretical and practical implications were discussed.

Managing the negative impact of workforce diversity: The important roles of inclusive HRM and employee learning-oriented behaviors

The workforce has become more diverse than it used to be. Although organizations actively capitalize on workforce diversity to enhance team innovation and organizational performance, it is found that workforce diversity also has potential risks, among which interpersonal conflict is the most salient one. However, we still know relatively less about why workforce diversity may link to higher interpersonal conflict and, more importantly, how to mitigate the negative impact of workforce diversity. Based on the workplace diversity theories (e.g., the categorization-elaboration model), this study examined how workforce diversity was positively related to interpersonal conflict through impacting one's affective states, and to what extent this indirect effect can be weakened by organization-initiated practices (i.e., the inclusive human resources management (HRM) practices) and employee-initiated behaviors (i.e., employee learning-oriented behaviors). Using two-wave surveys from 203 employees from various organizations in China, we confirmed our hypotheses. Our results showed that perceived workforce diversity was positively related to interpersonal conflict through increasing negative affect (after we controlled for the objective diversity level calculated by the Blau index), and this indirect effect was weakened when the levels of inclusive HRM practices and employee learning-oriented behaviors were high. Our study suggests that it is important for organizations to be aware of the detrimental impact of workforce diversity. In addition, it is essential to use both the top-down (e.g., inclusive HRM practices) and bottom-up (e.g., employee learning-oriented behaviors) approaches to managing the challenges presented by diversity so as to unlock more potential of diversity in the workplace.