Episode SummaryEver found yourself staring at your screen on a Wednesday afternoon wondering, "Why does this organisation even exist? What am I actually doing here that matters?" You're not alone. In this episode, Dr Austin Tay dives deep into the crisis of meaning at work, unpacking two groundbreaking research papers that finally explain what's missing when work feels meaninglessâand more importantly, what makes organisations genuinely matter.Learn the five-characteristic framework that helps you distinguish between organisations with a genuine purpose and those just performing it. By the end of this episode, you'll know exactly how to audit your workplace, assess your alignment, and decide your next steps.What You'll LearnđŻ The Purpose Crisis: Why trust in businesses is at historic lows and more people than ever are asking if their work actually mattersđŻ The VUCA/BANI World: How volatility, uncertainty, complexity, and ambiguity have shattered the old "profit-only" playbookđŻ The Golden Thread: The three elements that help people genuinely thrive at work (spoiler: it's not just about the salary)đŻ Five Characteristics Framework: The diagnostic tool for determining if your organisation's purpose is genuine or just window dressingReason to existGuiding forceCollective endeavourInspirationPursuit of a better worldđŻ Purpose-Person Misalignment: Why even good organisations can make you miserable if your purposes don't alignđŻ The Purpose Paradox: Why meaningful work can lead to burnoutâand how to avoid that trapKey Takeawaysâ Your frustration with meaningless work isn't a personal failingâit's actually a sign of something healthyâ Real purpose isn't decoration on the wallâit should guide actual decisions, especially when purpose conflicts with profitâ Genuine purpose is co-created, not handed down from leadership retreatsâ You can have an organisation with a real purpose that still isn't YOUR purposeâand that's okayâ Even when you find perfect alignment, watch for the purpose paradox: sustainable impact matters more than burning yourself outWho This Episode Is ForAnyone feeling disconnected from their workLeaders trying to build genuinely purpose-driven organisationsPeople considering career transitionsHR professionals working on culture and engagementConsultants and coaches supporting organisational developmentFeatured ResearchFloris, M., Casulli, L., & Ferrari, L. (2023). Editorial: Searching for meaning in work and life: Happiness, wellbeing and the future of organizations. Frontiers in Psychology, 14, 1287404.van Ingen, R., Peters, P., De Ruiter, M., & Robben, H. (2021). Exploring the meaning of organizational purpose at a new dawn: The development of a conceptual model through expert interviews. Frontiers in Psychology, 12, 675543.Quotable MomentsđŹ "The question isn't whether purpose mattersâresearch makes it clear that it does. The real question is whether your organisation's purpose is genuine and if it aligns with yours."đŹ "Real purpose isn't decoration hanging on the wall. It shapes resource allocation, strategic priorities, hiring decisions, and how conflicts get resolved."đŹ "When there's a direct conflict between purpose and profit, what wins? If profit always wins, your purpose statement is just window dressing."đŹ "Real purpose should make you want to get up in the morning. It gives you energy rather than draining it."Questions for ReflectionAfter listening to this episode, ask yourself:If my organisation disappeared tomorrow, what would the world actually lose?When purpose conflicts with profit in my organisation, which one actually wins?Was I part of creating our organisation's purpose, or was it handed down to me?Does my organisation's purpose genuinely inspire me, or does it feel like corporate speak?Am I experiencing purpose-person misalignment? If so, what are my options?Take ActionReady to apply what you learned? Here's your next step:Audit Your Organisation: Go through the five characteristics honestlyânot what your website says, but what actually happens in practice. Be brutally honest with yourself about the gap between aspirations and reality.Assess Your Alignment: Even if your organisation has a genuine purpose, does it resonate with what matters to YOU? Do you sense that connection in your daily work?Make a Conscious Choice: If there's misalignment, decide: Can you advocate for change? Do you have the energy for that battle? Or is it time to look elsewhere?Connect with PsychChatEnjoyed this episode? Here's how to stay connected:đ§ Email: psychchat@omnipsi.com đŠ Twitter/X: @psych_chat đïž Listen: Available on Spotify, Apple Podcasts, and all major podcast platformsâ Leave a Review: Your reviews help others discover the show and help us understand what content matters most to youđ Subscribe: Don't miss future episodesâhit that subscribe button nowHashtags#PsychChat #OrganisationalPurpose #WorkplaceMeaning #LeadershipDevelopment #OrganisationalPsychology #PurposeDriven #WorkplaceCulture #EmployeeEngagement #MeaningfulWork #OrganisationalDevelopment #WorkplaceWellbeing #LeadershipResearch #HRLeadership #FutureOfWork #WorkplacePsychologyAbout the Host: Dr Austin Tay is a Chartered Industrial Organisational Psychologist who serves as Founder and Principal Consultant of OmniPsi Consulting. He specialises in executive coaching, leadership assessment, and evidence-based organisational psychology interventions.Remember: Your work matters. The question is whether your organisation is helping you see that.
In this conversation, Dr Austin Tay explores the significance of humour in leadership and its impact on workplace dynamics. He discusses the different styles of humour, the strategic use of humour to foster team cohesion, and how humour can serve as a diagnostic tool for understanding organisational challenges. The conversation emphasises the importance of context, trust, and appropriateness in using humour effectively, ultimately highlighting how leaders who leverage humour can create a more engaging and resilient workplace culture.TakeawaysHumour can unveil deeper organisational problems. Positive humour boosts team performance and cohesion. Understanding humour styles is vital for effective leadership. Humour can serve as a diagnostic tool for organisational health. Trust is crucial for humour to be impactful. Timing and context are essential when applying humour. Inappropriate humour can harm leadership credibility. Leaders should monitor humour patterns within their teams. Self-deprecating humour promotes psychological safety. Humour can help manage workplace tensions and contradictions.REFERENCESHatch, M. J., & Ehrlich, S. B. (1993). Spontaneous humour as an indicator of paradox and ambiguity in organisations. Organisation Studies, 14(4), 505-526. https://doi.org/10.1177/017084069301400403Holmes, J., & Marra, M. (2006). Humour and leadership style. Humor: International Journal of Humor Research, 19(2), 119-138. https://doi.org/10.1515/HUMOR.2006.006Mao, J. Y., Chiang, J. T. J., Zhang, Y., & Gao, M. (2017). Humour as a relationship lubricant: The implications of leader humour on transformational leadership perceptions and team performance. Journal of Leadership & Organisational Studies, 24(4), 494-506. https://doi.org/10.1177/1548051817707518Vetter, L., & Gockel, C. (2016). Can't buy me laughterâHumour in organisational change. Gruppe. Interaktion. Organisation. Zeitschrift fĂŒr Angewandte Organisationspsychologie (GIO), 47(4), 313-320. https://doi.org/10.1007/s11612-016-0341-7Mesmer-Magnus, J., Glew, D. J., & Viswesvaran, C. (2012). A meta-analysis of positive humour in the workplace. Journal of Managerial Psychology, 27(2), 155-190. https://doi.org/10.1108/02683941211199554Martin, R. A., Puhlik-Doris, P., Larsen, G., Gray, J., & Weir, K. (2003). Individual differences in uses of humour and their relation to psychological well-being: Development of the Humour Styles Questionnaire. Journal of Research in Personality, 37(1), 48-75. https://doi.org/10.1016/S0092-6566(02)00534-2Lee, D. (2015). The impact of leader's humour on employees' creativity: The moderating role of trust in leader. Seoul Journal of Business, 21(1), 59-86. https://doi.org/10.35152/snusjb.2015.21.1.003Tremblay, M. (2017). Humour in teams: Multilevel relationships between humour climate, inclusion, trust, and citizenship behaviours. Journal of Business and Psychology, 32(4), 363-378. https://doi.org/10.1007/s10869-016-9445-xRosenberg, C., Walker, A., Leiter, M., & Graffam, J. (2021). Humour in workplace leadership: A systematic search scoping review. Frontiers in Psychology, 12, 610795. https://doi.org/10.3389/fpsyg.2021.610795Bitterly, T. B., Brooks, A. W., & Schweitzer, M. E. (2017). Risky business: When humour increases and decreases status. Journal of Personality and Social Psychology, 112(3), 431-455. https://doi.org/10.1037/pspi0000079Decker, W. H., & Rotondo, D. M. (2001). Relationships among gender, type of humour, and perceived leader effectiveness. Journal of Managerial Issues, 13(4), 450-465.Yue, X., Jiang, F., Lu, S., & Hiranandani, N. (2016). To be or not to be humorous? Cross-cultural perspectives on humour. Frontiers in Psychology, 7, 1495. https://doi.org/10.3389/fpsyg.2016.01495Â
Ever wondered why some CEOs inspire fierce loyalty while others can't stop their employees from heading for the exit? This episode flips everything you think you know about leadership upside down! We're diving deep into the "humble leadership paradox" - why the leaders who seem least power-hungry might actually be the most powerful of all.đ Memorable Quotes"Humility paired with action shows confidence, not weakness. It says, 'I'm so secure in my abilities that I don't need to prove I'm the smartest person in the room.'""Maybe real power means asking better questions... maybe true authority means making everyone else smarter."đ Connect & ShareFound this episode helpful? Please share it with someone who needs to hear it! Tag us and let us know your biggest takeaway.đ Academic ReferencesFull research citations available in the episode transcript, featuring work from leading organizational psychology journals and leadership researchers.
đ In this exciting episode, I dive into the incredible impact of positivity in the workplace! Discover how Positive Organizational Psychology 2.0 is revolutionizing our work environments. Are you ready to embrace this transformation? Letâs unlock the power of positivity together! đŒâš #PositiveWorkplace #OrganizationalPsychology #WorkplaceWellnessReferencesAvey, J. B., Reichard, R. J., Luthans, F., & Mhatre, K. H. (2011). Meta-analysis of the impact of positive psychological capital on employee attitudes, behaviors, and performance. Human Resource Development Quarterly, 22(2), 127-152. https://doi.org/10.1002/hrdq.20070Bakker, A. B., & Demerouti, E. (2007). The Job Demands-Resources model: State of the art. Journal of Managerial Psychology, 22(3), 309-328. https://doi.org/10.1108/02683940710733115Bakker, A. B., Demerouti, E., & Euwema, M. C. (2005). Job resources buffer the impact of job demands on burnout. Journal of Occupational Health Psychology, 10(2), 170-180. https://doi.org/10.1037/1076-8998.10.2.170Bakker, A. B., Hakanen, J. J., Demerouti, E., & Xanthopoulou, D. (2007). Job resources boost work engagement, particularly when job demands are high. Journal of Educational Psychology, 99(2), 274-284. https://doi.org/10.1037/0022-0663.99.2.274Bakker, A. B., & Schaufeli, W. B. (2008). Positive organizational behavior: Engaged employees in flourishing organizations. Journal of Organizational Behavior, 29(2), 147-154. https://doi.org/10.1002/job.515Cameron, K. S., & Dutton, J. E. (2003). Positive organizational scholarship: Foundations of a new discipline. Berrett-Koehler Publishers.Fredrickson, B. L., & Losada, M. F. (2005). Positive affect and the complex dynamics of human flourishing. American Psychologist, 60(7), 678-686. https://doi.org/10.1037/0003-066X.60.7.678Hakanen, J. J., Bakker, A. B., & Demerouti, E. (2005). How dentists cope with their job demands and stay engaged: The moderating role of job resources. European Journal of Oral Sciences, 113(6), 479-487. https://doi.org/10.1111/j.1600-0722.2005.00250.xHeinitz, K., Lorenz, T., Schulze, D., & Schorlemmer, J. (2018). Positive organisational psychology: Longitudinal effects on subjective well-being. PLOS ONE, 13(6), e0198588. https://doi.org/10.1371/journal.pone.0198588Jafari, F., Salari, N., Hosseinian-Far, A., Abdi, A., & Ezatizadeh, N. (2021). Predicting positive organizational behavior based on structural and psychological empowerment among nurses. Cost Effectiveness and Resource Allocation, 19(38). https://doi.org/10.1186/s12962-021-00289-1Luthans, F. (2002). Positive organizational behavior: Developing and managing psychological strengths. Academy of Management Executive, 16(1), 57-72. https://doi.org/10.5465/ame.2002.6640181Luthans, F., & Youssef, C. M. (2004). Human, social, and now positive psychological capital management: Investing in people for competitive advantage. Organizational Dynamics, 33(2), 143-160. https://doi.org/10.1016/j.orgdyn.2004.01.003MartĂn-Del-RĂo, B., Neipp, M. C., GarcĂa-Selva, A., & Solanes-Puchol, A. (2021). Positive organizational psychology: A bibliometric review and science mapping analysis. International Journal of Environmental Research and Public Health, 18(10), 5222. https://doi.org/10.3390/ijerph18105222Schaufeli, W. B., & Bakker, A. B. (2004). Job demands, job resources, and their relationship with burnout and engagement: A multi-sample study. Journal of Organizational Behavior, 25(3), 293-315. https://doi.org/10.1002/job.248Seligman, M. E. P., & Csikszentmihalyi, M. (2000). Positive psychology: An introduction. American Psychologist, 55(1), 5-14. https://doi.org/10.1037/0003-066X.55.1.5van Zyl, L. E., Dik, B. J., Donaldson, S. I., Klibert, J. J., di Blasi, Z., van Wingerden, J., & Salanova, M. (2024). Positive organisational psychology 2.0: Embracing the technological revolution. The Journal of Positive Psychology, 19(4), 699-711. https://doi.org/10.1080/17439760.2023.2257640OmniPsi Consulting presents this podcast. For more information about our services, please visit our website here. Want to explore topics that matter to you? Connect with us on BlueSky or shoot us an email at psychchat@omnipsi.com. Don't forget to subscribe to our podcast for insightful discussions that empower you to navigate the complexities of the world of work. Let's dive into the issues that shape your professional journey! #Podcast #WorkLife #CareerAdviceJoin the discussion on Youtube or reply to my post
In this episode, I discuss the science behind bounded rationality and offer ways to navigate our decision-making process. In this exciting episode, I delve into the fascinating realm of bounded rationality and uncover the hidden factors that influence our choices. Join me as I share insightful strategies that can empower you to make better decisions, enhance your problem-solving skills, and confidently navigate the complexities of daily life. Donât miss out on these powerful tools that can transform your thoughts and decisions! References1. Viale, R., Gallagher, S., & Gallese, V. (2023). Bounded rationality, enactive problem solving, and the neuroscience of social interaction. Frontiers in Psychology, 14, 1152866. https://doi.org/10.3389/fpsyg.2023.11528662. Petracca, E. (2021). Embodying Bounded Rationality: From Embodied Bounded Rationality to Embodied Rationality. Frontiers in Psychology, 12, 710607. https://doi.org/10.3389/fpsyg.2021.7106073. Simon, H. A. (1947). Administrative Behavior: A Study of Decision-Making Processes in Administrative Organization. Macmillan.4. Simon, H. A. (1955). A behavioral model of rational choice. The Quarterly Journal of Economics, 69(1), 99-118. https://doi.org/10.2307/18848525. Simon, H. A. (1972). Theories of bounded rationality. Decision and Organization, 1(1), 161-176.6. Simon, H. A. (1981). The Sciences of the Artificial (2nd ed.). MIT Press.7. Todd, P. M., & Gigerenzer, G. (2012). Ecological rationality: Intelligence in the world. Oxford University Press. https://doi.org/10.1093/acprof:oso/9780195315448.001.0001Join the discussion on Youtube or reply to my post on Bluesky
Imagine stepping into your office and leaving behind the limitations of your physical surroundings. In this episode, we dive into the fascinating world of virtual reality in the workplace. What does the future hold as we integrate immersive technology into our daily tasks? Are we truly ready to embrace this revolutionary shift that could forever transform our work? Join me as we explore the possibilities and challenges of a VR-enhanced work environment!ReferencesMacchi, G., & De Pisapia, N. (2024). Virtual reality, face-to-face, and 2D video conferencing differently impact fatigue, creativity, flow, and decision-making in workplace dynamics. Scientific Reports, 14(10260). https://doi.org/10.1038/s41598-024-60942-6Michinov, E., Dodeler, V., Adam, H., & Michinov, N. (2024). Relaxing at work: Does virtual reality work? An exploratory study among employees in their workplace. Frontiers in Organizational Psychology, 20241816. https://doi.org/10.3389/forgp.2024.1441816Naranjo, J. E., et al. (2020). A scoping review on virtual reality-based industrial training. Applied Sciences, 10(8), 8224. https://doi.org/10.3390/app10228224
In this episode, I had a great conversation with Harleen Grover, Leadership and Menopause in the Workplace Coach. With a very impressive background in the corporate world and acting, Harleen shares how she interweaves both into her coaching work. Apart from focusing on leadership coaching, she highlights the importance of menopause coaching in the workplace.To reach out to Harleen Grover, please click on the following links.https://thespacehq.com/https://www.linkedin.com/in/harleen-grover/
Everyone experiences envy in the workplace at some point. In this episode, I explore the meaning of envy in the workplace and how we can overcome this green-eyed monster.ReferencesGonzĂĄlez-Navarro, P., Zurriaga-Llorens, R., Tosin Olateju, A., & Llinares-Insa, L. I. (2018). Envy and counterproductive work behavior: The moderation role of leadership in public and private organizations. International Journal of Environmental Research and Public Health, 15(7), 1455. https://doi.org/10.3390/ijerph15071455Li, M., Xu, X., & Kwan, H. K. (2023). The antecedents and consequences of workplace envy: A meta-analytic review. Asia Pacific Journal of Management, 40(1), 1-35. https://doi.org/10.1007/s10490-021-09772-ySu, X., & Chen, C. (2023). The influence of workplace envy on employees' knowledge-hiding behavior based on a comparative analysis between generation cohorts. Behavioral Sciences, 13(9), 716. https://doi.org/10.3390/bs13090716Tai, K., Narayanan, J., & McAllister, D. J. (2012). Envy as pain: Rethinking the nature of envy and its implications for employees and organizations. Academy of Management Review, 37(1), 107-129. https://doi.org/10.5465/amr.2009.0484van de Ven, N., Zeelenberg, M., & Pieters, R. (2009). Leveling up and down: The experiences of benign and malicious envy. Emotion, 9(3), 419-429. https://doi.org/10.1037/a0015669Â
In today's episode, I will address an important issue impacting workplaces worldwide: workplace depression. This topic affects everyone directly or indirectly through colleagues, friends, or family members. I will discuss how depression manifests in the workplace, the risk factors, warning signs, and strategies for managing depression at work. I will also share how our mindset about stress can significantly influence our mental health outcomes.ReferencesDeady, M., Collins, D. A. J., Johnston, D. A., Glozier, N., Calvo, R. A., Christensen, H., & Harvey, S. B. (2022). A pilot evaluation of a smartphone application for workplace depression. International Journal of Environmental Research and Public Health, 17(6753), 1-14. https://doi.org/10.3390/ijerph17186753Greiner, B. A., & Arensman, E. (2022). The role of work in suicidal behavior - uncovering priorities for research and prevention. Scandinavian Journal of Work, Environment & Health, 48(6), 419â424. https://doi.org/10.5271/sjweh.4051 Huebschmann, N. A., & Sheets, E. S. (2020). The right mindset: Stress mindset moderates the association between perceived stress and depressive symptoms. Anxiety, Stress, & Coping, 1-8. https://doi.org/10.1080/10615806.2020.1736900LaMontagne, A. D., Ă berg, M., Blomqvist, S., Glozier, N., Greiner, B. A., Gullestrup, J., Harvey, S. B., Kyron, M. J., Madsen, I. E. H., Hanson, L. M., Maheen, H., Mustard, C., Niedhammer, I., Rugulies, R., Smith, P. M., Taouk, Y., Waters, S., Witt, K., & King, T. L. (2024). Work-related suicide: Evolving understandings of etiology & intervention. American Journal of Industrial medicine, 67(8), 679â695. https://doi.org/10.1002/ajim.23624 Moon, J. Y., Choi, T. Y., Won, E. S., Won, G. H., Kim, S. Y., Lee, H. J., & Yoon, S. (2022). The relationship between workplace burnout and male depression symptom assessed by the Korean version of the Gotland Male Depression Scale. American Journal of Men's Health, 16(5), 1-13. https://doi.org/10.1177/15579883221123930Zadow, A. J., Dollard, M. F., Dormann, C., & Landsbergis, P. (2021). Predicting new major depression symptoms from long working hours, psychosocial safety climate and work engagement: A populationâbased cohort study. BMJ Open, 11(6), e044133. https://doi.org/10.1136/bmjopen-2020-044133https://www.virtual-college.co.uk/resources/uk-suicides-could-be-work-related-research-suggestshttps://ahc.leeds.ac.uk/download/downloads/id/678/work-related_suicide_a_qualitative_analysis_of_recent_cases_with_recommendations_for_reform.pdfhttps://www.ons.gov.uk/peoplepopulationandcommunity/birthsdeathsandmarriages/deaths/articles/suicidebyoccupation/england2011to2015
In this episode, I delve into the narcissistic personalities in the workplace. Who are they? How do they impact organizations and individuals? What can you do to survive such personalities in the workplace? #narcissisticpersonalities #workplace ReferencesDĂ„derman, A. M., & Kajonius, P. J. (2024). Linking grandiose and vulnerable narcissism to managerial work performance, through the lens of core personality traits and social desirability. Scientific Reports, 14, 12213. https://doi.org/10.1038/s41598-024-60202-7Day, N. J. S., Townsend, M. L., & Grenyer, B. F. S. (2020). Living with pathological narcissism: a qualitative study. Borderline Personality Disorder and Emotion Dysregulation, 7(1), 1-14. https://doi.org/10.1186/s40479-020-00132-8Gui, W., Bai, Q., & Wang, L. (2022). Workplace incivility and employees' personal initiative: A moderated mediation model of emotional exhaustion and meaningful work. SAGE Open, 12(1), 1-13. https://doi.org/10.1177/21582440221079899Jauk, E., Ulbrich, L., Jorschick, P., Höfler, M., & Kaufman, S. B. (2021). The nonâlinear association between grandiose and vulnerable narcissism: An individual data metaâanalysis. Journal of Personality, 90(4), 553-566. https://doi.org/10.1111/jopy.12692Liu, P., Xiao, C., He, J., Wang, X., & Li, A. (2020). Experienced workplace incivility, anger, guilt, and family satisfaction: The double-edged effect of narcissism. Personality and Individual Differences, 154, 109642. https://doi.org/10.1016/j.paid.2019.109642Moon, C., & Morais, C. (2022). The effect of covert narcissism on workplace incivility: The mediating role of self-esteem and norms for respect. Current Psychology, 1-15. https://doi.org/10.1007/s12144-022-02968-5Ramsey-Haynes, S. (2021). Emotional intelligence and workplace incivility among oncology RNs. Nursing Management, 52(5), 10-14. https://doi.org/10.1097/01.NUMA.0000792060.00298.03Wang, B., Fiaz, M., Mughal, Y. H., Kiran, A., Ullah, I., & Wisetsri, W. (2022). Gazing the dusty mirror: Joint effect of narcissism and sadism on workplace incivility via indirect effect of paranoia, antagonism, and emotional intelligence. Frontiers in Psychology, 13, 944174. https://doi.org/10.3389/fpsyg.2022.944174Weinberg, I., & Ronningstam, E. (2022). Narcissistic personality disorder: Progress in understanding and treatment. Focus, 20(4), 368-377. https://doi.org/10.1176/appi.focus.20220052
What is technostress in the workplace? How does this type of stress impact individuals and organizations? Join me in this episode of Psychchat, where I will share strategies to mitigate technostress.ReferencesAyyagari, R., Grover, V., & Purvis, R. (2011). Technostress: Technological antecedents and implications. MIS Quarterly, 35(4), 831-858. https://doi.org/10.2307/41409963Barber, L. K., & Santuzzi, A. M. (2015). Please respond ASAP: Workplace telepressure and employee recovery. Journal of Occupational Health Psychology, 20(2), 172-189. https://doi.org/10.1037/a0038278Brod, C. (1984). Technostress: The human cost of the computer revolution. Addison-Wesley.Hauk, N., Göritz, A. S., & Krumm, S. (2019). The mediating role of coping behavior on the age-technostress relationship: A longitudinal multilevel mediation model. PLoS ONE, 14(3), e0213349. https://doi.org/10.1371/journal.pone.0213349Maier, C., Laumer, S., Weinert, C., & Weitzel, T. (2015). The effects of technostress and switching stress on discontinued use of social networking services: A study of Facebook use. Information Systems Journal, 25(3), 275-308. https://doi.org/10.1111/isj.12068Pirkkalainen, H., Salo, M., Tarafdar, M., & Makkonen, M. (2019). Deliberate or instinctive? Proactive and reactive coping for technostress. Journal of Management Information Systems, 36(4), 1179-1212. https://doi.org/10.1080/07421222.2019.1661092Ragu-Nathan, T. S., Tarafdar, M., Ragu-Nathan, B. S., & Tu, Q. (2008). The consequences of technostress for end users in organizations: Conceptual development and empirical validation. Information Systems Research, 19(4), 417-433. https://doi.org/10.1287/isre.1070.0165Riedl, R., Kindermann, H., Auinger, A., & Javor, A. (2012). Technostress from a neurobiological perspective. Business & Information Systems Engineering, 4(2), 61-69. https://doi.org/10.1007/s12599-012-0207-7Salanova, M., Llorens, S., & Cifre, E. (2013). The dark side of technologies: Technostress among users of information and communication technologies. International Journal of Psychology, 48(3), 422-436. https://doi.org/10.1080/00207594.2012.680460Tams, S., Legoux, R., & Leger, P. M. (2018). Smartphone withdrawal creates stress: A moderated mediation model of nomophobia, social threat, and phone withdrawal context. Computers in Human Behavior, 81, 1-9. https://doi.org/10.1016/j.chb.2017.11.026Tarafdar, M., Cooper, C. L., & Stich, J. F. (2019). The technostress trifectaâtechno eustress, techno distress and design: Theoretical directions and an agenda for research. Information Systems Journal, 29(1), 6-42. https://doi.org/10.1111/isj.12169Tarafdar, M., Pullins, E. B., & RaguâNathan, T. S. (2015). Technostress: negative effect on performance and possible mitigations. Information Systems Journal, 25(2), 103-132. https://doi.org/10.1111/isj.12042Tarafdar, M., Tu, Q., Ragu-Nathan, T. S., & Ragu-Nathan, B. S. (2011). Crossing to the dark side: Examining creators, outcomes, and inhibitors of technostress. Communications of the Association for Computing Machinery, 54(9), 113-120. https://doi.org/10.1145/1995376.1995403Vischer, J. C. (2007). The effects of the physical environment on job performance: Towards a theoretical model of workspace stress. Stress and Health: Journal of the International Society for the Investigation of Stress, 23(3), 175-184. https://doi.org/10.1002/smi.1134Â
In this episode of PsychChat, I discuss the pervasive behaviour of defensive decision-making in the workplace. Listen to this episode, where I share tips to mitigate such behaviour in the workplace.ReferencesArtinger, F., Petersen, M., Gigerenzer, G., & Weibler, J. (2015). Heuristics as adaptive decision strategies in management. Journal of Organizational Behavior, 36(S1), S33-S52.Brockner, J., & Higgins, E. T. (2001). Regulatory focus theory: Implications for the study of emotions at work. Organizational Behavior and Human Decision Processes, 86(1), 35-66.Edmondson, A. C. (1999). Psychological safety and learning behavior in work teams. Administrative Science Quarterly, 44(2), 350-383.Gigerenzer, G. (2014). Risk savvy: How to make good decisions. Penguin.Greenhalgh, L., & Rosenblatt, Z. (1984). Job insecurity: Toward conceptual clarity. Academy of Management Review, 9(3), 438-448.Higgins, E. T. (1998). Promotion and prevention: Regulatory focus as a motivational principle. Advances in Experimental Social Psychology, 30, 1-46.Hobfoll, S. E. (1989). Conservation of resources: A new attempt at conceptualizing stress. American Psychologist, 44(3), 513-524.Hobfoll, S. E., Halbesleben, J., Neveu, J. P., & Westman, M. (2018). Conservation of resources in the organizational context: The reality of resources and their consequences. Annual Review of Organizational Psychology and Organizational Behavior, 5, 103-128.Marx-Fleck, S., Junker, N. M., Artinger, F., & van Dick, R. (2021). Defensive decision making: Operationalization and the relevance of psychological safety and job insecurity from a conservation of resources perspective. Journal of Occupational and Organizational Psychology, Vol 94 (3), 485-788.Mello, M. M., Chandra, A., Gawande, A. A., & Studdert, D. M. (2010). National costs of the medical liability system. Health Affairs, 29(9), 1569-1577.
Social loafing is a phenomenon that is becoming more prevalent in today's workplace. In this episode, I discuss social loafing and provide mitigating tips.ReferencesAggarwal, P., & O'Brien, C. L. (2008). Social loafing on group projects: Structural antecedents and effect on student satisfaction. Journal of Marketing Education, 30(3), 255-264.Alnuaimi, O. A., Robert, L. P., & Maruping, L. M. (2010). Team size, dispersion, and social loafing in technology-supported teams: A perspective on the theory of moral disengagement. Journal of Management Information Systems, 27(1), 203-230.Bennett, N., & Naumann, S. E. (2005). Understanding and preventing shirking, job neglect, social loafing, and free riding. In R. E. Kidwell& C. L. Martin (Eds.), Managing Organizational Deviance (Vol. 1, pp. 113â130). Sage. Chidambaram, L., & Tung, L. L. (2015). Is out of sight, out of mind? An empirical study of social loafing in technology-supported groups. Information Systems Research, 16(2), 149-168.George, J. M. (1992). Extrinsic and intrinsic origins of perceived social loafing in organizations. Academy of Management Journal, 35(1), 191â202. Jia, H., Jia, R., & Karau, S. (2019). Cyberloafing and personality: The impact of the Big Five traits and workplace situational factors. Journal of Leadership & Organizational Studies, 20(3), 258-279.Karau, S. J., & Williams, K. D. (2021). Social loafing: A meta-analytic review and theoretical integration. Journal of Personality and Social Psychology, 65(4), 681-706.Liden, R. C., Wayne, S. J., Jaworski, R. A., & Bennett, N. (2014). Social loafing: A field investigation. Journal of Management, 30(2), 285-304.Monzani, L., Ripoll, P., Peir., J. M., & Van Dick, R. (2014). Loafing in the digital age: The role of computer mediated communication in the relation between perceived loafing and group affective outcomes. Computers in Human Behavior, 33, 279â285. Mulvey, P. W., & Klein, H. J. (1998). The impact of perceived loafing and collective efficacy on group goal processes and group performance. Organizational Behavior and Human Decision Processes, 74(1), 62â87.Pearsall, M. J., Christian, M. S., & Ellis, A. P. J. (2010). Motivating interdependent teams: Individual rewards, shared rewards, or something in between? Journal of Applied Psychology, 95(1), 183â191. Price, K. H., Harrison, D. A., & Gavin, J. H. (2006). Withholding inputs in team contexts: Member composition, interaction processes, evaluation structure, and social loafing. Journal of Applied Psychology, 91(6), 1375â1384. Â
Join Dr. Austin Tay in Episode 43 of PsychChat to learn about "Happiness at Work." Discover the latest research findings on how employee happiness impacts productivity, engagement, and well-being. Explore key factors like meaningful work, autonomy, and positive relationships, and learn practical strategies for enhancing workplace happiness. Tune in to gain valuable insights on how investing in employee happiness can lead to organizational success.ReferencesAllan, B. A., Dexter, C., Kinsey, R., & Parker, S. (2021). Meaningful work and mental health: Job satisfaction as a mediator. Journal of Career Assessment, 29(1), 82-95.Bakker, A. B., & Demerouti, E. (2017). Job demandsâresources theory: Taking stock and looking forward. Journal of Occupational Health Psychology, 22(3), 273-285.Diener, E., Oishi, S., & Tay, L. (2022). Advances in subjective well-being research. Nature Human Behaviour, 6(2), 253-260.Deci, E. L., & Ryan, R. M. (2000). The "what" and "why" of goal pursuits: Human needs and the self-determination of behavior. Psychological Inquiry, 11(4), 227-268.Dutton, J. E., & Ragins, B. R. (2007). Exploring positive relationships at work: Building a theoretical and research foundation. Mahwah, NJ: Lawrence Erlbaum Associates.Dysvik, A., & Kuvaas, B. (2020). Exploring the relative and combined influence of mastery-approach goals and work intrinsic motivation on employee turnover intention. Personnel Review, 49(2), 483-501.Erdogan, B., Bauer, T. N., Truxillo, D. M., & Mansfield, L. R. (2020). Whistle while you work: A review of the life satisfaction literature. Journal of Management, 38(4), 1038-1083.Frijters, P., Clark, A., Krekel, C., & Layard, R. (2019). Happy Choice: Wellbeing as the Goal of Government. IZA Discussion Paper No. 12720.Haar, J. M., Sune, A., Russo, M., & Ollier-Malaterre, A. (2021). A cross-national study on the antecedents of work-life balance from the fit and balance perspective. The International Journal of Human Resource Management, 32(3), 502-527.Happy Research Institute: https://www.happinessresearchinstitute.com/waly-reportHarter, J. K., Schmidt, F. L., & Hayes, T. L. (2002). Business-unit-level relationship between employee satisfaction, employee engagement, and business outcomes: A meta-analysis. Journal of Applied Psychology, 87(2), 268-279.Jiang, L., & Lavaysse, L. M. (2022). Perceived control and employee well-being: A meta-analysis. Journal of Occupational Health Psychology, 27(1), 1-18.Kong, F., & You, X. (2013). Loneliness and self-esteem as mediators between social support and life satisfaction in late adolescence. Social Indicators Research, 110 (1), 271-279.OECD (2019). Better Life Index. Organisation for Economic Co-operation and Development.Retrieved from: http://www.oecdbetterlifeindex.org/Oswald, A. J., Proto, E., & Sgroi, D. (2015). Happiness and productivity. Journal of Labor Economics, 33(4), 789-822.Seligman, M. (2018). PERMA and the building blocks of well-being. The Journal of Positive Psychology, 13 (4), 333-335.Schneider, B., Yost, A. B., Kropp, A., Kind, C., & Lam, H. (2021). Workforce engagement: What it is, what drives it, and why it matters for organizational performance. Journal of Organizational Behavior, 42(2), 188-206.Siu, O. L., Cheung, F., & Lui, S. (2021). Enhancing work-related well-being among Chinese employees: A comparison between perceived organizational support and psychological capital. Applied Psychology, 63(1), 97-136.Steger, M. F., Dik, B. J., & Duffy, R. D. (2012). Measuring meaningful work: The Work and Meaning Inventory (WAMI). Journal of Career Assessment, 20(3), 322-337.
In this episode, I discuss the importance of Psycho-Social Climate (PSC) in the workplace. I share some research explaining its impact and encourage organizations to take steps to address it.ReferencesDollard, M. F., & Bakker, A.B., (2010). Psychosocial safety climate as a precursor to conducive work environments, psychological health problems, and employee engagement. Journal of Occupational and Organizational Psychology, 83, 579â599.  Harnois G, Gabriel P. Mental health and work: impact, issues and good practice. Geneva: World Health. Organization, 2000. Dollard MF, Jain A. A corruption of public values at work; psychosocial safety climate, work conditions, and worker health across 31 European countries. In Dollard, M, Dormann, C and Idris, MA (eds). Psychosocial safety climate: a new work stress theory (pp. 77-106). Cham: Springer, 2019. Mansour S, Tremblay DC. Psychosocial safety climate as resource passageways to alleviate work family conflict: a study in the health sector in Quebec. Personnel Review 2018, 47(2): 474-93.  Idris, M.A., Dollard, M.F., Tuckey, M.R. (2015). Psychosocial Safety Climate as a Management Tool for Employee Engagement and Performance: A Multilevel Analysis. International Journal of Stress Management, Vol 22, No 2, 183-206. Biron, C., Karanika-Murray, M., Ivers, H., Salvoni, S., & Fernet, C. (2021). Teleworking while sick: A three-wave study of psychological safety climate, psychological demands and presenteeism. Frontiers in Psychology, 12, 734245. Idris, M. A., & Dollard, M. F. (2011). Psychosocial safety climate, work conditions, and emotions in the workplace: A Malaysian population-based work stress study. International Journal of Stress Management, 18(4), 324â347. https://doi.org/10.1037/a0024849 Â
In this episode, I spoke with Jens Petter Skaug, CEO of TeamCoachr. He shares with us how TeamCoachr, a self-facilitated AI-driven platform, helps foster psychological safety, creating better teams in the organization. To learn more about the platform, please go to www.teamcoachr.ai
In this last episode of the year, I decided to talk about workplace spirituality. What is workplace spirituality? Should we incorporate it into the workplace? Listen to the episode and let me know your thoughts.For suggestions or comments, please send them to psychchat@omnipsi.com or tweet to psych_chat.  Please find below references to the studies cited in the podcast episode.References:  Hassan, M., Bin Nadeem, A., & Akhter, A. (2016). Impact of workplace spirituality on job satisfaction: Mediating effect of trust. Cogent Business & Management, 3(1), 1189808. Jurkiewicz, C. L., & Giacalone, R. A. (2004). A values framework for measuring the impact of workplace spirituality on organizational performance. Journal of business ethics, 49(2), 129-142. Karakas, F. (2010). Spirituality and performance in organizations: A literature review. Journal of business ethics, 94(1), 89-106. Milliman, J., Gatling, A., & Kim, J. S. (2018). The effect of workplace spirituality on hospitality employee engagement, intention to stay, and service delivery. Journal of Hospitality and Tourism Management, 35, 56-65. Mousa, M., & Alas, R. (2016). Workplace spirituality and organizational commitment: A study on the public schools teachers in Menoufia (Egypt). African Journal of Business Management, 10(10), 247-255. Osman-Gani, A. M., Hashim, J., & Ismail, Y. (2013). Establishing linkages between religiosity and spirituality on employee performance. Employee Relations. Pawar, B. S. (2009). Individual spirituality, workplace spirituality and work attitudes: An empirical test of direct and interaction effects. Leadership & Organization Development Journal. Rastgar, A. A., Pourebrahimi, N., & Sultanzadeh, S. (2012). The linkage between spirituality in the workplace and organizational citizenship behaviour. International journal of business and social science, 3(18). Rego, A., & Cunha, M. P. (2008). Workplace spirituality and organizational commitment: an empirical study. Journal of Organizational Change Management.Â
In this episode, I discuss a prevalent phenomenon Leaveism. What is it and how can we prevent it?References:Acker, J. (1990). Hierarchies, jobs, bodies: A theory of gendered organizations. Gender & Society, 4(2), 139-158.  Albrecht, S. L. (2012). The influence of job, team and organizational level resources on employee well-being, engagement, commitment and extra-role performance: Test of a model. International Journal of Manpower, 33(7), 840-853.Atkinson, C., & Hall, L. (2011). Flexible working and happiness in the NHS. Employee Relations, 33(2), 88-105.Bloom, P., & Ćliwa, M. (2021). Hacking work: Critically examining the implications of the new discourse and practices of hacking for work intensification and organisational control. Human Relations. Borgkvist, A., Moore, V., Crabb, S., & Eliott, J. (2021). Critical considerations of workplace flexibility âfor allâ and gendered outcomes: Men being flexible about their flexibility. Gender, Work and Organization, 28(6), 2076-2090.  Chesley, N. (2014). Information and communication technology use, work intensification and employee strain and distress. Work, Employment and Society, 28(4), 589-610.CIPD. (2021). Health and well-being at work report.DâAbate, C. P., & Eddy, E. R. (2007). Engaging in personal business on the job: Extending the presenteeism construct. Human Resource Development Quarterly, 18(3), 361-383.ÄuranovĂĄ, L., & Ohly, S. (2016). Persistent work-related technology use, recovery and well-being processes. Springer International Publishing. Facer, R. L., Jr., & Wadsworth, L. (2008). Alternative work schedules and work-family balance: A research note. Review of Public Personnel Administration, 28(2), 166-177.Green, F. (2001). Itâs been a hard dayâs night: The concentration and intensification of work in late twentieth-century Britain. British Journal of Industrial Relations, 39(1), 53-80.Hesketh, I., & Cooper, C. L. (2014). Leaveism at work. Occupational Medicine, 64(3), 146-147.Hochschild, A. (1997). The time bind. WorkingUSA, 1(2), 21-29. Houdmont, J., Elliott-Davies, M., & Donnelly, J. (2018). Leaveism in English and Welsh police forces: Baseline reference values. Occupational Medicine, 68(9), 593â599.Kelliher, C., & Anderson, D. (2010). Doing more with less? Flexible working practices and the intensification of work. Human Relations, 63(1), 83-106.Le Fevre, M., Matheny, J., & Kolt, G. S. (2003). Eustress, distress, and interpretation in occupational stress. Journal of Managerial Psychology, 18(7), 726-744.Mazmanian, M. (2013). Avoiding the trap of constant connectivity: When congruent frames allow for heterogeneous practices. Academy of Management Journal, 56(5), 1225-1250.Robertson, I., & Cooper, C. L. (2011). Well-being: Productivity and happiness at work. Palgrave Macmillan.Rosa, H. (2003). Social acceleration: Ethical and political consequences of a desynchronized high-speed society. Constellations, 10(1), 3-33.Toppinen-Tanner, S., OjajĂ€rvi, A., VÀÀnĂ€nen, A., Kalimo, R., & JĂ€ppinen, P. (2005). Burnout as a predictor of medically certified sick-leave absences and their diagnosed causes. Behavioral Medicine, 31(1), 18-27.Zeytinoglu, I. U., Cooke, G. B., & Mann, S. L. (2004). Flexibility: Whose choice is it anyway? Relations Industrielles/Industrial Relations, 59(4), 555-574.
In this episode, I talked about how coaching can bring out self-awareness. When we see things with different possibilities, we allow ourselves to achieve beyond what we can imagine.Â
In this episode, I will discuss what a leader needs to do to improve team spirit or morale. Self-assessment, re-engage, re-align and re-commit.References:Ishaq, E., Bashir, S. and Khan, A.K. (2021), Paradoxical Leader Behaviors: Leader Personality and Follower Outcomes. Applied Psychology, 70: 342-357. https://doi.org/10.1111/apps.12233Zhang, Y., & Liu, S.M. (2021). Balancing employeesâ extrinsic requirements and intrinsic motivation: A paradoxical leader behaviour perspective. European Management Journal, Vol 40 (1), 127-136Thuan, L.C. and Thanh, B.T. (2020), "Leader knowledge sharing behavior and follower creativity: the role of follower acquired knowledge and prosocial motivation", Journal of Workplace Learning, Vol. 32 No. 6, pp. 457-471.Jiang, J., Gao, A., & Yang, B. (2018, January 1). Employeesâ Critical Thinking, Leadersâ Inspirational Motivation, and Voice Behavior: The Mediating Role of Voice Efficacy. Journal of Personnel Psychology, 17(1), 33â41.