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- The effect of age on daily positive emotions and work behaviorsPublication . Dello Russo, Silvia; Antino, Mirko; Zaniboni, Sara; Caetano, Antonio; Truxillo, DonaldThis study draws on socioemotional selectivity and person–job fit theories to investigate the emotional bases for age-related differences in daily task crafting and in-role performance. We tested a mediation model in which age is related to positive emotions that in turn predict task crafting and in-role performance. A total of 256 people working in multiple organizations participated in a 5-day diary study. Multilevel modeling showed that, at the person level of analysis, age is significantly and positively related to positive emotions and task crafting and, via crafting, to in-role performance. No significant mediation of high- and low-arousal positive emotions was found between age and task crafting. However, at the day level of analysis, high-arousal positive emotions are positively related to task crafting, and this in turn is positively related to in-role performance. These findings make important theoretical contributions to understanding within-person processes associated with employee age in addition to more traditional between-person factors. They also have implications for managing an age-diverse workforce by means of job crafting.
- High‐commitment HRM practices during the financial crisis in Portugal: Employees' and HR perspectivesPublication . Dello Russo, Silvia; Mayrhofer, Wolfgang; Caetano, Antonio; Passos, AnaOver the recent decades, organizations have had to face a number of major external shocks and crises. Acquiring a better understanding of how human resources are managed under such critical conditions constitutes the main purpose of this study. We conducted a study triangulating different sources (employees, HR managers, and secondary data) and types of data (quantitative and qualitative) to explore how employees in Portuguese organizations perceived the HR practices’ implementation during the years of the financial crisis (2011–2014) and how HR managers explained it. Longitudinal evidence from 53 organizations attests to perceived decreasing trends, particularly in training and development and performance management. HR managers legitimize these trends, embracing conventions and revealing the impact of coercive and normative pressures. Our findings highlight the need for renewed attention to be paid to the contextual pressures on HR managers’ decision-making and actions that could severely endanger their role as strategic partners and their embrace of sustainable HRM.