Sascha Abdel Hadi

Organizations play a pivotal role in fostering employee safety behavior. Building on the social identity approach, we argue that organizational identification facilitates the internalization of organizational norms and values. Thus, organizational identification should strengthen the influence of organizational climate on employee behavior. More specifically, we predicted that the relationship between perceived COVID‐19 safety climate and COVID‐19 safety behavior (both at work and outside of work) would be stronger the more employees identify with their organization. To test this hypothesis, we conducted a two‐wave lagged study with 709 employees after the lifting of government‐imposed COVID‐19 restrictions. Results showed that perceived COVID‐19 safety climate predicted COVID‐19 safety behavior at work, but not in the non‐work domain. Organizational identification moderated the relationship between perceived COVID‐19 safety climate and COVID‐19 safety behavior in the non‐work domain, but not at work. In particular, the positive link between safety climate and safety behavior outside of work emerged only for employees who strongly identified with their organization. Our findings highlight that organizational identification not only influences employee behavior within the workplace but also shapes how employees apply organizational safety norms in their non‐work domain.

Many job stress models emphasize the importance of job control as a resource that promotes well-being and performance. However, research has started to acknowledge that job control can sometimes also have negative effects. Our study adopts a self-control perspective to investigate these possible downsides. We hypothesized that job control should have negative effects on well-being and performance by enhancing self-control demands. However, we expected that only employees with low levels of trait self-control should experience negative effects of high job control due to increased self-control demands. We conducted a workplace simulation with an experimental manipulation of job control (high vs. low). We asked participants to complete an inbox task with work-related email inquiries and measured subjective well-being, as well as heart rate variability (HRV). Furthermore, we analyzed objective task performance. The findings revealed that, for individuals with low levels of trait self-control, job control negatively affected subjective well-being (i.e., anxiety and fatigue), but not HRV, through enhanced self-control demands. Although there was no evidence for mediating effects of self-control demands regarding performance, we found a (direct) moderation of trait self-control and job control in the form of lower performance of individuals with low trait self-control under high job control conditions. (PsycInfo Database Record (c) 2025 APA, all rights reserved).

Summary: Drawing on enrichment theory and the identity‐based integrative crafting model, the present paper explores the impact of leisure crafting on creativity and meaning at work using both the compensation and the spillover perspectives. We hypothesized that leisure crafting relates to employee creativity, particularly when employees experience low work engagement; and that leisure crafting predicts meaning at work via employee creativity, particularly for employees with low work engagement. We also expected that cognitive developmental and affective leisure‐to‐work enrichment acts as the mediator in the link between leisure crafting and creativity. Study 1, a three‐wave survey study with 1‐week time intervals among 191 employees confirmed that the indirect effect of leisure crafting on meaning at work via creativity is stronger among employees reporting low work engagement. Study 2, a follow‐up study of a similar design among 421 employees revealed that leisure crafting leads to creativity via cognitive developmental resources and that leisure crafting leads to creativity via affective resources for employees who report low levels of work engagement. Our findings highlight that leisure crafting possesses the inherent capacity to enhance meaning at work through employee creativity (spillover), especially for those employees who experience a lack of fulfillment at work (compensation). We also refine work‐life enrichment theories by uncovering that leisure crafting may enrich work via different pathways for different employees.

Job demands can negatively affect sleep. However, previous studies have provided inconclusive results regarding the mediating role of work‐related rumination in this relationship. Integrating prolonged activation theory with the challenge‐hindrance framework, we hypothesized that – on a day level – hindrance demands, but not challenge demands, are negatively associated with sleep quality and sleep duration via work‐related rumination. We tested this assumption in a 14‐day ambulatory assessment study with a sample of employees ( N = 175). As predicted, we found that only hindrance demands, but not challenge demands, are related to sleep quality via work‐related rumination. No relationships with sleep duration were found for any type of job demands.

Previous research has typically conceptualized physical activity as a recovery activity after work that promotes well-being by allowing employees to detach from work and replenish their resources. Here, we aimed to go beyond this framework by proposing a new theoretical model of how physical activity in the morning before work affects employee well-being. Drawing upon the transactional theory of stress, we theorized that physical activity before work shapes employees' appraisal of their upcoming workday which, in turn, affects their well-being. In a preregistered study (N = 269), we utilized a within-person daily experience sampling approach to test our model. Results showed that two types of appraisals are particularly important for explaining the effects of physical activity before work on employee well-being: First, challenge appraisal mediated the effects of physical activity before work on work engagement. Second, we found an indirect effect via threat appraisal of physical activity before work on job-related anxiety. Exploratorily, we found that threat appraisal also mediated the effect of physical activity before work on emotional exhaustion. In conclusion, our results show that physical activity before work is beneficially related to several types of well-being outcomes by increasing challenge appraisal and decreasing threat appraisal. Furthermore, our study advances theoretical understanding on physical activity and work stress by shedding light on the mechanisms underlying the effect of physical activity on employee well-being and showing that physical activity before work benefits well-being by shaping how employees appraise their work situation on a day-to-day basis. (PsycInfo Database Record (c) 2023 APA, all rights reserved).

Over the past 3 years, employees have constantly witnessed how their organizations have responded to the challenges posed by the COVID‐19 pandemic. Here, we hypothesize that employees' perceptions of the COVID‐19 safety climate of their organization positively affect their vaccine readiness. To examine the underlying mechanisms of this effect, we use a self‐perception theory lens. Thus, we hypothesize that an organization's COVID‐19 safety climate affects employees' COVID‐19 vaccine readiness through employees' adherence to COVID‐19 guidelines. We conducted a time‐lagged study over the time span of 1 year ( N = 351) to test our hypotheses. In general, results support our hypotheses. In particular, results showed that perceived COVID‐19 safety climate assessed at an early stage of the pandemic (April 2020, when no vaccines were available) predicted employees' COVID‐19 vaccine readiness more than a year later. In line with self‐perception theory, this effect was mediated by employees' adherence to COVID‐19 guidelines. The present study provides theoretical insight into the underlying mechanisms of organizational climate on employees' attitudes. From a practical perspective, our results suggest that organizations are a powerful lever for promoting vaccine readiness.

The physical activity-mediated Demand-Control model (Häusser, J. A., & Mojzisch, A. (2017). The physical activity-mediated Demand–Control (pamDC) model: Linking work characteristics, leisure time physical activity, and well-being. Work & Stress, 31(3), 209–232. doi:10.1080/02678373.2017.1303759 ) posits that leisure-time physical activity (LTPA) is an important variable mediating the effects of job characteristics on well-being. Building on this model, we hypothesise that day-specific job demands and job control predict LTPA after work (via self-regulation and self-determination). LTPA after work, in turn, is predicted to be positively related to evening well-being. We tested these hypotheses by conducting a 14-day ambulatory assessment study. A sample of 207 employees wore an accelerometer to monitor physical activity and answered, three times a day, questionnaires addressing job characteristics, self-regulatory capacity, self-determination, and well-being. Results show that day-specific job demands were negatively related to LTPA and different indicators of evening well-being. We also found evidence for the mediation of the relationship between day-specific job demands and evening well-being via LTPA after work. However, contrary to our predictions, job control was not related to LTPA on a daily basis. These findings help to advance theory and, in particular, to understand the importance of LTPA for employee well-being.