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This volume attempts to build a bridge between POB and Positive Organizational Scholarship (POS). Similar to POB, but different from positive psychology, the primary emphasis of POS is on the workplace and on the accomplishment of work-related outcomes. The volume includes contributions from both fields, and theories and studies in which a positive individual perspective (POB) is combined with a positive organization perspective (POS).

AbstractThis article uses job demands–resources theory to build a model of public service motivation (PSM). Public service motivation determines how employees in the public sector deal with their daily job demands and resources. Highly motivated public servants are able to deal with their job demands and prevent exhaustion. Additionally, because of their sense of calling, they are motivated to mobilize their job resources to stay engaged and perform well. However, if job demands are consistently high and job resources are consistently low, highly motivated public servants will lose their psychological resources, resulting in lowerPSM. ReducedPSM, as a consequence, may strengthen the loss cycle of job demands and exhaustion and weaken the gain cycle of job resources and engagement. Public service managers and employees may use this model to optimize their work environment on a day‐to‐day basis.

This article presents an overview of the literature on daily fluctuations in work engagement. Daily work engagement is a state of vigor, dedication, and absorption that is predictive of important organizational outcomes, including job performance. After briefly discussing enduring work engagement, the advantages of diary research are discussed, as well as the concept and measurement of daily work engagement. The research evidence shows that fluctuations in work engagement are a function of the changes in daily job and personal resources. Particularly on the days that employees have access to many resources, they are able to cope well with their daily job demands (e.g., work pressure, negative events), and likely interpret these demands as challenges. Furthermore, the literature review shows that on the days employees have sufficient levels of job control, they proactively try to optimize their work environment in order to stay engaged. This proactive behavior is called job crafting and predicts momentary and daily work engagement. An important additional finding is that daily engagement has a reciprocal relationship with daily recovery. On the days employees recover well, they feel more engaged; and engagement during the day is predictive of subsequent recovery. Finding the daily balance between engagement while at work and detachment while at home seems the key to enduring work engagement.

PurposeThe purpose of this paper is to examine the role of empathy (empathic concern and perspective taking) in the crossover process. Specifically, it aims to test whether empathy moderates the crossover effect of women's work engagement to their men's work engagement. Additionally, it seeks to investigate the relationship between men's engagement and colleague ratings of job performance.Design/methodology/approachHypotheses were tested using a cross‐sectional design with three sources of information: 175 Dutch women and their partners working in different occupational sectors, as well as 175 colleagues of the male participants.FindingsResults of moderated structural equation modeling analyses showed that the crossover of work engagement from women to men was strongest when men were high (vs low) in perspective taking (the spontaneous tendency of a person to adopt the psychological perspective of other people). Empathic concern did not moderate the crossover effect. In addition, men's work engagement was positively related to in‐role and extra‐role performance.Practical implicationsResults suggest that work engagement is not only important for one's own, but also for one's partner's performance. This implies that companies should try to facilitate engagement.Originality/valueThe findings shed light on the crossover process, and indicate under which conditions employees are influenced by their partners and consequently change their work behavior.

In many professions daily work life has become unthinkable without the use of a computer with access to the Internet. As technological innovations progress rapidly and new applications of interactional media are invented, organizational behaviour continues to change. The central theme of this book is how new media affect organizational behavior and employee well-being. A variety of topics are considered: Applications of new media in both personnel psychology and organizational psychology; Tools to improve selection and assessment; Issues arising in the context of training, learning and career development the use of online games for education and recreation; The impact of mobile devices on organizational life; The implications of new forms of collaboration by means of virtual teams. The research documented in this volume consists of high quality, quantitative studies illustrated by lively practical examples. The combination of science and practice ensures that new insights supported by empirical studies are translated into practical implications. The book will be essential reading for researchers and students in organizational psychology and related disciplines.

"This edited collection brings together some of the leading researchers in the study of the daily experience of work and daily well-being. The book covers both theoretical and methodological issues involved in studying workers' well-being as it evolves on a daily basis. Interest in the topic of daily fluctuations in worker well-being has grown rapidly over the past ten years. This is partly because of advances in research and statistical methods, but also because researchers have found that the psychological processes that influence well-being play out from moment to moment, and from day to day"--Provided by publisher.