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This study addresses the relationship between job characteristics and sickness absenteeism, examining it under two important boundary conditions, employee age, and occupational group. Drawing from psychological theories that explain age‐related differences in the workplace, as well as the sociology of occupations, we formulate hypotheses concerning two‐ and three‐way interactions between five key job characteristics (job demands, autonomy, skill variety, supervisor, and colleague support), age, and occupational group, namely blue‐collar workers versus clerks. We test our hypotheses on an archival sample of 5,175 employees taken from the French National Survey of Employment Conditions. Hierarchical negative binomial regressions reveal that many of our hypotheses are supported. For example, autonomy and supervisor and colleague support have a differential impact on sickness absenteeism depending on age and the occupational group of employees. We discuss the implications of our findings for both theory and practice.Practitioner pointsSickness absences can be predicted by job characteristics as function of age and occupational groups.Supervisor support is associated with fewer sickness absences in younger workers, especially clerks.Occupational context may mask the age differences because for Job Autonomy and Colleague Support, age‐related differences were detected only within the blue‐collar and clerical groups, respectively.The impact of job demands and skill variety on sickness absences is moderated by age and does not vary across the two occupational groups.

Employees (N = 170) of a City Hall in Italy were administered a questionnaire measuring collective efficacy (CE), perceptions of context (PoC), and organizational commitment (OC). Two facets of collective efficacy were identified, namely group and organizational. Structural equation models revealed that perceptions of top management display a stronger relationship with organizational collective efficacy, whereas employees' perceptions of their colleagues and their direct superior are related to collective efficacy at the group level. Group collective efficacy had a stronger relationship with affective organizational commitment than did organizational collective efficacy. The theoretical significance of this study is in showing that CE is two-dimensional rather than unidimensional. The practical significance of this finding is that the PoC model provides a framework that public sector managers can use to increase the efficacy of the organization as a whole as well as the individual groups that compose it.

AbstractThis 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.

Although career proactivity has positive consequences for an individual's career success, studies mostly examine objective measures of success within single countries. This raises important questions about whether proactivity is equally beneficial for different aspects of subjective career success, and the extent to which these benefits extend across cultures. Drawing on Social Information Processing theory, we examined the relationship between proactive career behaviors and two aspects of subjective career success—financial success and work-life balance—and the moderating role of national culture. We tested our hypotheses using multilevel analyses on a large-scale sample of 11,892 employees from 22 countries covering nine of GLOBE's 10 cultural clusters. Although we found that proactive career behaviors were positively related to subjective financial success, this relationship was not significant for work-life balance. Furthermore, career proactivity was relatively more important for subjective financial success in cultures with high in-group collectivism, high power distance, and low uncertainty avoidance. For work-life balance, career proactivity was relatively more important in cultures characterized by high in-group collectivism and humane orientation. Our findings underline the need to treat subjective career success as a multidimensional construct and highlight the complex role of national culture in shaping the outcomes of career proactivity.