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Customer mistreatment is a ubiquitous and pernicious form of interpersonal mistreatment leveled by customers against employees. Service workers' reactions to customer mistreatment have been traditionally viewed as tit-for-tat reactions in which service workers respond to customers' aggression with retaliation in kind. However, this tit-for-tat account does not capture the broad range of possible service worker responses to customer misbehavior. We build the case for self-esteem threat as an overarching framework for divergent employee reactions to customer mistreatment, and explain how service workers' behavioral reactions and emotional labor may systematically vary according to where service workers stake their self-esteem—in performance, in others' approval, or in status—using contingencies of self-worth theory. Other features of the self-concept are identified as boundary conditions of the process.

In this paper, we propose that only some of the conventional findings pertaining to the enhancing effects of feedback and recognition on performance success as well as the moderating role they play in the goal–performance relationship may apply to project teams, whereas others may not. We focus on the above activities that are well grounded in the general organizational research and reexamine them within the project management context. Data were collected from 88 project managers and their direct supervisors via questionnaires. Results showed that leader goal, feedback, and recognition activities were important only for improved team effectiveness, but not for team efficiency. Furthermore, feedback and recognition moderated the goal–performance relationship, regardless of the performance measures used. The implications of these findings for future research on project teams are discussed.

Change management research has largely ignored the effects of organizational change management history in shaping employee attitudes and behavior. This article develops and tests a model of the effects of poor change management history (PCMH) on employee attitudes (trust, job satisfaction, turnover intentions, change cynicism, and openness to change) and actual turnover. We found that PCMH, through PCMH beliefs, led to lower trust, job satisfaction and openness to change, and higher cynicism and turnover intentions. Also, PCMH beliefs predicted employee turnover over 2 years.

Does passion predict performance? Whereas harmonious passion is typically associated with strong performance, evidence for the obsessive passion-performance relationship has been so far inconclusive. The mixed results in the literature suggest that there are hitherto unexamined boundary conditions and mechanisms shaping the relationship between obsessive passion and performance. This study draws on principles from conservation of resources and the dual-systems model of self-regulation to explain how these two types of passion (obsessive and harmonious) relate to work performance. We examined career adaptability as a buffer that determines when and for whom obsessive passion precipitates emotional exhaustion as well as when and for whom emotional exhaustion diminishes work performance. This proposed moderated mediation model was tested in two multisource samples in corporate ( N = 139 employee-supervisor dyads) and healthcare sectors ( N = 156 time-lagged employee-peer dyads) respectively. We observed support for the proposed model in both samples. Career adaptability prevents obsessively passionate workers from being consumed by obsession.