Karoline M. Hofslett Kopperud

Journal of General Management (JGM) Doi: https://doi.org/10.1177/03063070251315975

Journal of Occupational and Organizational Psychology 96(2) p. 351-377 Doi: https://doi.org/10.1111/joop.12426

Psychological job control has typically been negatively related to work-to-family and family-to-work conflict. Based on the job demand-resource model and boundary theory, we argue that psychological job control may indirectly be positively related to family-to-work conflict by both increasing supplemental work, that is, the rate of engagement in work outside of formal working hours without receiving compensation aided by mobile technology, and work-to-family conflict. We hypothesize that this proposed positive indirect relationship will be lower among employees who perceive a high segmentation norm at their workplace. Based on a two-wave study of 4518 employees, we obtained support for a serial moderated mediation model that suggests a dual effect of psychological job control on family-to-work conflict, such that psychological job control was positively associated with family-to-work conflict through supplemental work and work-to-family conflict at low levels of segmentation norms. By examining the dual effects of psychological job control, this study aims to further understand the mechanisms involved in determining whether and when psychological job control, together with supplemental work, encourages employees to uphold or cross boundaries between work and nonwork domains. Our findings imply that psychological job control can both be a resource and a demand depending on the levels of segmentation norms.

Barnevernledelse for framtiden p. 311-341

Personnel Review 52(5) p. 1499-1524 Doi: https://doi.org/10.1108/PR-06-2021-0463

Purpose: The purpose of this study was to advance research on work-related well-being and age by using a life-span approach to investigate the relationship between mastery goal orientation and work engagement during various age periods. We further tested whether a perceived motivational climate moderated the proposed relationships, and whether the nature of the moderation differed between age groups. Design/methodology/approach: We utilized a two-wave, web-based questionnaire survey and collected data from 838 employees in the financial sector in Norway. Multiple regressions and PROCESS macro were used to test our hypotheses. Findings: We found that both work engagement and mastery goal orientation differed across age groups and that the relationship between mastery goal orientation and work engagement was stronger for older than for younger ages. Our results further support the moderating role of a motivational climate. Whereas a perceived mastery climate moderated the relationship between mastery goal orientation and work engagement for older workers, a perceived performance climate moderated the suggested relationship for younger workers. Originality: Our study extends research on work engagement in an age-diverse workforce by applying a life-span approach to the interplay between person and contextual elements in fostering work engagement. Furthermore, our study involved investigating factors that may inhibit or enhance the link between mastery orientation and work engagement for various age groups, which is important given work engagement’s link to central work outcomes.

Journal of General Management (JGM) 46(3) p. 173-184 Doi: https://doi.org/10.1177/0306307020942905

Due to the strong focus on dyadic relationships in leader–member exchange (LMX) theory, it is vital to investigate the predictors of the types of relationships that leaders and subordinates develop. This study explores the supervisor-level antecedents of LMX. Drawing from conservation of resources theory, this study tests whether leaders’ psychological flexibility moderates the relationship between leaders’ perceptions of work overload and LMX. A field study was conducted among 186 subordinates and 93 leaders from a Norwegian public service organization. Multisource field data demonstrated general support for the hypothesized relationships. The results of multilevel analyses showed a negative relation between the perceptions of work overload of leaders with lower levels of psychological flexibility and their subordinates’ perceptions of LMX. Thus, psychological flexibility seemed to mitigate the negative implications of leaders’ work overload. This study extends previous studies on managers’ perceptions of work overload by introducing an important contingency of the relationship between managers’ perceptions of work overload and the quality of their relationship with subordinates. As such, this study contributes to a more complete understanding of the factors that relate to the development of high-quality LMX.