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Human–animal interactions (HAIs) have been found to have an extensive and significant influence on individuals' well-being and health-related outcomes. However, there are few studies that examine this influence on work-related contexts, such as teleworking. In this study, the author relied on the affective events theory to examine the effect of daily HAI on employees’ daily work engagement and the underlying mechanisms (daily affect ratio and state mindfulness), by resorting to a daily diary study.

To test the hypotheses, the author collected daily data during five consecutive working days with pet owners (N = 400 × 5 = 2,000).

Multilevel results showed that interacting with pets during the working day was positively associated with daily work engagement, but this positive relationship was stronger for individuals with lower levels of mindfulness. Further analyses showed that the daily affect ratio mediated the moderating effect of mindfulness on the relationship between daily interactions with pets and daily work engagement.

These findings provide strong support for the proposed mediated moderation model; indeed, positive affect and mindfulness help to explain the positive effect of HAIs on work engagement. Hence, managers may consider the adoption of teleworking, even in a hybrid format for those workers who own pets, because interacting with pets may be a strategy to make them feel more positive and, in turn, more enthusiastic, dedicated and absorbed in their work.

This study is one of the first studies to demonstrate the importance of adopting pet-friendly practices, such as allowing pet owners to telework, as a way to promote daily work engagement.

This study relied on the affective events theory to test the mediating role of the ratio of emotions in the relationship between employees' perceived leadership effectiveness and their well-being at work.

A quantitative methodology was used, based on a deductive approach of a transversal nature. Data were collected from a convenience sample consisting of 255 working adults.

Structural equation modeling results demonstrated that perceived leadership effectiveness positively influenced well-being and the ratio of emotions, showing that when employees perceived their leader as effective, they tended to experience more positive emotions and less negative ones (as indicated by a positive ratio). Furthermore, the results supported the hypothesis that perceived leadership effectiveness influenced well-being through increases in the ratio of emotions.

The nature of the sample makes it impossible to generalize the results. Also, the fact that the questionnaires were self-reported may have biased the results because only the employees' perception of the variables under study was known.

This study highlights the fact that perceived leadership effectiveness can be seen as an affective event that triggers positive and negative emotional responses at work, which, in turn, will have an impact on employee well-being.

An effective leadership style has been shown to be pivotal in reducing the prevalence of negative emotions within a team. When leaders foster a welcoming work environment where team members enjoy their roles, it often results in heightened positive emotions and overall well-being.

Relying on the affective events theory, this study conceptualizes abusive supervision as a micro-affective event and tests a multilevel moderated mediation arguing that abusive behaviors from the supervisor trigger negative affective reactions that, in turn, will enhance the likelihood of counterproductive work behaviors (interpersonal and organizational). We further propose that mindfulness will shape how employees react to abusive behaviors from supervisors.

A daily diary study conducted for five consecutive days was developed with Portuguese working adults (N = 176*5 = 880).

The multilevel findings showed that abusive behaviors triggered negative affect and this, in turn, promoted both forms of counterproductive work behaviors. The indirect effect regarding interpersonal counterproductive work behavior was moderated by mindfulness in such a way that the indirect effect was stronger for those who scored lower on mindfulness (versus higher levels). The indirect effect on organizational counterproductive work behavior was not significantly moderated by mindfulness.

The examination of mindfulness as a moderating factor contributes significantly to management by delineating practical strategies to assist employees in effectively managing micro-events involving abusive behaviors from supervisors. Consequently, these findings may inform the development of research-backed strategies aimed at mitigating the affective and behavioral repercussions of an abusive supervisor.

The inclusion of mindfulness in the model is an added value.

Drawing upon the conservation of resources theory, the authors expected that daily micro-events, daily hassles and uplifts at work influenced well-being via work engagement at the daily level.

The authors conducted two diary studies. In study 1, 181 workers answered a daily questionnaire for four working days (N = 181 × 4 = 724). In study 2, 51 workers filled in a questionnaire for ten consecutive working days (N = 51 × 10 = 510).

In study 1, the results demonstrated that work engagement fully mediated the effects of daily uplifts on well-being and partially mediated the effects of daily hassles on well-being. The results of study 2 revealed a full mediation for both kinds of daily micro-events. Hence, daily uplifts stimulated work engagement, which, in turn, enhanced well-being, and daily hassles minimized work engagement and, consequently, well-being.

The relationships explored provide new theoretical elements for models that explain well-being.

This study draws on the affective events theory (AET) to understand how telework may influence workers' well-being. Hence this study aimed to (1) analyze the indirect relationship between telework and well-being via daily micro-events (DME), and (2) test whether procrastination would moderate this indirect effect.

To test the goals, data were gathered from a sample of teleworkers in the IT sector (N = 232). To analyze the data, a moderated mediation analysis was performed in SPSS with PROCESS macro.

The results showed that micro-daily events mediated the positive relationship between telework and well-being; however, this relation was conditional upon the levels of workers' levels of procrastination, that is, this link became weaker for those who were procrastinators.

By highlighting the importance of telework, DME and procrastination, this study offers managers distinct strategies for enhancing their employees' well-being.

Despite the existing research investigating the effect of telework on well-being, studies investigating the intervening mechanisms between these two constructs are scarce. Moreover, there is a lack of research investigating the moderating effect of procrastination in these relations. Hence, this study fills these gaps and advances knowledge on the process that explains how (via DME) and when (when procrastination is low) teleworking influences workers' well-being.

Recently new forms of telework emerged, such as the hybrid model; however, little is known about how and when it promotes performance. Based on the job demands-resources (JD-R) model, the authors developed a conceptual framework to demonstrate that the hybrid model of telework positively influences performance via positive affect. Furthermore, the authors identified both personal (emotional intelligence [EI]) and job resources (autonomy) as moderators of this relationship.

To test the proposed model, the authors collected data from teleworkers who were in a hybrid telework regime from the telecommunications industry (N = 290).

The results showed that (1) telework positively influenced positive affect and, in turn, performance and (2) the indirect effect of telework on performance through positive affect was moderated by both EI and autonomy.

These results appear to be fundamental for a better conceptual and practical understanding of how and when hybrid telework can improve performance.

In the current uncertain working environment, how and when employees adapt their performance is an essential issue. Based on the integrative model of uncertainty tolerance, this study aims to investigate the relationship between uncertainty and adaptive performance by testing the mediating role of negative affect and mindfulness as a moderator.

To test the model, 159 participants took part in a diary study during 10 working days (n = 159 x 10 = 1,590).

The multilevel results showed that negative affect mediated the within-person effect of uncertainty on adaptive performance. Further, mindfulness moderated the relationship between uncertainty and adaptive performance in such a way that it became stronger for individuals who scored lower on mindfulness (versus higher mindfulness).

Understanding what may sustain and amplify responses to uncertain working conditions may help managers to design interventions that may support their employees’ responses to effectively cope with them.

This study shed light on the relevance of both negative affect and mindfulness on the relationship between uncertainty and adaptive performance. In addition, the findings expand the theoretical knowledge of the mechanism underlying the relationship between uncertainty and adaptive performance, and the condition that may strengths this relationship.

This research relied on the broaden-and-build (B&B) theory to explore emotional predictors for curiosity-related differences in daily engagement and contextual performance. We tested a moderated mediation model, arguing that daily positive emotions would be related to daily work engagement and contextual performance.

A total of 586 participants participated in a five-day diary study (n = 2379).

Multi-level modeling showed that, at the person level of analysis, daily positive emotions were significantly and positively related to daily work engagement and, in turn, daily performance. At the daily level of analysis, the mediation model was moderated by curiosity, such that it became stronger for individuals who scored higher on curiosity.

These findings make relevant theoretical contributions to understanding the power of curiosity for daily emotional dynamics in organizations. Compared to traditional between-person variables, these results also expand knowledge on within-person processes that explain daily work engagement and contextual performance. In sum, this study shows that “curiosity does not kill the cat”; instead, it makes it productive.

Although (tele)work is increasingly being adopted and employees’ behavior is recognized to be key for organizational outcomes (e.g. performance), the current literature on counterproductive work behaviors (CWB) in telework settings is fragmented, and a valid measurement instrument is lacking. This study aims to address this gap and starts by presenting a review of the current literature on counterproductive work behavior in flexible work arrangements (i.e. telework). Based on this study, eight categories of work behavior that appear to be frequent under telework settings were identified.

Next, four studies aimed at developing and validating a measurement instrument that captures employee counterproductive work behavior when teleworking: the counterproductive [tele]work behavior scale (CTwBS).

In Study 1, the CTwBS was created, and in Study 2, its factorial validity was examined (N = 350). In Study 3, using a sample of teleworkers (N = 289), the convergent and discriminant validity of the CTwBS was tested using self-ratings of (positive and negative) affect, attitudes toward telework and frequency of CWB in general. In Study 4, a daily-diary study across five workdays (N = 232 × 5 = 1,160) examined the criterion validity of the CTwBS.

The results indicated that the CTwBS is a valid and reliable instrument for capturing employee counterproductive work behavior in telework settings. Theoretical and practical implications are discussed.

To the best of the authors’ knowledge, CTwBS is the first measure aimed at assessing counterproductive work behavior in telework settings.

Relying on the effort-recovery model, this study aimed to test how and when a good night’s sleep increases in daily physical health. The authors hypothesized that when individuals have a good night’s sleep, it helps them to recover their self-regulatory resources, and, in turn, these cognitive resources improve their physical health experienced at work. Furthermore, the authors argue that this will be different depending on the individuals’ levels of neuroticism; that is, the indirect relationship between sleep duration and physical health through self-regulatory resources will be stronger for individuals who score lower on neuroticism, and in contrast, the relationship will be buffered for those who score higher on neuroticism.

To test the hypothesized model, the authors conducted a three-wave longitudinal study with working adults (N = 262). The authors used multilevel modelling to test if neuroticism moderated the indirect relationship between sleep duration and physical health through self-regulatory resources, at both between and within-person levels.

The multilevel results showed that a good night’s sleep recovered self-regulatory resources needed to promote physical health; however, this indirect relationship was buffered for those who scored higher on neuroticism (versus lower levels of neuroticism).

Hence, the role of neuroticism as a potentially harming condition for employees’ physical health is pointed out.

The findings highlight the relevance of sleep as a recovery activity for both cognitive and physical resources experienced during the working day. However, this appears to be attenuated for employees with higher levels of neuroticism.