The Annual Review of Organizational Psychology and Organizational Behavior, launched in March 2014, is devoted to publishing reviews of the I/O Psychology and HRM/OB literature.

The Annual Review of Organizational Psychology and Organizational Behavior, launched in March 2014, focuses on publishing comprehensive reviews of the literature in Industrial/Organizational Psychology (I/O Psychology) and Human Resource Management/Organizational Behavior (HRM/OB).

《Annual Review of Organizational Psychology and Organizational Behavior》期刊于2014年3月创刊，专注于发布工业与组织心理学（I/O Psychology）以及人力资源管理与组织行为（HRM/OB）文献的综述。

Annual Review of Organizational Psychology and Organizational Behavior

The now recognized core construct of psychological capital, or simply PsyCap, draws from positive psychology in general and positive organizational behavior (POB) in particular. The first-order positive psychological resources that make up PsyCap include hope, efficacy, resilience, and optimism, or the HERO within. These four best meet the inclusion criteria of being theory- and research-based, positive, validly measurable, state-like, and having impact on attitudes, behaviors, performance and well-being. The article first provides the background and precise meaning of PsyCap and then comprehensively reviews its measures, theoretical mechanisms, antecedents and outcomes, levels of analysis, current status and needed research, and finally application. Particular emphasis is given to practical implications, which focuses on PsyCap development, positive leadership, and novel applications such as the use of video games and gamification techniques. The overriding theme throughout is that PsyCap has both scientific, evidence-based rigor and practical relevance.

Fred Luthans

Carolyn M. Youssef-Morgan

Annu. Rev. Organ. Psychol. Organ. Behav.

Psychological Capital: An Evidence-Based Positive Approach

心理资本：基于实证的积极方法

When employees voluntarily communicate suggestions, concerns, information about problems, or work-related opinions to someone in a higher organizational position, they are engaging in upward voice. When they withhold such input, they are displaying silence and depriving their organization of potentially useful information. In this article, I review the current state of knowledge about the factors and motivational processes that affect whether employees engage in upward voice or remain silent when they have concerns or relevant information to share. I also review the research findings on the organizational and individual effects of employee voice and silence. After presenting an integrated model of antecedents and outcomes, I offer some potentially fruitful questions for future research.

Elizabeth W. Morrison

Employee Voice and Silence

员工发声与沉默

Emerging from distinct perspectives, decent work and meaningful work are fundamental aspects of contemporary work with profound implications for individuals, organizations, and society. Decent work reflects basic workplace conditions to which all employees are entitled, whereas meaningful work is aspirational, reflecting significance at work. Following a conceptual and empirical review of scholarship on decent work and meaningful work, we draw from psychology of working theory to connect the two constructs. We argue that need satisfaction serves as the primary connector, and societal context, organizational conditions, and individual practices (in order of effectiveness) promote access to each type of work. We suggest future research directions broadening the available scholarship and methods used, promoting a focus on the complex intersection of macrolevel and psychological factors as well as interdisciplinary approaches in determining the quality of work, and engaging in intervention research to improve the way in which people live and work together.

David L. Blustein

Evgenia I. Lysova

Ryan D. Duffy

Understanding Decent Work and Meaningful Work

理解体面工作和有意义的工作

According to organizational support theory (OST), employees develop a general perception concerning the extent to which their work organization values their contribution and cares about their well-being (perceived organizational support, or POS). We explain OST and review empirical POS findings relevant to OST's main propositions, including new findings that suggest changes to OST. Major antecedents of POS include fairness, support from leaders, and human resource practices and work conditions, especially to the extent that employees perceive these as the discretionary choices of organizations. Among more recent findings, the average level of POS has modestly increased over the past three decades in the United States. Furthermore, POS appears to have stronger positive outcomes in Eastern cultures than Western cultures. Some additional promising recent areas of research on POS include trickle-down effects, POS of groups, and POS as relevant to creativity and innovation, positive emotional outcomes, and well-being.

Robert Eisenberger

Linda Rhoades Shanock

Xueqi Wen

Perceived Organizational Support: Why Caring About Employees Counts

感知组织支持：为何关心员工至关重要

Self-determination theory (SDT) is a macro theory of human motivation that evolved from research on intrinsic and extrinsic motivations and expanded to include research on work organizations and other domains of life. We discuss SDT research relevant to the workplace, focusing on (a) the distinction between autonomous motivation (i.e., intrinsic motivation and fully internalized extrinsic motivation) and controlled motivation (i.e., externally and internally controlled extrinsic motivation), as well as (b) the postulate that all employees have three basic psychological needs—for competence, autonomy, and relatedness—the satisfaction of which promotes autonomous motivation, high-quality performance, and wellness. Research in work organizations has tended to take the perspectives of either the employees (i.e., their well-being) or the owners (i.e., their profits). SDT provides the concepts that guide the creation of policies, practices, and environments that promote both wellness and high-quality performance. We examine the relations of SDT to transformational leadership, job characteristics, justice, and compensation approaches.

Edward L. Deci

Anja H. Olafsen

Richard M. Ryan

Self-Determination Theory in Work Organizations: The State of a Science

工作组织中的自我决定理论：科学现状

Research on moral decision-making in organizations has expanded significantly over the past few decades. In this review, we build on prior comprehensive reviews on the topic to provide an updated view of the field, based on the latest findings. We first provide a brief historical overview of influential theories of moral decision-making and then describe the individual characteristics, interpersonal factors, and organizational factors that have been shown to influence people's morally relevant choices, as well as the cognitive, affective, and even physiological processes at play. We then provide a more critical view of the field and focus on what we do not know, suggesting several avenues for future research. Specifically, we call for more research that incorporates the temporal dynamics of moral decision-making in organizations and that better accounts for the nature of the real-world moral issues people face at work. We conclude with some practical implications.

Maryam Kouchaki

Isaac H. Smith

Moral Decision-Making in Organizations

组织中的道德决策

In this manuscript we review research on the effectiveness of work-life balance (WLB) policies in improving employee and organizational outcomes. We find that while WLB policies are often implemented with good intentions, their effects are generally small or inconsistent. We identify eight barriers to policy inclusivity that we theorize are linked to reduced effectiveness—a narrow definition of family, focusing on work-family rather than work-nonwork balance, low policy awareness, the practical constraints of access, overlooking vulnerable workers, the nature of the job, supervisor attitudes and behaviors, and unsupportive organizational cultures—and make recommendations for addressing these barriers. We also highlight the importance of considering individual differences and cultural contexts when implementing WLB policies. We conclude by proposing future research directions, such as examining coworker support and the impact of national culture on policy effectiveness.

Wendy J. Casper

Shelia A. Hyde

Shona G. Smith

Faezeh Amirkamali

Julie Holliday Wayne

How Effective Are Work-Life Balance Policies? The Importance of Inclusion

工作与生活平衡政策的效果如何？包容性的重要性

Our desire to cultivate and sustain positive identities has a powerful influence on workplace diversity, equity, and inclusion (DEI) dynamics. While sometimes the quest for positive identities promotes celebration of diversity and uniqueness, in many other circumstances our inherent motivation to strive toward building more positive identities can have unintended consequences for DEI in organizations. In this review, we organize research on positive identities at work to better understand the experiences of the diverse set of individuals that compose our work organizations today. We invite a critical examination of how individuals with underrepresented and dominant identities deal with identity demands in diverse workplaces in both helpful and harmful ways. We conclude with directions for future research on interventions that mitigate identity threat and promote inclusion.

Laura Morgan Roberts

Brianna Barker Caza

Positive Identity Construction in Diverse Organizations

多元组织中的积极身份建构

In this review, we attempt to make sense of the broad, complex, incoherent, fascinating yet frustrating literatures that implicate interpersonal relationships in organizations by focusing on how relationships are treated and what relationships do for organizations and the people therein. We leverage the existing literature to push the study of interpersonal relationships in organizations in three ways. First, we conceptualize relationships in ways that are deeper than are typically studied, in terms of the nature of interpersonal bonds, the trajectory of relationships, and how relationships are measured. Second, we build on multilevel research that demonstrates how (top-down) organization-level processes and relational systems impact dyadic relationships and associated outcomes, and how (bottom-up) those same relationships implicate organizational processes and outcomes. Third, we realize the potential of viewing relationships not just as pipes for the direct transmission of knowledge and socioemotional support but as prisms for studying indirect processes of attention and interpretation.

Kevin W. Rockmann

Caroline A. Bartel

Interpersonal Relationships in Organizations: Building Better Pipes and Looking Through Prisms

组织中的人际关系：构建更好的管道与透过棱镜审视

The employee-organization relationship (EOR) is a well-established research topic in the applied psychology and organizational behavior literatures. However, the potential links between the EOR and employee health and well-being are understudied in comparison to the effects of the EOR on traditional organization-focused outcomes such as organizational commitment, job performance, and turnover. To address the need for development of the role of the EOR on employee health, we focus on two of the most popular EOR concepts: psychological contracts and perceived organizational support. We review the empirical research on the EOR and health and well-being as well as theoretical underpinnings of social exchange and reciprocity. We then suggest that the COVID-19 pandemic may have increased emphasis on employee health and well-being, resulting in heightened employee expectations from their organization. Subsequently, we present a model based on social exchange theory to explain how this increased attention on health is linked with employee perceptions of organizational support and psychological contracts, ultimately contributing to enhanced or decreased health and well-being. Finally, we discuss the practical implications of the changing emphasis on the health and well-being of employees for the EOR and the importance of an expansion of research linking the EOR with health and well-being.

Abbreviation	Annu. Rev. Organ. Psychol. Organ. Behav.
Journal Impact	14.34
Quartiles(Global)	PSYCHOLOGY, APPLIED(Q1)

ISSN	2327-0608, 2327-0616
h-index	75

Publication Information	Publisher: Annual Reviews Inc.，Publishing cycle: ，Journal Type: journal，Open Access Journals: No
Basic data	Year of publication: 2014，Proportion of original research papers: 94.12%，Self Citation Rate:1.40%， Gold OA Rate: 36.73%

Annual Review of Organizational Psychology and Organizational Behavior

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