The authors hypothesized that the effectiveness of role models varies across the adult life span because of differences in health-related regulatory orientations. Because young adults have strong health-related promotion orientations, they should be motivated by positive models who illustrate the benefits of good health. Because older adults have more balanced health-related promotion and prevention orientations, they should be motivated not only by positive models but also by negative models who illustrate the costs of poor health. Results indicated that both young and older adults perceived positive models to be motivating, but older adults found negative models to be more motivating than did young adults. Age differences in responses to negative models were partially mediated by differences in health-related prevention orientation.

Aging at work is a dynamic process. As individuals age, their motives, abilities and values change as suggested by life-span development theories (Lang and Carstensen, 2002; Kanfer and Ackerman, 2004). Their growth and extrinsic motives weaken while intrinsic motives increase (Kooij et al., 2011), which may result in workers investing their resources in different areas accordingly. However, there is significant individual variability in aging trajectories (Hedge et al., 2006). In addition, the changing nature of work, the evolving job demands, as well as the available opportunities at work may no longer be suitable for older workers, increasing the likelihood of person-job misfit. The potential misfit may, in turn, impact how older workers perceive themselves on the job, which leads to conflicting work identities. With the traditional job redesign approach being a top-down process, it is often difficult for organizations to take individual needs and skills into consideration and tailor jobs for every employee (Berg et al., 2010). Therefore, job crafting, being an individualized process initiated by employees themselves, can be a particularly valuable mechanism for older workers to realign and enhance their demands-abilities and needs-supplies fit. Through job crafting, employees can exert personal agency and make changes to the task, social and cognitive aspects of their jobs with the goal of improving their work experience (Wrzesniewski and Dutton, 2001). Building on the Life Span Theory of Control (Heckhausen and Schulz, 1995), we posit that job crafting, particularly cognitive crafting, will be of increasing value as employees age. Through reframing how they think of their job and choosing to emphasize job features that are personally meaningful, older workers can optimize their resources to proactively redesign their jobs and maintain congruent, positive work identities.

Test-enhanced learning and transfer for tripleassociate word stimuli was assessed in three experiments. In each experiment, training and final-test trials involved the presentation of two words per triple associate (triplet), with the third word having to be retrieved. In agreement with the prior literature on different stimuli, training through testing with feedback yielded markedly better final-test performance than did restudy. However, in contrast to the positive transfer reported for paired associate stimuli, minimal or no positive transfer was observed, relative to a restudy control, from a trained cue combination (e.g., A, B, ?) to other cue combinations from the same triplet that required a different response (e.g., B, C, ?). That result also held when two unique cue combinations per triplet were tested during training, and for triplets with low and high average associative strengths. Supplementary analyses provided insight into the overall transfer effect: An incorrect response during training appears to yield positive transfer relative to restudy, whereas a correct response appears to yield no, or even negative, transfer. Crossexperiment analyses indicated that test-enhanced learning is not diminished when two or three cue combinations are presented during training. Thus, even though learning through testing is highly specific, testing on all possible stimulus-response combinations remains the most efficient strategy for the learning of triple associates.

Summary In the current paper, we studied downtime at work. Downtime represents a unique aspect of work time, as employees have low workload and more discretion about their activities but are still paid to be at work. Despite its prevalence and potentially significant implications for productivity and well‐being, the experience of downtime has not been a focus in the literature. To study this phenomenon, we first used a qualitative method involving 15 focus groups. Results from 95 employees showed that downtime is distinct from formal breaks and withdrawal behavior and is generally a negative subjective experience. Categories of antecedents of experience and downtime activities were classified. Next, to further explore the phenomenon, and based on Study 1 and relevant literature, we proposed several hypotheses and tested them using an experience sampling method. Results from 86 employees (across 5 workdays and 689 data points) indicated that the amount of downtime was negatively related to day level job satisfaction, job performance, and subjective health. The duration of relaxation activities during downtime mitigated the negative effects of downtime on fatigue. The effects of enjoyment level of the activities, job autonomy, work engagement, and boredom proneness were also examined. Implications, limitations, and future research are discussed.

No abstract