Work and organizational psychology (WOP) researchhas to date mostly focused on people privileged to have the choice between several attractive job options and less on people who are restricted in their job choice (e.g., due to their qualification or personal contingencies) and have to choose from fewer and often lessthan-optimal jobs. Often, the jobs available to the latter are characterized by precarious employment and hazardous working conditions which can put them in the difficult situation of having to choose between a health-threatening job and possible unemployment. Building on interdisciplinary literature, we propose the employment-health dilemma (E-H dilemma) as a framework for analyzing this intrapersonal conflict of having to choose between employment (incurring health threats) and health (incurring economic threats) and discuss potential antecedents and consequences of the E-H dilemma at the societal, organizational, and individual level. We outline the implications of the E-H dilemma and make a case for examining the full spectrum of job choice situations in WOP research. In doing so, we demonstrate what WOP can gain by embracing a more inclusive and multidisciplinary Franziska J. Kößler and Jenny S. Wesche have equal contribution.

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Work teams are becoming increasingly heterogeneous with respect to their team members’ ethnic backgrounds. Two lines of research examine ethnic diversity in work teams: The compositional approach views team-level ethnic heterogeneity as a team characteristic, and relational demography views individual-level ethnic dissimilarity as an individual member’s relation to their team. This study compares and contrasts team-level ethnic heterogeneity and individual-level ethnic dissimilarity regarding their effects on impaired well-being (i.e., emotional strain) via team- and individual-level emotional conflict. Fifty teams of retail chain salespeople (n = 602) participated in our survey at two points of measurement. Based on the ethnic background of team members, we calculated team-level ethnic heterogeneity that applied to all members, and individual-level ethnic dissimilarity within the team that varied according to each member’s ethnic background. Multilevel path modeling showed that high levels of team-level ethnic heterogeneity were related to high levels of emotional strain via team-level emotional conflict. However, the opposite was found for individual-level ethnic dissimilarity. We discussed this difference by contextualizing individual-level ethnic dissimilarity in the team-level heterogeneity and social status of ethnic groups in society at large. Our findings suggest that the social status of the ethnic group to which team members belong may impact how ethnic diversity relates to team processes and well-being.