Video conference meetings, which became frequent during the COVID‐19 pandemic, might result in exhaustion (so‐called “Zoom fatigue”). However, only little is known about “Zoom fatigue,” the objective characteristics shaping it, and the subjective experiences eliciting this phenomenon. Gaining this knowledge is critical for understanding work life during the pandemic. Study 1, a within‐person quantitative investigation, tested whether video conferences are exhausting and if objective characteristics (i.e. meeting size, meeting duration, and the presence of the supervisor) moderate “Zoom fatigue”. Employees from Germany and Israel (N = 81) participated in a 2‐week study, with meetings nested within persons (n = 988). Results showed that video conferences are exhausting—more than meetings held through other media. However, objective characteristics did not moderate this relationship. In Study 2, qualitative data from Germany and Israel (N = 53) revealed employees' subjective experiences in video conferences that may lead to “Zoom fatigue”. These include, for example, experiences of loss and comparison with the “good old times” before the pandemic. Employees suggested ways to mitigate “Zoom fatigue,” particularly, better management of meetings by leaders. Our results provide empirical support for “Zoom fatigue” and suggest which subjective experiences elicit this phenomenon, opening directions for research and practice.

Research on knowledge hiding, the intentional attempt to withhold knowledge that others have requested, strikingly shows its detrimental consequences. But, if it has only negative effects, why do employees hide knowledge in their everyday work at all? With this diary study, we address this question, shedding light on the instrumentality of knowledge hiding. Specifically, placing it within the transactional stress model, we argue that deceptive knowledge hiding (playing dumb and evasive hiding) may function as coping, relating negatively to psychological strain responses to experienced interpersonal conflict. Accordingly, we tested evasive hiding and playing dumb as mediators of the day-specific relationship between conflict and end-of-work exhaustion and negative affect. Based on data of 101 employees who reported on 615 workdays, results of multilevel path analyses showed relationship conflict positively related to evasive hiding and playing dumb. Playing dumb was negatively related to end-of-work psychological strain responses, resulting in inconsistent mediation. Evasive hiding was unrelated to psychological strain. Showing the potential intrapersonal benefits of playing dumb, this paper helps to better understand the occurrence of enacted ‘negative’ interpersonal work behaviors, yielding important implications for research and practice.

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Summary Emotional labor in coworker interactions is a prevalent phenomenon in everyday work. Yet, it is largely unknown whether it is also a relevant phenomenon, that is, whether emotional labor toward coworkers matters for employee daily work life. Addressing this question, we investigate day‐specific antecedents and consequences of coworker‐directed emotional labor, especially deep acting. We hypothesized that deep acting toward coworkers will be rewarded by coworkers providing emotional and task support and that this coworker support, in turn, will predict enhanced positive affect at the end of work. Further, we suggest that high morning positive affect enables employees to deep act toward their coworkers in the first place. During a 10‐workday diary study, 102 employees answered surveys on 618 days. Multilevel path analysis showed that morning positive affect predicted daily deep acting toward coworkers, which was positively related to emotional (but not task) support from coworkers. Emotional (but not task) support predicted higher end‐of‐work positive affect and mediated the relationship between deep acting and end‐of‐work positive affect. Findings highlight the importance of studying deep acting toward coworkers as part of a positive dynamic process that employees can experience at work. Our results bring along vital theoretical and practical implications.

Research in psychology and organizational behavior has made substantial progress in understanding what affects employee health and well-being. In this review article, we describe how characteristics of individual workplaces (job resources, job stressors), interpersonal and teamwork factors, leadership, and specific employee behaviors contribute to health and well-being. We summarize findings from intervention research and discuss how health and well-being, in turn, predict perceived work characteristics and behavior at work. We highlight emerging topics in the field (job-related health and well-being during the COVID-19 pandemic, technology-enabled connectivity to work, microinterventions, dynamism in health and well-being). We include a cross-cultural and international perspective and address issues related to diversity and inclusion in organizations. We provide suggestions on how research can proceed in the future and point to practical implications that can improve employee health and well-being.