The work life of "misfits"-employees whose important values are incongruent with the values of their organization-represents an under-researched area of the personenvironment fit literature. The unfortunate reality is that these individuals are likely to be disengaged and unproductive at work. In this manuscript, we entertain the possibility that employees can protect themselves from this situation if they engage in alternative actions that supplement the fundamental needs that go unmet from value incongruence. We integrate theorizing about the motivational role of need fulfillment and work/nonwork behaviors in order to examine whether two actions in particular-job crafting and leisure activity-can potentially mitigate the negative effects of value incongruence on employee performance. The results from our field study of employees from diverse organizations and industries suggest that both job crafting and leisure activity do indeed act as a buffer, mitigating the otherwise negative effects of value incongruence on employee engagement and job performance (with regard to both task performance and citizenship behavior).

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In the workplace, employees must choose what personal information they share with others. Employees with concealable stigmas (e.g., sexual orientation, mental illness, and certain religious beliefs) face the added pressure of having to carefully manage information about a potential social liability. Yet it remains unclear how managing a concealable stigma may influence colleagues' perceptions and reactions. Using theory about impression management and social cognition, we investigated how employees strategically manage information about their concealable stigmas and the impact of these behaviors on colleague reactions. Based on a multiple-time, multiple-source study of 196 employees, we compared 4 specific strategies for managing concealable stigmas: assimilating, decategorizing, integrating, and confirming. Consistent with our theorizing, these strategies had unique effects in how they influenced the treatment that an employee received from others. These findings have implications for research about stigmas, social cognition, and impression management, as well as for practices focused on creating diverse and supportive work environments. (PsycINFO Database Record (c) 2018 APA, all rights reserved).

Personal disclosure at work can help facilitate high-quality relationships; however, these results may depend on people's reactions to them. We suggest that reactions to a disclosure-particularly supervisor reactions-can relate to abrupt and enduring changes in perceptions of relationship quality. Drawing on theory related to relationship-defining memories [Alea N, Vick SC (2010) The first sight of love: Relationship-defining memories and marital satisfaction across adulthood. Memory 18 (7):730-742.], informational justice [Lind EA (2001) Fairness heuristic theory: Justice judgments as pivotal cognitions in organizational relations. Greenberg J, Cropanzano R, eds. Advances in Organizational Justice (Stanford University Press, Palo Alto, CA), 56-88.], and emotions [Van Kleef GA (2009) How emotions regulate social life. Current Directions Psych. Sci. 18(3):184-188.], we investigate the mechanisms through which supervisor reactions to pregnancy disclosure influence changes in employees' perceived supervisor support (PSS). The results from a longitudinal field study of over 100 pregnant working women and two experimental vignette studies suggest that the evocation of positive emotions from pregnant women at the time of the disclosure influences immediate and enduring changes in PSS.