Envy is a frequent emotion in work contexts where there is strong competition for resources and the leader is the person who manages them. When employees feel envy, they are likely to use counterproductive work behaviors (CWB), but the use of these behaviors may differ depending on the organization’s ownership. The goal of this study is to develop and test a model for the moderating role of Leader Member Exchange (LMX) in the relationship between envy and CWB in public and private organizations. The study design was cross-sectional. Data were collected from 225 Spanish employees in public and private organizations and analyzed using Path Analysis techniques. Results showed that envy was positively related to CWB, and that LMX was a significant moderator in the relationship between envy and CWB in public organizations, but not in private ones. However, this relationship is positive with high LMX, but less than in subjects with low LMX. Findings provide empirical support for the hypothesized conceptual model. This study is one of the first to explore LMX as a moderator of the relationship between envy and CWB. Thus, this study adds value to previous social exchange studies on LMX by integrating emotion research into the context of an exchange-based relationship. Our findings lead to several practical implications for creating healthy organizations.

Purpose -The purpose of this paper is to examine which communication contexts -virtual or traditional interactions -is more disruptive or beneficial to the effects of intragroup conflicts on team performance. Design/methodology/approach -A laboratory experiment was conducted comparing 22 face-to-face (FTF) teams, 22 videoconference (VC) teams and 22 computer-mediated communication (CMC) teams over a month. Findings -Results showed that VC teams are the highest performing teams and CMC teams the lowest. However, when task conflict increases VC team performance diminishes at the first stage of the teamwork. FTF team performance is also improved by task conflict, but also by process conflict. After a period where team members develop teamwork experience, relationship conflict and process conflict damage more seriously team performance in CMC teams than in FTF teams. In conclusion, traditional teams and virtual teams behave in different ways, but also there are differences between VC and CMC teams.Research limitations/implications -This study concludes with a discussion of the obtained results in terms of their implications for traditional and virtual team managers, taking into account the limitations provided by the student sample used. Originality/value -The paper sheds light on the beneficial impact of task conflict and process conflict on team performance in traditional contexts in several stages of teamwork, and it provides new evidence for hopeful expectations for virtual teams. IntroductionRecently, many companies have shifted towards virtual teams or geographically distributed groups[1] working in order to enhance performance, saving costs for employees in travels and time to work (van der Kleij et al., 2005). However, virtual teams have less opportunity to engage in informal and social interaction (Ellison, 1999) and more probability to have the situational information lacks between collaborators, affecting how they process information (Durnell, 2002). The lack of these cues limits the communication process, and makes the interaction process more difficult and

Employability is an important issue in the labor context. Currently, the European Union presents employability as the path to full employment and active citizenship, and a strategy to reduce unemployment and poverty. This study develops and validates an Employability Appraisal Scale. Specifically, we propose a multidimensional employability scale that analyzes both individual indicators and personal circumstances from the Bioecological Model of Employability. The Employability Appraisal Scale (EAS) assesses personal and social dimensions of employability. It was developed and tested using data from 489 people from a very heterogeneous sample (precarious workers, professionals, prisoners, long-term unemployed, socially excluded, etc.). Results provide evidence for the multi-dimensional structure and validity of the EAS. This scale is a valid and reliable instrument to measure employability, and it provides criteria for interpreting scores. Finally, we present theoretical and practical implications of the EAS for social and labor integration, job transition, and career development. Our findings have positive implications for identifying effectiveness indicators in training programs, and they contribute to designing intervention policies to increase employability.

Past research has indicated that early task conflict can trigger subsequent relationship conflict during teamwork. The current study examines conditions that may exacerbate or attenuate this relationship. Specifically, this study examines the moderating role of process conflict and communication medium on the link between task conflict and relationship conflict over time. A longitudinal laboratory experiment was carried out comparing 22 face-to-face (FTF) groups, 22 videoconference (VC) groups, and 22 synchronous computer mediated (i.e., “chat”) communication (CMC) groups working on a complex team task over a period of 1 month. Results highlight the robust influence of early process conflict on subsequent relationship conflict as well as the effect of team communication medium on the linkage between task and relationship conflict. Task conflict at early stages of teamwork predicted relationship conflict at later stages of teamwork during FTF and VC teamwork, but not during synchronous CMC teamwork. It is concluded that “leaner” forms of communication, such as CMC, may benefit teams by helping to prevent task conflict from escalating into relationship conflict.

We examined motivation and behaviors in women’s active job search in Spain and the gender gap in this process. The current crisis in Spain and the increase in the number of unemployed people have revealed new inequalities that particularly affect women’s employability, especially the most vulnerable women. This paper addresses two exploratory studies: the first study analyzes gender differences in the active job search using a sample of 236 Spanish participants; the second study explores the heterogeneity and diversity of unemployed women in a sample of 235 Spanish women. To analyze the active job search, the respondents were invited to write open-ended responses to questions about their job search behaviors and complete some questionnaires about their motivation for their active job search. The content analysis and quantitative results showed no significant differences in motivational attributes, but there were significant gender differences in the job search behavior (e.g., geographical mobility). Moreover, the results showed heterogeneity in unemployed women by educational level and family responsibilities. The asynchronies observed in a neoliberal context reveal the reproduction of social roles, social-labor vulnerability, and a gender gap. Thus, women’s behavior is an interface between employment and family work, but not their motivations or aspirations. Our results can have positive implications for labor gender equality by identifying indicators of effectiveness in training programs for women’s job search, and it can contribute to designing intervention empowerment policies for women.