Purpose: No systematic review has previously been dedicated to comprehensively investigate predictors of well-being and ill-being in working contexts. Empirical studies have vastly associated well-being as the result of autonomous motivation and basic psychological needs satisfaction, while frustration results in ill-being. The purpose of this study is to integrate the variables identified in empirical studies associated with the occurrence of the phenomena, individual/organizational features and consequences associated with workers' well-being/ill-being.Design/methodology/approach: This systematic review includes 44 empirical studies published up to February 2021. Findings are summarized based on quantitative analysis of the evidence.Findings: Results reinforce the role of self-determined motivation and needs satisfaction in promoting well-being, while amotivation and needs frustration led to ill-being. Besides, they indicate that ill-being can both lead to negative consequences and diminish positive work outcomes. Findings also revealed that: integrated motivation does not seem to be empirically distinct from intrinsic and identified motivation in promoting well-being; introjected motivated behaviors may be less harmful to psychological health than externally oriented ones; the relationship between external motivation and well-being/ill-being requires prospective investigations; and amotivation seems to have a detrimental effect in workers' psychological health.Practical implications: Results provide practical information for HRM practitioners to design work environments and practices that promote employees' psychological health.Originality/value: An unprecedented framework that aggregates empirical findings regarding the antecedents, predictors and consequences of ill-being/well-being in working contexts is presented.

This study aims to understand the effect of pay for individual performance (PFIP) on employees’ intrinsic motivation. Although several studies have analyzed this relationship, until now, the role of satisfaction with variable rewards has not been considered. It was hypothesized that employees who are satisfied with variable rewards would find in PFIP a source of feedback that would contribute to the satisfaction of their basic psychological needs. An empirical study was conducted with 184 professionals working in human resource consulting firms. Data were collected using an online survey, and the PROCESS macro for SPSS was used to analyze the proposed hypotheses. The results indicate that, in this context, PFIP has a direct positive effect on intrinsic motivation. It also has an indirect positive effect, which is partially and sequentially mediated by satisfaction with variable rewards and satisfaction of basic psychological needs. Employers should emphasize the informational nature of rewards, and also seek alignment between the objectives of the compensation system and employee expectations and values. The present findings broaden our understanding of how a PFIP system influences a sustainable intrinsic motivation.

This paper explores the effect diversity and conflict management have on the relationship between teamwork and organizational performance in small technology-based firms. The study of the relationship between these variables has involved quantitative research, with the results of the survey on 107 small Brazilian high-tech firms showing that diversity and conflict management positively moderate the relationship between teamwork and organizational performance. This means that higher levels of diversity and conflict management lead to better organizational performance. At the same time, our findings indicate that conflict management is important regardless of the level of diversity within teams. This research sheds new light on the factors for rendering teamwork more effective in this specific context.

Contexto: Equipes de trabalho do Departamento de Recursos Humanos e Financeiro de uma grande empresa de bens de consumo se reorganizaram para adaptar-se ao trabalho remoto compulsório imposto pela pandemia da Covid-19. Por meio de encontros online diários, eles interagiram, aprenderam a lidar com um novo cenário, perceberam dificuldades e encontraram oportunidades. Agora, eles enfrentam a incerteza sobre em que medida essa organização do trabalho será mantida em médio e longo prazo. Objetivos de ensino: Analisar as características das equipes de trabalho, refletir sobre os fatores que facilitaram e dificultaram o desempenho das equipes virtuais, e avaliar os desafios enfrentados pelas equipes virtuais. O caso gera a reflexão sobre o trabalho em equipe presencial e virtual, bem como sobre as barreiras, facilitadores e desafios para a implantação do trabalho remoto, permitindo fomentar competências e habilidades de reconhecimento, definição e resolução de problemas, pensamento estratégico e proposições de modificações na organização do trabalho. Por evidenciar contextos e opiniões diversos, por vezes contraditórios, requer cuidadosos encaminhamentos. Fonte de dados: O caso é baseado em dados reais obtidos por meio de questionário eletrônico enviado aos colaboradores em junho de 2020. O nome da empresa foi mantido em sigilo. Apesar de os discursos serem verdadeiros, os personagens e sua interação são fictícios. Aplicação: O seu uso enquanto instrumento didático alinha-se a disciplinas relacionadas com a Gestão de Pessoas, Comportamento Organizacional e Desenvolvimento de Equipes, presentes em cursos de pós-graduação. As Notas de Ensino estabelecem objetivos educacionais, utilização do caso, plano de aula e questões para discussão em sala de aula. Palavras-chave: caso de ensino; trabalho em equipe; equipes virtuais; comportamento organizacional; Covid-19

Contexto: Uma cidade se torna inteligente na medida em que, em favor dos cidadãos, incorpora tecnologias digitais. Essa transformação implica em um significativo aumento no uso e na dependência de tecnologias da informação e comunicação (TICs), como internet das coisas, inteligência artificial, big data e algoritmos, cada vez mais, questionadas quanto ao seu impacto social. Dentre as diversas ameaças associadas à sociedade da informação, este artigo se propõe a explorar a desinformação e sua relação com o desenvolvimento de cidades inteligentes. Objetivo: Para tal, busca responder as seguintes perguntas: Cidades inteligentes são imunes à desinformação? Como se preparar para este cenário paradoxal, onde as TICs parecem fomentar, tanto a inteligência, quanto a desinformação? Resultados: A partir do conceito de cidades inteligentes, dos seus elementos constitutivos e de estudos sobre a proliferação de notícias falsas, percebe-se que a desinformação afeta dois pilares fundamentais das cidades inteligentes, que são pessoas inteligentes e a democracia. Nesse contexto, pensamento crítico, ética digital e alfabetização em mídias digitais integram um conjunto de atitudes e habilidades essenciais para o desenvolvimento de cidades inteligentes mais sustentáveis.

Purpose: This research aims to test the role of the informational effect (IE) on the relationship between pay for individual performance (PFIP) and intrinsic motivation (IM). Special attention is also given to how the supervisor’s positive (PF) and negative feedback (NF) influence workers' perceptions of the informational content of PFIP.Design/methodology/approach: We used a two-wave online survey among workers covered by a PFIP system and collected a total of 472 answers. To test our hypotheses, we adopted SPSS PROCESS macro Model 9.Findings: The results suggest that IE fully mediates the positive impact of PFIP on IM, with this effect diminishing in the presence of NF, while PF shows no significant influence.Practical implications: Organizations should invest in the development of mechanisms to mitigate perceptions of rewards as behaviour control mechanisms. Instead, PFIP should be perceived as a means to gain valuable insights into performance.Originality/value: By using a research design allowing external validity in opposition to the widely used experimental one, we contribute to the debate about the relationship between extrinsic rewards and IM. Theoretical and practical implications in the workplace are also discussed.