As a novel thinking approach to human resource management, employee experience (EX) has become a critical strategic focus in fundamentally reframing the employment relationship. However, the construct definition and measures of EX have not been adequately addressed in the existing literature. Based on self-determination theory, this study provides a conceptual foundation for EX and emphasizes its conceptual uniqueness. Furthermore, through two phases (six studies) of the scale development procedure, we developed and validated a 20-item EX scale (EXS). Specifically, we first identified five dimensions of EX through three qualitative studies (Phase 1): work-related, interpersonal harmony, organizational management, professional development, and remuneration package. Subsequently, we validated the reliability, convergent and discriminant validity, predictive and incremental validity, and measurement invariance of the EXS through three quantitative studies (Phase 2). Our findings suggest that EX is related to similar constructs (job satisfaction, employee engagement, and workplace well-being) yet possesses unique characteristics and can significantly influence employees’ work-related consequences (turnover intention and organizational identification). Finally, the theoretical and practical implications, limitations, and future directions of this study are discussed.

As a typical stressor undermining employee well-being, unpaid overtime is prevalent in workplaces with weak labor protections. However, the practical tactics that employees adopt to cope with such illegitimate requirements remain under-explored in the existing literature. Focusing on the Chinese labor context, this study examines a nascent yet neglected impression management tactic: employees’ participation in performative work efforts during unpaid overtime, which we term Formalistic Overtime Behavior (FOB). This study integrates the literature on stress coping and impression management, establishes the conceptual foundation for the study of FOB and highlights its uniqueness. Through five studies involving six samples (N = 1451 Chinese adult full-time white-collar employees), we developed and validated a six-item FOB scale and preliminarily established its nomological network. Findings suggest that FOB is related to similar constructs (work withdrawal, workplace cheating, cyberloafing, facades of conformity, and surface acting) yet demonstrates unique characteristics. Moreover, illegitimate unpaid overtime exacerbates employees’ negative emotions and thus leads to FOB, especially under conditions of higher extra effort from colleagues. Further, FOB induces off-duty work-life conflict among employees, thus undermining positive affective work prospection on the next day. This study highlights the importance of FOB as a strategic coping approach with stress in unethical work contexts and its potential detrimental consequences for employees, thus providing insights for organizations to mitigate exploitative practices and promote ethical labor policies. Finally, theoretical and practical implications, limitations, and directions for future research are discussed.