It is acknowledged that chronic job demands may be depleting workers’ stamina resulting in burnout conditions and ultimately causing further health problems. This relation, known as health impairment process, has recently been considered as a possible explanation for the emergence of counterproductive work behavior (CWB). The present work aims to examine the role of two personality traits (i.e., Grit and Honesty–Humility) in this process. The results, based on a sample of 208 private service sector employees, confirm the presence of a fully mediated process and show how Honesty–Humility positively moderates the relationship between job demands and exhaustion, whereas Grit has a negative effect on the relation between exhaustion and CWB. Implications for assessment procedure and hiring decisions are discussed.

The present study aims to connect more the I/O and the decision-making psychological domains, by showing how some common components across jobs interfere with decision-making and affecting performance. Two distinct constructs that can contribute to positive workplace performance have been considered: decision-making competency (DMCy) and decision environment management (DEM). Both factors are presumed to involve self-regulatory mechanisms connected to decision processes by influencing performance in relation to work environment conditions. In the framework of the job demands-resources (JD-R) model, the present study tested how such components as job demands, job resources and exhaustion can moderate decision-making processes and performance, where high resources are advantageous for decision-making processes and performance at work, while the same effect happens with low job demands and/or low exhaustion. In line with the formulated hypotheses, results confirm the relations between both the decision-making skills, performance (i.e. in-role and extra-role) and moderators considered. In particular, employees with low levels of DMCy show to be more sensitive to job demands toward in-role performance, whereas high DEM levels increase the sensitivity of employees toward job resources and exhaustion in relation to extra-role performance. These findings indicate that decision-making processes, as well as work environment conditions, are jointly related to employee functioning.

Purpose: – The purpose of this paper is to investigate how dimensions related to teamwork and team climate can influence decision making and learning of teams (performance). In order to understand which factors are more effective, several relevant group and team characteristics drawn from classical literature on groups and more recent empirical team simulation research have been considered.Design/methodology/approach: – The paper presents the results of a longitudinal study carried out during four months. A total of 183 Italian participants, divided into 50 teams of three (n=24), four (n=19) and five (n=7) members, have been involved in a business game developed by several European savings banks and simulating a real stock market environment. The aim of each team is not only to earn virtual money, but also learning long-term strategies to develop profitable investments without losing sight of economic factors.Findings: – Based on literature review, the authors tested three group levels (intragroup relations level, self-member level and group-design level) by making three hypotheses concerning the teams involved in the simulation and investigated the communication and innovation (CI) dimension from the Italian version of the team climate inventory (TCI) by Ragazzoniet al.A correlation between team performance and CI was found (r=0.301p=0.048), which is in line with the hypothesis that such factors as communication and support for innovation can affect the decision-making performance.Originality/value: – The results presented in the paper let practitioners understand which dynamics characterize teamwork activities and how such aspects as communication and support for innovation can lead to group learning and decision-making performance. The simulation used in this research is an empirical way to study team performance and group learning without other noise variables.