Browsing by Author "Molina, Agustin"

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    Mindful Emotion Regulation, Savouring and Proactive Behaviour: The Role of Supervisor Justice
    (2020) Molina, Agustin; O'Shea, Deirdre
    The global financial crisis and recession-prompted budget cuts represent significant challenges to public sector organisations, limiting their ability to make changes to job design and increasing job demands. In such environments, primary interventions targeted at changing the job or the work are not always viable. In this research, we examine the effectiveness of a mindful emotion regulation (MER) intervention versus a "control" savouring nature (SN) intervention in terms of facilitating the investment of work engagement into proactive behaviours. We also examine how the job resource of supervisor justice impacts these relationships. We collected data from an Irish public sector organisation using a cluster randomised controlled trial design. The final sample comprised 108 participants (MER = 74; SN = 34). Results highlight the valuable role that job resources play as boundary conditions of psychological-based interventions since the success of MER and SN depended on the participants' perceptions of supervisor justice. When supervisor justice was high, a restorative SN exercise was effective in promoting proactive behaviours. When supervisor justice was low, a more complex cognitive and emotional exercise in the form of MER was required. We explain these results and consider their implications for future research.
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    Mindfulness for the Mindful? Examining How Trait Mindfulness Impacts Daily Energetic Wellbeing and Cognitive Resources
    (2024) Molina, Agustin; O'Shea, Deirdre E.; Michel, Alexandra; Gonzalez-Morales, M. Gloria; Steidle, Anna; Hoppe, Annekatrin
    Drawing on theories of trait activation and mindfulness-to-meaning, we investigate the ways in which trait mindfulness has its effects on daily outcomes. We propose that trait mindfulness operates via the mechanism of affect and is associated with higher daily positive affect, which is in turn related to better daily energetic wellbeing (higher vigor, lower fatigue) and cognitive resources (higher concentration, lower rumination). Additionally, we evaluated the moderating effect of a low-dose daily mindfulness intervention in the workplace compared to an active control on these relationships. We draw on data from employees in a large Irish public sector organization to test our hypotheses (1242 daily observations nested in 186 participants; nAC = 54, nMF = 132). Our findings highlight positive affect as a daily mechanism through which trait mindfulness impacts daily vigor, fatigue, concentration, and rumination. In addition, the intervention moderated the indirect effects from trait mindfulness to these outcomes via positive affect, such that trait mindfulness had a stronger effect on these outcomes when individuals also engaged in a low-dose daily mindfulness intervention. This suggests a 'rich get richer' explanation for the relationship between trait mindfulness and low dose mindfulness interventions, indicating that such interventions may work as prompts to activate the trait for those with already developed mindfulness skills. Thus, our research challenges the notion of apriori need diagnosis when daily workplace mindfulness interventions are low in dosage and contributes to our current understanding of how mindfulness is beneficial in workplace settings.
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    Reciprocity of trust between managers and team members
    (2020) Martinez-Tur, Vicente; Molina, Agustin; Moliner, Carolina; Gracia, Esther; Andreu, Luisa; Bigne, Enrique; Luque, Oto
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    Team Justice as a Consequence of Demographic Faultlines: Climate Level and Strength
    (2024) Molina, Agustin; Valls, Victor; Martinez-Tur, Vicente; Cropanzano, Russell
    Team justice climate refers to group-level perceptions of fairness that teammates display toward one another. Despite its potential to promote performance, available empirical evidence is inconsistent and has remained in conceptual isolation from research on organizational climate and team-based models for analyzing group effectiveness. Hence, important questions have languished without an answer. First, organizational climate research suggests that climate strength, the extent to which team members share consensus as to their treatment, could moderate the effect of climate level, at least in some circumstances. If this is so, prior team justice research is misleading, given that climate strength has yet to be taken into account. Therefore, we examine whether the level (or amount) of team justice will have a greater effect on team performance to the extent that the climate is also strong. Second, despite the relevance of team inputs to better understand team processes, very little is known about the antecedents of team justice climate level and strength. This could be problematic as research on team effectiveness suggests that team faultlines, hypothetical dividing lines that may split a team into homogenous subgroups, can alter group processes and performance. Based on this research, we argue that demographic faultlines predict not only the climate level of team justice but also its strength. Two independent studies with teams from the healthcare industry showed that faultlines reduce the strength, but not the level, of team justice climate. These faultlines, in turn, lower the extent to which climate level translates into effective performance.