Many professional managers are driven to achieve the bottom line to secure income, honor, and standing in the workplace. Drawing on social information processing theory, we propose that supervisor bottom-line mentality in the workplace has a dysfunctional effect on organizations. Specifically, supervisor bottom-line mentality will hinder subordinates’ perception of the meaning of work, which eventuates high employee withdrawal (turnover intention and work withdrawal behavior). We also verified that amoral management weakens the negative relationship between supervisor bottom-line mentality and meaning of work in the first-stage moderated mediation model. Additionally, the strength of the indirect effects of supervisor bottom-line mentality on turnover intention and work withdrawal behavior is weaker (stronger) when supervisors’ amoral management is high (low). Our hypothesized moderated mediation model is supported by 301 data points generated by a three-stage full-time staff member. Furthermore, we put forward important theoretical and practical implications according to the research.

The basic income (BI) involves regular and unconditional cash payments to all members of a political community, without the requirement or expectation to work in return. Whereas the BI is increasingly discussed by political parties, organizational practitioners, and in other academic disciplines, the field of industrial, work, and organizational (IWO) psychology has so far remained silent on the concept. In this article, we first explain why there is a growing interest in the BI and outline potential reasons why the BI, despite its topical relevance, has not been discussed by IWO psychologists. Next, to initiate the needed discussion on the BI, we outline the most important background information on the concept, including its definition, history, financial aspects, main criticisms, and potential advantages. We further provide first answers to common questions about the BI from an IWO psychology perspective, such as “(Why) would people still work if they received a BI?” We conclude with a discussion of potential positive and negative consequences of the BI as well implications for future theory development, empirical research, and practical applications.

This study aimed to investigate the meaningfulness that Brazilian and French artists find in their work, considering the historic French cultural influence in the Brazilian creative industry. The specific objective was to cross-culturally validate a model of meaningfulness in work that was developed in French Canada and that includes five latent variables: learning and development, utility of work, quality of working relationships, autonomy, and moral correctness. The present study used a French Canadian measurement instrument that was developed for the health care and management occupations in Quebec. A total of 648 individuals, 280 in France and 368 in Brazil, provided online responses that were then analyzed using Confirmatory Factor Analysis (CFA) and Multigroup Confirmatory Factor Analysis (MGCFA). The five–factor structure of the meaningfulness in work model was found to be similar for the two samples of artists—although this model was a better fit to the data for the Brazilian creative professionals than the data for their French counterparts. The analyses showed that the two groups understand the structure of the meaningfulness factors in a similar manner (configural and metric invariance). The study also showed that conceived as a social and economic core activity, work is present in the context of the arts as well as in the traditional sectors of the economy for which the model was developed.

Both managers and the staff they supervise bring unconscious and unresolved personal issues into their relationships in the workplace. This phenomenon is called ‘transference’. Transference generally interferes with the positive working relationships that are essential to achieving organizational objectives. This article provides a conceptual framework for differentiating transference from other complex emotional interactions that can occur in the workplace as well as a set of clear action steps for how the manager can respond to transference constructively. Examples of both staff and manager transference are presented to illustrate how managers can detect and then respond effectively to transference. It is noted that managers are not psychotherapists; knowledge about transference should therefore be used with caution. It is a manager's job is to help staff to succeed with their work, not to help them resolve personal problems.

This research aims to gain a better understanding of the attachment of teachers to their workplace by identifying the areas to which they become attached and which give meaning to their work. Based on the belief that place attachment is an affective bond between a person and his or her environment (Bonnes & Secchiaroli, 1995), its aim is to identify the attachment of secondary school teachers to their workplace, which is viewed as a whole but also as a combination of specific places, and to show that the places that predict overall workplace attachment are also those that give meaning to work. A Workplace Attachment Scale was completed by 158 teachers in a secondary school in the Paris region (France). This questionnaire contained items evaluating attachment to each specific place of work and others adapted from the meaning-of-work scale evaluating the meaning given to each of these places. The results show that all the teachers were more closely attached to places that provide opportunities for informal communication than to those directly related to teaching. The main workplace attachment predictors also concern places constituting the essence of the profession and/or places where teachers can manage their organizational stress.