ESM 2.0: State of the art and future potential of experience sampling methods in organizational research. Ashforth (Ed.), Role transitions in organizational life: An identity-based perspective: 258–288. Academy of Management Review, 25: 472–491. All in a day’s work: Boundaries and micro role transitions. The mindlessness of organizational behaviors. Role transitions in organizational life: An identity-based perspective. Journal of Vocational Behavior, 49: 252–276. Affective, continuance, and normative commitment to the organization: An examination of construct validity. Journal of Managerial Psychology, 29: 1064–1081. Linking pre-meeting communication to meeting effectiveness. A., Lehmann-Willenbrock, N., & Landowski, N. Allen (Eds.), The effect of employee attitudes, behavior, and well-being: 3–13. The study of interpersonal relationships: An introduction. Combined, results suggest that the polite, ritualistic, and formulaic nature of small talk is uplifting yet also distracting. Additionally, higher levels of trait-level self-monitoring mitigated negative effects of small talk on work engagement. Using multilevel path analysis, results show that small talk enhanced employees’ daily positive social emotions at work, which heightened organizational citizenship behaviors (OCB) and enhanced well-being at the end of the workday furthermore, small talk disrupted employees’ ability to cognitively engage in their work, which compromised their OCB. Given that we are the first to examine small talk as an episodic phenomenon, we also conducted a validation of our daily small talk measure with master’s students and two samples of employed adults. In a sample of employed adults, we used an experience sampling method to capture within-individual variation in small talk over a three-week period. Integrating theories of interaction rituals and microrole transitions, we explore how and why seemingly inconsequential workday conversations meaningfully impact employees’ experiences. Yet, research has suggested that small talk may have important consequences for employees. Although small talk comprises up to one-third of adults’ speech, its effects in the workplace have been largely discounted. Small talk-trivial communication not core to task completion-is normative and ubiquitous in organizations.
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