Mental fatigue can be studied by using either the time-on-task protocol or the sequential task protocol. In the time-on-task protocol, participants perform a long and effortful task and a decrease in performance in this task is generally observed over time. In the sequential task protocol, a first effortful or control task is followed by a second effortful task. The performance in the second task is generally worse after the effortful task than after the control task. The principal aim of the (...) present experiment is to examine the relationship between these two decrements in performance while concomitantly using a sequential task protocol and assessing the performance of the first effortful task as a function of time-on-task. We expect a positive correlation between these two decrements in performance. A total of 83 participants performed a 30-min fatiguing mental task or a control task followed by a time-to-exhaustion handgrip task. As expected, this protocol combining the time-on-task and sequential task protocols allowed us to observe a decrease in performance over time during the Stroop task, a worst performance in the handgrip task after the Stroop task by comparison to the control task, a positive correlation between these two effects. The decrease in performance during the Stroop task also correlated with the subjective measures of boredom and fatigue, whereas the detrimental effect observed in the handgrip task did not. Our findings suggest that the two fatigue-related phenomena share a common mechanism but are not completely equivalent. (shrink)

Although interest in the subject of human-resource marketing is growing among researchers and practitioners, there have been remarkably few studies on the effects on employees of how benevolent their organization is. This article looks at the link between the presumption of organizational benevolence and the well-being of employees at work. The results of an empirical study of 595 employees show that the presumption of organizational benevolence is positively linked to employee well-being. The effect is indirect, as it is mediated by (...) the perceived level of organizational support. The existence of a link between employee well-being and intention to quit the company is also confirmed. (shrink)