Pub Date : 2020-03-31DOI: 10.1080/02678373.2020.1743790
Elisa Clauss, A. Hoppe, Vivian Schachler, Deirdre O’Shea
ABSTRACT Psychological detachment from work is crucial for employees to replenish resources and maintain well-being. In this study, we tested the stressor detachment model (Sonnentag & Fritz, 2015. Recovery from job stress: The stressor-detachment model as an integrative framework. Journal of Organizational Behavior, 36(S1), S72–S103. https://doi.org/10.1002/job.1924) by examining the mediation of psychological detachment between workload and emotional exhaustion. Furthermore, we investigated work engagement and occupational self-efficacy as moderators in the stressor-detachment model Our study comprised a 3-wave lagged design with 257 participants with flexible working hours. The results show that psychological detachment mediated the workload-exhaustion relationship and that work engagement buffered the negative effect of workload on psychological detachment. We found no moderated mediation for occupational self-efficacy; however, occupational self-efficacy significantly predicted psychological detachment. Our findings suggest that research should conceive a broader stressor-detachment model that considers different paths (i.e. moderators, mediators, and predictors). Moreover, organisations should support engagement and resource replenishment to ensure detachment from work.
{"title":"Occupational self-efficacy and work engagement as moderators in the stressor-detachment model","authors":"Elisa Clauss, A. Hoppe, Vivian Schachler, Deirdre O’Shea","doi":"10.1080/02678373.2020.1743790","DOIUrl":"https://doi.org/10.1080/02678373.2020.1743790","url":null,"abstract":"ABSTRACT Psychological detachment from work is crucial for employees to replenish resources and maintain well-being. In this study, we tested the stressor detachment model (Sonnentag & Fritz, 2015. Recovery from job stress: The stressor-detachment model as an integrative framework. Journal of Organizational Behavior, 36(S1), S72–S103. https://doi.org/10.1002/job.1924) by examining the mediation of psychological detachment between workload and emotional exhaustion. Furthermore, we investigated work engagement and occupational self-efficacy as moderators in the stressor-detachment model Our study comprised a 3-wave lagged design with 257 participants with flexible working hours. The results show that psychological detachment mediated the workload-exhaustion relationship and that work engagement buffered the negative effect of workload on psychological detachment. We found no moderated mediation for occupational self-efficacy; however, occupational self-efficacy significantly predicted psychological detachment. Our findings suggest that research should conceive a broader stressor-detachment model that considers different paths (i.e. moderators, mediators, and predictors). Moreover, organisations should support engagement and resource replenishment to ensure detachment from work.","PeriodicalId":48199,"journal":{"name":"Work and Stress","volume":null,"pages":null},"PeriodicalIF":6.1,"publicationDate":"2020-03-31","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1080/02678373.2020.1743790","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42914915","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"心理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2020-03-20DOI: 10.1080/02678373.2020.1743791
Chloe A Wilson, T. Britt
ABSTRACT The present study examined how occupational calling affects the relationships between challenge and hindrance stressors, work motivation, and mental health symptoms. Individuals experience the presence of calling as a result of a transcendent summons (i.e. feeling called to a particular line of work), being engaged in purposeful work, or having a prosocial orientation to work as giving back to others. Employees with a higher calling orientation were expected to experience enhanced reactions to both challenge and hindrance stressors. A prospective design was utilised, as the three subscales of calling and challenge and hindrance stressors were assessed at Time 1 and engagement and mental health symptoms were assessed three months later at Time 2. Results indicated that the relationships between hindrance stressors and mental health symptoms were magnified when participants reported higher levels of all three subscales of occupational calling, whereas calling did not influence the relationship between challenge stressors and the outcomes. The present study builds on recent research showing that although calling is related to numerous positive outcomes, negative effects may also occur. The results of the present study hold potential for interventions to minimize the negative outcomes that can result from possessing an occupational calling.
{"title":"Living to work: The role of occupational calling in response to challenge and hindrance stressors","authors":"Chloe A Wilson, T. Britt","doi":"10.1080/02678373.2020.1743791","DOIUrl":"https://doi.org/10.1080/02678373.2020.1743791","url":null,"abstract":"ABSTRACT The present study examined how occupational calling affects the relationships between challenge and hindrance stressors, work motivation, and mental health symptoms. Individuals experience the presence of calling as a result of a transcendent summons (i.e. feeling called to a particular line of work), being engaged in purposeful work, or having a prosocial orientation to work as giving back to others. Employees with a higher calling orientation were expected to experience enhanced reactions to both challenge and hindrance stressors. A prospective design was utilised, as the three subscales of calling and challenge and hindrance stressors were assessed at Time 1 and engagement and mental health symptoms were assessed three months later at Time 2. Results indicated that the relationships between hindrance stressors and mental health symptoms were magnified when participants reported higher levels of all three subscales of occupational calling, whereas calling did not influence the relationship between challenge stressors and the outcomes. The present study builds on recent research showing that although calling is related to numerous positive outcomes, negative effects may also occur. The results of the present study hold potential for interventions to minimize the negative outcomes that can result from possessing an occupational calling.","PeriodicalId":48199,"journal":{"name":"Work and Stress","volume":null,"pages":null},"PeriodicalIF":6.1,"publicationDate":"2020-03-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1080/02678373.2020.1743791","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48954878","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"心理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2020-03-09DOI: 10.1080/02678373.2020.1735569
C. Balducci, G. Alessandri, S. Zaniboni, L. Avanzi, Laura Borgogni, F. Fraccaroli
ABSTRACT By drawing on effort-recovery theory, we conducted two studies to explore the short-term process through which workaholism may affect health and to assess the implications of such a process for job performance. In Study 1 we hypothesised that workaholic tendencies would affect daily workload and that daily workload would mediate the relationship between workaholic tendencies and daily emotional exhaustion. Data were provided by 102 workers consisting mostly of entrepreneurs, managers and self-employed individuals, who were followed for ten consecutive working days. Multilevel structural equation modelling, controlling for the general level of workload, neuroticism and conscientiousness, supported the hypotheses. Building on the results of Study 1, in Study 2 we hypothesised that workaholism would lead in the long run to a decline in job performance. Study 2 considered 519 employees of a large organisation and focused on their supervisors’ performance ratings in two successive years. Workaholism was used to predict change in work performance. Work engagement was included in the model as a concurrent predictor of work performance. Contrary to what was hypothesised, workaholism did not affect performance; only work engagement did so, and in a positive way. The implications of the obtained results for further research on workaholism are discussed.
{"title":"The impact of workaholism on day-level workload and emotional exhaustion, and on longer-term job performance","authors":"C. Balducci, G. Alessandri, S. Zaniboni, L. Avanzi, Laura Borgogni, F. Fraccaroli","doi":"10.1080/02678373.2020.1735569","DOIUrl":"https://doi.org/10.1080/02678373.2020.1735569","url":null,"abstract":"ABSTRACT By drawing on effort-recovery theory, we conducted two studies to explore the short-term process through which workaholism may affect health and to assess the implications of such a process for job performance. In Study 1 we hypothesised that workaholic tendencies would affect daily workload and that daily workload would mediate the relationship between workaholic tendencies and daily emotional exhaustion. Data were provided by 102 workers consisting mostly of entrepreneurs, managers and self-employed individuals, who were followed for ten consecutive working days. Multilevel structural equation modelling, controlling for the general level of workload, neuroticism and conscientiousness, supported the hypotheses. Building on the results of Study 1, in Study 2 we hypothesised that workaholism would lead in the long run to a decline in job performance. Study 2 considered 519 employees of a large organisation and focused on their supervisors’ performance ratings in two successive years. Workaholism was used to predict change in work performance. Work engagement was included in the model as a concurrent predictor of work performance. Contrary to what was hypothesised, workaholism did not affect performance; only work engagement did so, and in a positive way. The implications of the obtained results for further research on workaholism are discussed.","PeriodicalId":48199,"journal":{"name":"Work and Stress","volume":null,"pages":null},"PeriodicalIF":6.1,"publicationDate":"2020-03-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1080/02678373.2020.1735569","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43028711","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"心理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2020-02-24DOI: 10.1080/02678373.2020.1728420
C. Dietz, H. Zacher, Tabea Scheel, Kathleen Otto, T. Rigotti
ABSTRACT There is a broad consensus that associations exist between leadership behaviour and employee health. However, much less is known about potential mediating processes underlying links between specific leader behaviours, for instance presenteeism (i.e. working while being ill), and indicators of employee health, such as sick leave. Integrating theories of social information processing, social learning, and the allostatic load hypothesis, we propose that employee presenteeism mediates the positive association between leader presenteeism and employee sick leave. This hypothesis was tested with a multilevel mediation model using three-wave longitudinal data from 74 leaders and their 412 team members across a time period of 22 months. As hypothesised, leader presenteeism had a positive effect on employee presenteeism which, in turn, had a positive effect on employee sick leave, controlling for baseline measures of employee presenteeism and sick leave, as well as employee general health status, shared workload and job autonomy, and demographic characteristics. Additionally, leader presenteeism had a positive indirect effect on employee sick leave through employee presenteeism. These results contribute to the occupational health psychology literature by suggesting that leader health-related behaviour can have consequences for employee health-related behaviour and employee health.
{"title":"Leaders as role models: Effects of leader presenteeism on employee presenteeism and sick leave","authors":"C. Dietz, H. Zacher, Tabea Scheel, Kathleen Otto, T. Rigotti","doi":"10.1080/02678373.2020.1728420","DOIUrl":"https://doi.org/10.1080/02678373.2020.1728420","url":null,"abstract":"ABSTRACT There is a broad consensus that associations exist between leadership behaviour and employee health. However, much less is known about potential mediating processes underlying links between specific leader behaviours, for instance presenteeism (i.e. working while being ill), and indicators of employee health, such as sick leave. Integrating theories of social information processing, social learning, and the allostatic load hypothesis, we propose that employee presenteeism mediates the positive association between leader presenteeism and employee sick leave. This hypothesis was tested with a multilevel mediation model using three-wave longitudinal data from 74 leaders and their 412 team members across a time period of 22 months. As hypothesised, leader presenteeism had a positive effect on employee presenteeism which, in turn, had a positive effect on employee sick leave, controlling for baseline measures of employee presenteeism and sick leave, as well as employee general health status, shared workload and job autonomy, and demographic characteristics. Additionally, leader presenteeism had a positive indirect effect on employee sick leave through employee presenteeism. These results contribute to the occupational health psychology literature by suggesting that leader health-related behaviour can have consequences for employee health-related behaviour and employee health.","PeriodicalId":48199,"journal":{"name":"Work and Stress","volume":null,"pages":null},"PeriodicalIF":6.1,"publicationDate":"2020-02-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1080/02678373.2020.1728420","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43462524","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"心理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2020-02-24DOI: 10.1080/02678373.2020.1730481
K. Nielsen, J. Dawson, H. Hasson, U. V. T. Schwarz
ABSTRACT Organisational changes do not always achieve their intended outcomes and have been found to have negative consequences on employee wellbeing. It has been argued that this is because change processes need to support employees adopting the change. In the present study, we study an organisational change aimed to improve employee capacity to provide eHealth services. To support the change, employees were appointed change agents and trained in running seminars to facilitate the change. Using Person-Job fit as our theoretical framework, we proposed that change agents who perceived they possess the necessary competencies to deal with the change agent role (Person-Role fit) would feel more efficacious in this role and be more satisfied with their jobs post-change. We suggested that role-specific self-efficacy mediated the relationship between person-role fit and job satisfaction and that the most dissatisfied pre-change would perceive the greatest improvements in job satisfaction. Using a paired t-test, repeated measures analyses and mixed methods mediation testing, we found that change agents (N = 110) reported increased job satisfaction post-change. Change agents who were dissatisfied with their jobs pre-change, but perceived a good fit to the change agent role, reported the greatest improvements in job satisfaction. No significant results were found for self-efficacy.
{"title":"What about me? The impact of employee change agents’ person-role fit on their job satisfaction during organisational change","authors":"K. Nielsen, J. Dawson, H. Hasson, U. V. T. Schwarz","doi":"10.1080/02678373.2020.1730481","DOIUrl":"https://doi.org/10.1080/02678373.2020.1730481","url":null,"abstract":"ABSTRACT Organisational changes do not always achieve their intended outcomes and have been found to have negative consequences on employee wellbeing. It has been argued that this is because change processes need to support employees adopting the change. In the present study, we study an organisational change aimed to improve employee capacity to provide eHealth services. To support the change, employees were appointed change agents and trained in running seminars to facilitate the change. Using Person-Job fit as our theoretical framework, we proposed that change agents who perceived they possess the necessary competencies to deal with the change agent role (Person-Role fit) would feel more efficacious in this role and be more satisfied with their jobs post-change. We suggested that role-specific self-efficacy mediated the relationship between person-role fit and job satisfaction and that the most dissatisfied pre-change would perceive the greatest improvements in job satisfaction. Using a paired t-test, repeated measures analyses and mixed methods mediation testing, we found that change agents (N = 110) reported increased job satisfaction post-change. Change agents who were dissatisfied with their jobs pre-change, but perceived a good fit to the change agent role, reported the greatest improvements in job satisfaction. No significant results were found for self-efficacy.","PeriodicalId":48199,"journal":{"name":"Work and Stress","volume":null,"pages":null},"PeriodicalIF":6.1,"publicationDate":"2020-02-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1080/02678373.2020.1730481","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47626248","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"心理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2020-02-14DOI: 10.1080/02678373.2020.1719553
Iris Blotenberg, A. Richter
ABSTRACT Organisations are subject to ongoing changes. These changes offer opportunities but they can also increase the uncertainty about the future of jobs. Although there is a large body of literature on job insecurity, most studies focus on the worry of losing the job while another important stressor, namely the worry of losing valued job features, received less attention. The key contribution of this validation study is the development and psychometric analysis of the Qualitative Job Insecurity Measure (QJIM) that tries to account for the shortcomings of existing qualitative job insecurity scales. It is a quick but still comprehensive measurement of a highly prevalent but understudied phenomenon that directly influences organisational and employee well-being. The psychometric results show the confirmation of the scale’s one-dimensional structure via EFA and CFA, good reliability estimates and the demonstration of the scale's predictive validity regarding job satisfaction and disinclination to work. From a research perspective, QJIM can be used to gain insights into how and when changes negatively affect employees and to identify preventive or corrective measures. From an organisational perspective, QJIM is useful to recognise job features that employees value, to carefully plan changes and to actively increase employee well-being.
{"title":"Validation of the QJIM: A measure of qualitative job insecurity","authors":"Iris Blotenberg, A. Richter","doi":"10.1080/02678373.2020.1719553","DOIUrl":"https://doi.org/10.1080/02678373.2020.1719553","url":null,"abstract":"ABSTRACT Organisations are subject to ongoing changes. These changes offer opportunities but they can also increase the uncertainty about the future of jobs. Although there is a large body of literature on job insecurity, most studies focus on the worry of losing the job while another important stressor, namely the worry of losing valued job features, received less attention. The key contribution of this validation study is the development and psychometric analysis of the Qualitative Job Insecurity Measure (QJIM) that tries to account for the shortcomings of existing qualitative job insecurity scales. It is a quick but still comprehensive measurement of a highly prevalent but understudied phenomenon that directly influences organisational and employee well-being. The psychometric results show the confirmation of the scale’s one-dimensional structure via EFA and CFA, good reliability estimates and the demonstration of the scale's predictive validity regarding job satisfaction and disinclination to work. From a research perspective, QJIM can be used to gain insights into how and when changes negatively affect employees and to identify preventive or corrective measures. From an organisational perspective, QJIM is useful to recognise job features that employees value, to carefully plan changes and to actively increase employee well-being.","PeriodicalId":48199,"journal":{"name":"Work and Stress","volume":null,"pages":null},"PeriodicalIF":6.1,"publicationDate":"2020-02-14","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1080/02678373.2020.1719553","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43681086","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"心理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2020-01-27DOI: 10.1080/02678373.2020.1719554
Mats Glambek, S. Einarsen, G. Notelaers
ABSTRACT Research and theory on deviance in work groups suggest that non-prototypical members risk devaluation and mistreatment by their peers. Drawing on the self-categorisation theory, we propose and test a contextual model to explain workplace bullying from a target perspective, using non-prototypicality as a predictor and social identification and anti-bullying norms at the work group level as two- and three-way cross-level moderators. Multilevel modelling and a sample of employees from the university sector in the Low Lands (n = 572) was employed. In line with our first hypothesis, we found that risk of exposure to workplace bullying is particularly high for non-prototypical work group members. We also hypothesised that work group social identification would facilitate bullying of non-prototypical members, while anti-bullying norms would buffer it. Results showed, however, that both conditions acted as buffering moderators on the main association. Lastly, the combination of the two also entailed a cross-level three-way interaction effect, showing that non-prototypicality is associated with bullying only in work groups characterised by low levels on both moderators. These novel and partly unexpected results demonstrate the relevance and significance of group level explanations for workplace bullying, holding significant implications for scholars and practitioners.
{"title":"Workplace bullying as predicted by non-prototypicality, group identification and norms: a self-categorisation perspective","authors":"Mats Glambek, S. Einarsen, G. Notelaers","doi":"10.1080/02678373.2020.1719554","DOIUrl":"https://doi.org/10.1080/02678373.2020.1719554","url":null,"abstract":"ABSTRACT Research and theory on deviance in work groups suggest that non-prototypical members risk devaluation and mistreatment by their peers. Drawing on the self-categorisation theory, we propose and test a contextual model to explain workplace bullying from a target perspective, using non-prototypicality as a predictor and social identification and anti-bullying norms at the work group level as two- and three-way cross-level moderators. Multilevel modelling and a sample of employees from the university sector in the Low Lands (n = 572) was employed. In line with our first hypothesis, we found that risk of exposure to workplace bullying is particularly high for non-prototypical work group members. We also hypothesised that work group social identification would facilitate bullying of non-prototypical members, while anti-bullying norms would buffer it. Results showed, however, that both conditions acted as buffering moderators on the main association. Lastly, the combination of the two also entailed a cross-level three-way interaction effect, showing that non-prototypicality is associated with bullying only in work groups characterised by low levels on both moderators. These novel and partly unexpected results demonstrate the relevance and significance of group level explanations for workplace bullying, holding significant implications for scholars and practitioners.","PeriodicalId":48199,"journal":{"name":"Work and Stress","volume":null,"pages":null},"PeriodicalIF":6.1,"publicationDate":"2020-01-27","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1080/02678373.2020.1719554","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41560434","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"心理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2020-01-02DOI: 10.1080/02678373.2020.1719555
Christine Ipsen, M. Karanika-Murray, Giulia Nardelli
Mental health is the “foundation of wellbeing and effective functioning for both the individual and the community” [read: team or organisation] (WHO, 2005) and is central to human behaviour across all domains, including the workplace. Organisational performance is a compound concept that reflects the function and outputs of an organisation, from its profitability and productivity to its competitive advantage. By definition, an organisation’s output depends on how effectively it functions, including how effectively its people, or human capital, functions (Neely, 2005). This means that mental health and organisational performance are inherently interconnected (Peccei & Van de Voorde, 2016). There is a widespread understanding that “good health is good for business” and that health and wellbeing play a role in both individual performance and broader organisational performance, and vice versa (Guest, 2018; Pfeffer, 2019). We see persuasive calls for research and theory into how wellbeing aligns with organisational performance and for integrating both concerns into human resources management (HRM) practices. However, organisations and managers still tend to think of mental health and organisational performance as disconnected (Van De Voorde, Paauwe, & Van Veldhoven, 2012). While businesses and governments treat organisational performance as an established priority, they give lower priority to mental health and address it in an ad hoc manner (Hasle, Seim, & Refslund, 2019; Jensen, 2000). Overall, theory recognises mental health and organisational performance goals as connected, but practice disjoints them, and businesses and governments tend to prioritise organisational performance at the expense of mental health. This editorial aims to articulate the increasingly relevant issue of the interconnection between mental health and organisational performance, to discuss the possible forces behind it, and to incentivise the reader to explore potential solutions to it. The core proposition of our editorial is that organisations have the power and responsibility to enable inherently healthy workplaces by supporting mental health and organisational performance in tandem, instead of in a disjointed manner. Why mental health and organisational performance are often considered separately. As such, presenteeism includes both the employees’ reaction of going to work sick instead of staying at home to recover and the managers’ actions to balance employees’ mental or physical health with their performance (work tasks, deadlines, demands, et cetera). Regrettably, when mental health is in focus, the tendency is for “band-aid,” individual-focused wellness solutions (exercise, diet, et cetera) rather than for fundamental changes in work conditions such as job design or organisational-level interventions (Lamontagne, Keegel, Louie, Ostry, & Landsbergis, 2007). For example, sickness presenteeism has been recently described as an individual act that aims to balance the limit
心理健康是“个人和社区幸福和有效运作的基础”[阅读:团队或组织](世卫组织，2005年)，是包括工作场所在内的所有领域人类行为的核心。组织绩效是一个复合概念，反映了一个组织的功能和产出，从盈利能力和生产力到竞争优势。根据定义，组织的产出取决于其运作的有效性，包括其人员或人力资本运作的有效性(Neely, 2005)。这意味着心理健康和组织绩效内在地相互关联(Peccei & Van de Voorde, 2016)。人们普遍认为，“良好的健康对企业有利”，健康和福祉在个人绩效和更广泛的组织绩效中都发挥着作用，反之亦然(Guest, 2018;菲,2019)。我们看到有说服力的呼吁，要求对幸福感与组织绩效之间的关系进行研究和建立理论，并将这两个问题整合到人力资源管理(HRM)实践中。然而，组织和管理者仍然倾向于认为心理健康和组织绩效是不相关的(Van De Voorde, Paauwe， & Van Veldhoven, 2012)。虽然企业和政府将组织绩效视为既定的优先事项，但他们对心理健康的重视程度较低，并以一种临时的方式解决心理健康问题(Hasle, Seim， & Refslund, 2019;詹森,2000)。总的来说，理论承认心理健康和组织绩效目标是有联系的，但实践将它们分开了，企业和政府倾向于以牺牲心理健康为代价优先考虑组织绩效。这篇社论的目的是阐明心理健康和组织绩效之间的相互联系这一日益相关的问题，讨论其背后可能的力量，并激励读者探索潜在的解决方案。我们社论的核心主张是，组织有权力和责任通过支持心理健康和组织绩效相结合，而不是以一种脱节的方式，来实现内在健康的工作场所。为什么心理健康和组织绩效经常被分开考虑。因此，出勤主义既包括员工带病上班而不是在家休养的反应，也包括管理者平衡员工精神或身体健康与绩效(工作任务、截止日期、需求等)的行动。遗憾的是，当关注心理健康时，倾向于“创可贴”，以个人为中心的健康解决方案(锻炼，饮食等)，而不是工作条件的根本改变，如工作设计或组织层面的干预(Lamontagne, Keegel, Louie, Ostry， & Landsbergis, 2007)。例如，病假出勤最近被描述为一种个人行为，旨在平衡健康状况的局限性与员工的绩效要求，以满足员工对工作和健康的责任，将个人关注和组织目标结合在一起(Karanika-Murray & Biron, 2019)。这导致缺乏实际的洞察力和人力资源-职业健康对话，一个削弱
{"title":"Addressing mental health and organisational performance in tandem: A challenge and an opportunity for bringing together what belongs together","authors":"Christine Ipsen, M. Karanika-Murray, Giulia Nardelli","doi":"10.1080/02678373.2020.1719555","DOIUrl":"https://doi.org/10.1080/02678373.2020.1719555","url":null,"abstract":"Mental health is the “foundation of wellbeing and effective functioning for both the individual and the community” [read: team or organisation] (WHO, 2005) and is central to human behaviour across all domains, including the workplace. Organisational performance is a compound concept that reflects the function and outputs of an organisation, from its profitability and productivity to its competitive advantage. By definition, an organisation’s output depends on how effectively it functions, including how effectively its people, or human capital, functions (Neely, 2005). This means that mental health and organisational performance are inherently interconnected (Peccei & Van de Voorde, 2016). There is a widespread understanding that “good health is good for business” and that health and wellbeing play a role in both individual performance and broader organisational performance, and vice versa (Guest, 2018; Pfeffer, 2019). We see persuasive calls for research and theory into how wellbeing aligns with organisational performance and for integrating both concerns into human resources management (HRM) practices. However, organisations and managers still tend to think of mental health and organisational performance as disconnected (Van De Voorde, Paauwe, & Van Veldhoven, 2012). While businesses and governments treat organisational performance as an established priority, they give lower priority to mental health and address it in an ad hoc manner (Hasle, Seim, & Refslund, 2019; Jensen, 2000). Overall, theory recognises mental health and organisational performance goals as connected, but practice disjoints them, and businesses and governments tend to prioritise organisational performance at the expense of mental health. This editorial aims to articulate the increasingly relevant issue of the interconnection between mental health and organisational performance, to discuss the possible forces behind it, and to incentivise the reader to explore potential solutions to it. The core proposition of our editorial is that organisations have the power and responsibility to enable inherently healthy workplaces by supporting mental health and organisational performance in tandem, instead of in a disjointed manner. Why mental health and organisational performance are often considered separately. As such, presenteeism includes both the employees’ reaction of going to work sick instead of staying at home to recover and the managers’ actions to balance employees’ mental or physical health with their performance (work tasks, deadlines, demands, et cetera). Regrettably, when mental health is in focus, the tendency is for “band-aid,” individual-focused wellness solutions (exercise, diet, et cetera) rather than for fundamental changes in work conditions such as job design or organisational-level interventions (Lamontagne, Keegel, Louie, Ostry, & Landsbergis, 2007). For example, sickness presenteeism has been recently described as an individual act that aims to balance the limit","PeriodicalId":48199,"journal":{"name":"Work and Stress","volume":null,"pages":null},"PeriodicalIF":6.1,"publicationDate":"2020-01-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1080/02678373.2020.1719555","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"46613634","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"心理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2020-01-02DOI: 10.1080/02678373.2019.1567619
L. Hünefeld, Susanne Gerstenberg, J. Hüffmeier
ABSTRACT The current systematic literature review aimed to analyse the associations between temporary agency work (TAW), job satisfaction, and mental health in Europe, as well as to outline a future research agenda. Twenty-eight scientific articles were identified by searching different data bases (i.e. PSYNDEX, PsycINFO, PubMed, and Web of Science) for the time span from January 2000 to December 2016. Our review reveals first that TAW is not consistently negatively related to job satisfaction. However, job insecurity and working conditions are important mediators in the relation of TAW and lowered job satisfaction. Second, TAW is not consistently related to all investigated types of mental health impairments. However, when focusing on specific outcomes and comparing temporary agency workers to permanent employees, we still find consistent evidence regarding higher levels of depression and fatigue among temporary agency workers. Inconsistent associations between TAW, job satisfaction and mental health can partly be attributed to unfavourable methodological aspects of the included primary studies. To address these aspects, future research should consider applying a standard measurement of TAW, including a minimum of meaningful confounding variables, improving the operationalisation of outcome variables and the study design.
摘要当前的系统文献综述旨在分析欧洲临时代理工作（TAW）、工作满意度和心理健康之间的关系，并概述未来的研究议程。在2000年1月至2016年12月的时间跨度内，通过搜索不同的数据库（即PSYNDEX、PsycINFO、PubMed和Web of Science），确定了28篇科学文章。我们的综述首先表明，TAW与工作满意度并不总是呈负相关。然而，工作不安全感和工作条件是TAW和工作满意度下降关系的重要中介因素。其次，TAW与所有调查类型的心理健康障碍并不一致。然而，当我们关注具体结果并将临时机构员工与长期员工进行比较时，我们仍然发现一致的证据表明，临时机构员工的抑郁和疲劳程度更高。TAW、工作满意度和心理健康之间的不一致关联可以部分归因于纳入的初级研究的不利方法方面。为了解决这些方面的问题，未来的研究应该考虑应用TAW的标准测量，包括最少的有意义的混杂变量，改善结果变量的操作性和研究设计。
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Pub Date : 2020-01-02DOI: 10.1080/02678373.2019.1617369
Antonia J. Kaluza, Diana Boer, Claudia Buengeler, R. van Dick
ABSTRACT While the link between leadership and follower well-being is well established, less is known about the relation between leaders’ leadership behaviour and their own well-being. Particularly, a systematic integration of existing studies is missing. Based on an integrated framework summarising major theories on the leader well-being–leadership link, we quantitatively synthesised findings on the relations between different leadership behaviours and leader well-being indicators. The meta-analytical results (95 effect sizes; N = 12,617) confirmed significant relationships of constructive and destructive leadership with leader well-being in the expected directions. Relative weight analyses on the constructive leadership behaviours showed that change-oriented and relational-oriented leadership (e.g. transformational, participative) accounted for more variance in leader well-being than task-oriented leadership (e.g. transactional). Regarding destructive leadership, active destructive leadership (e.g. abusive supervision) showed stronger negative associations with leader well-being than passive leadership (e.g. laissez-faire). Based on our integrated framework, we proposed and found support for divergent patterns of associations for different forms of well-being (positive vs. negative, short-term vs. long-term, job-related vs. general). Our study demonstrates a considerable linkage between leader well-being and leadership, supporting the adoption of leadership development programmes and organisational health interventions for leaders given their impact on employees, teams and organisations.
{"title":"Leadership behaviour and leader self-reported well-being: A review, integration and meta-analytic examination","authors":"Antonia J. Kaluza, Diana Boer, Claudia Buengeler, R. van Dick","doi":"10.1080/02678373.2019.1617369","DOIUrl":"https://doi.org/10.1080/02678373.2019.1617369","url":null,"abstract":"ABSTRACT While the link between leadership and follower well-being is well established, less is known about the relation between leaders’ leadership behaviour and their own well-being. Particularly, a systematic integration of existing studies is missing. Based on an integrated framework summarising major theories on the leader well-being–leadership link, we quantitatively synthesised findings on the relations between different leadership behaviours and leader well-being indicators. The meta-analytical results (95 effect sizes; N = 12,617) confirmed significant relationships of constructive and destructive leadership with leader well-being in the expected directions. Relative weight analyses on the constructive leadership behaviours showed that change-oriented and relational-oriented leadership (e.g. transformational, participative) accounted for more variance in leader well-being than task-oriented leadership (e.g. transactional). Regarding destructive leadership, active destructive leadership (e.g. abusive supervision) showed stronger negative associations with leader well-being than passive leadership (e.g. laissez-faire). Based on our integrated framework, we proposed and found support for divergent patterns of associations for different forms of well-being (positive vs. negative, short-term vs. long-term, job-related vs. general). Our study demonstrates a considerable linkage between leader well-being and leadership, supporting the adoption of leadership development programmes and organisational health interventions for leaders given their impact on employees, teams and organisations.","PeriodicalId":48199,"journal":{"name":"Work and Stress","volume":null,"pages":null},"PeriodicalIF":6.1,"publicationDate":"2020-01-02","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1080/02678373.2019.1617369","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"49602705","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":2,"RegionCategory":"心理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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