Pub Date : 2022-09-16DOI: 10.1080/02678373.2022.2120562
Shani Pindek, W. Shen, Cheryl E. Gray, Paul E. Spector
ABSTRACT Despite converging theoretical arguments regarding non-linear relationships between workload and employee attitudes (i.e. job satisfaction) and mental well-being outcomes, prior empirical support for these curvilinear effects has been mixed. In this study we offer and test two potential explanations that may help to reconcile this discrepancy. First, existing workload scales do not assess the full range of workload, thereby making it difficult to detect curvilinear relationships. Second, outcomes typically examined are too distal and there are different mediators (i.e. boredom and frustration) that explain effects at the low and high ends of the workload continuum, respectively, which also serves to obscure curvilinear effects. We examined these possibilities in two North American samples (N = 499 and 493) that employed different designs (i.e. cross-sectional versus multi-wave surveys). Overall, we find support for our hypotheses; ability to detect curvilinear effects is enhanced when using too much/too little rating scales that capture the entire workload continuum. Furthermore, boredom mediated the impact of low workload on outcomes, whereas frustration mediated the impact of high workload on outcomes. Therefore, this study helps clarify why prior studies may have inconsistently observed non-linear relationships between workload and outcomes. We discuss the implications for both researchers and practitioners.
{"title":"Clarifying the inconsistently observed curvilinear relationship between workload and employee attitudes and mental well-being","authors":"Shani Pindek, W. Shen, Cheryl E. Gray, Paul E. Spector","doi":"10.1080/02678373.2022.2120562","DOIUrl":"https://doi.org/10.1080/02678373.2022.2120562","url":null,"abstract":"ABSTRACT Despite converging theoretical arguments regarding non-linear relationships between workload and employee attitudes (i.e. job satisfaction) and mental well-being outcomes, prior empirical support for these curvilinear effects has been mixed. In this study we offer and test two potential explanations that may help to reconcile this discrepancy. First, existing workload scales do not assess the full range of workload, thereby making it difficult to detect curvilinear relationships. Second, outcomes typically examined are too distal and there are different mediators (i.e. boredom and frustration) that explain effects at the low and high ends of the workload continuum, respectively, which also serves to obscure curvilinear effects. We examined these possibilities in two North American samples (N = 499 and 493) that employed different designs (i.e. cross-sectional versus multi-wave surveys). Overall, we find support for our hypotheses; ability to detect curvilinear effects is enhanced when using too much/too little rating scales that capture the entire workload continuum. Furthermore, boredom mediated the impact of low workload on outcomes, whereas frustration mediated the impact of high workload on outcomes. Therefore, this study helps clarify why prior studies may have inconsistently observed non-linear relationships between workload and outcomes. We discuss the implications for both researchers and practitioners.","PeriodicalId":48199,"journal":{"name":"Work and Stress","volume":"37 1","pages":"195 - 221"},"PeriodicalIF":6.1,"publicationDate":"2022-09-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48056979","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 : 2022-09-11DOI: 10.1080/02678373.2022.2120561
A. Afsharian, M. Dollard, C. Dormann, T. Ziaian, T. Winefield
ABSTRACT We investigated the Psychosocial Safety Climate (PSC) construct and its role in attenuating the negative effects of job demands (i.e. emotional and psychological) on psychological health (distress, emotional exhaustion, and depression). In particular, we used composition theory to understand how organisational PSC could be derived from individual perceptions of PSC. We introduce a relatively new construct, PSC Ideal, which combines PSC level and dispersion (variability; SD). We expected that the attenuating role would be strongest when organisational PSC Ideal was high; high (on level) and strong (less variability). Statistically, PSC Ideal implies taking account of PSC Level and its variability simultaneously. A hierarchical sample of 41 organisations with 495 participants was analysed from Australian Workplace Barometer data. In four out of six analyses, PSC Ideal significantly moderated the effects of job demands (particularly emotional demands) on psychological health (emotional exhaustion, psychological distress, depression). The promising moderation role of PSC Ideal implies that the disruption of the job demands and poor psychological health relationship requires consideration of PSC levels and strength in combination, rather than level alone. Theoretical and practical recommendations highlight the role of PSC Ideal in ameliorating and preventing the negative impact of work demands.
{"title":"PSC through the lens of a dispersion-composition model: the beneficial effects of PSC ideal as a high and strong PSC signal","authors":"A. Afsharian, M. Dollard, C. Dormann, T. Ziaian, T. Winefield","doi":"10.1080/02678373.2022.2120561","DOIUrl":"https://doi.org/10.1080/02678373.2022.2120561","url":null,"abstract":"ABSTRACT We investigated the Psychosocial Safety Climate (PSC) construct and its role in attenuating the negative effects of job demands (i.e. emotional and psychological) on psychological health (distress, emotional exhaustion, and depression). In particular, we used composition theory to understand how organisational PSC could be derived from individual perceptions of PSC. We introduce a relatively new construct, PSC Ideal, which combines PSC level and dispersion (variability; SD). We expected that the attenuating role would be strongest when organisational PSC Ideal was high; high (on level) and strong (less variability). Statistically, PSC Ideal implies taking account of PSC Level and its variability simultaneously. A hierarchical sample of 41 organisations with 495 participants was analysed from Australian Workplace Barometer data. In four out of six analyses, PSC Ideal significantly moderated the effects of job demands (particularly emotional demands) on psychological health (emotional exhaustion, psychological distress, depression). The promising moderation role of PSC Ideal implies that the disruption of the job demands and poor psychological health relationship requires consideration of PSC levels and strength in combination, rather than level alone. Theoretical and practical recommendations highlight the role of PSC Ideal in ameliorating and preventing the negative impact of work demands.","PeriodicalId":48199,"journal":{"name":"Work and Stress","volume":"37 1","pages":"171 - 194"},"PeriodicalIF":6.1,"publicationDate":"2022-09-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47242169","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 : 2022-09-03DOI: 10.1080/02678373.2022.2117879
Caroline Knight, Anita C. Keller, Sharon K. Parker
ABSTRACT The COVID-19 pandemic forced many workers globally to work from home, suddenly, and often without choice, during a highly uncertain time. Adopting a longitudinal, person-centered approach, we explored patterns of change in employees’ psychological distress over three months following the early phase of the pandemic. We investigated how change in distress unfolded for different latent subgroups. We modelled whether and how work characteristics, and individuals’ degree of detachment from work, predicted membership of different distress trajectories. Growth mixture modelling revealed two distress profiles: (i) a declining distress profile where employees experienced reduced distress over time, suggesting adaptation and/or improved coping; (ii) a rising distress profile where distress increased and eventually plateaued, suggesting a stress reaction process followed by adaptation. Employees with high workload, underload, or close monitoring, were more likely to belong to the rising distress profile. Detachment from work buffered the negative effect of workload and close monitoring on distress profile membership. Scheduling autonomy and colleague support did not predict profile membership. Contrary to predictions, manager support predicted membership in the rising distress profile. Our findings extend theoretical understanding of how distress unfolds over time, and show the importance of particular job demands in explaining these change processes.
{"title":"Job demands, not resources, predict worsening psychological distress during the early phase of the COVID-19 pandemic","authors":"Caroline Knight, Anita C. Keller, Sharon K. Parker","doi":"10.1080/02678373.2022.2117879","DOIUrl":"https://doi.org/10.1080/02678373.2022.2117879","url":null,"abstract":"ABSTRACT The COVID-19 pandemic forced many workers globally to work from home, suddenly, and often without choice, during a highly uncertain time. Adopting a longitudinal, person-centered approach, we explored patterns of change in employees’ psychological distress over three months following the early phase of the pandemic. We investigated how change in distress unfolded for different latent subgroups. We modelled whether and how work characteristics, and individuals’ degree of detachment from work, predicted membership of different distress trajectories. Growth mixture modelling revealed two distress profiles: (i) a declining distress profile where employees experienced reduced distress over time, suggesting adaptation and/or improved coping; (ii) a rising distress profile where distress increased and eventually plateaued, suggesting a stress reaction process followed by adaptation. Employees with high workload, underload, or close monitoring, were more likely to belong to the rising distress profile. Detachment from work buffered the negative effect of workload and close monitoring on distress profile membership. Scheduling autonomy and colleague support did not predict profile membership. Contrary to predictions, manager support predicted membership in the rising distress profile. Our findings extend theoretical understanding of how distress unfolds over time, and show the importance of particular job demands in explaining these change processes.","PeriodicalId":48199,"journal":{"name":"Work and Stress","volume":"37 1","pages":"55 - 77"},"PeriodicalIF":6.1,"publicationDate":"2022-09-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44662825","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 : 2022-07-03DOI: 10.1080/02678373.2022.2080774
A. I. Lehmann, G. Bauer, R. Brauchli
Abstract While implementing participation in an organisational health intervention (OHI), the formation of a group of representatives responsible for developing and realising action plans is a common approach. This mixed-methods study aimed (a) to examine differential intervention effects for employees who are directly involved in intervention decision making (direct participants [DPs], N = 84) compared with the remaining employees (indirect participants [IPs], N = 99) and (b) to explore the transfer process between these groups. Quantitative surveys were collected at two time points (follow-up after six months), and four focus group discussions were conducted during the follow-up phase. The results show that DPs experienced an improvement in intervention outcomes (psychosocial working conditions and affective states at work) compared with IPs. For IPs, no positive change was observed. However, further subgroup analyses found that IPs in “successful teams” were also able to experience improvement in intervention outcomes. Qualitative focus group data gave insights into the beneficial and less beneficial transfer process mechanisms between DPs and IPs that could explain these differential effects for IPs. This study highlights the importance of considering the forms and quality of participation in OHIs and offers insights into the processes shaping the intervention effects for whole teams.
在实施组织健康干预(OHI)的参与时，形成一个负责制定和实现行动计划的代表小组是一种常见的方法。本混合方法研究旨在(a)检验直接参与干预决策的员工(直接参与者[dp]， N = 84)与其他员工(间接参与者[IPs]， N = 99)的干预效果差异，(b)探索这些群体之间的迁移过程。在两个时间点收集定量调查(六个月后随访)，并在随访阶段进行了四次焦点小组讨论。结果表明，与IPs相比，dp在干预结果(社会心理工作条件和工作情感状态)方面有所改善。对于IPs，未观察到阳性变化。然而，进一步的亚组分析发现，“成功团队”中的IPs也能够体验到干预结果的改善。定性焦点小组数据提供了对dp和ip之间有利和不利的转移过程机制的见解，可以解释ip的这些差异效应。本研究强调了在OHIs中考虑参与的形式和质量的重要性，并提供了对整个团队形成干预效果的过程的见解。
{"title":"Intervention effects for direct and indirect participants in an organisational health intervention: A mixed-methods study","authors":"A. I. Lehmann, G. Bauer, R. Brauchli","doi":"10.1080/02678373.2022.2080774","DOIUrl":"https://doi.org/10.1080/02678373.2022.2080774","url":null,"abstract":"Abstract While implementing participation in an organisational health intervention (OHI), the formation of a group of representatives responsible for developing and realising action plans is a common approach. This mixed-methods study aimed (a) to examine differential intervention effects for employees who are directly involved in intervention decision making (direct participants [DPs], N = 84) compared with the remaining employees (indirect participants [IPs], N = 99) and (b) to explore the transfer process between these groups. Quantitative surveys were collected at two time points (follow-up after six months), and four focus group discussions were conducted during the follow-up phase. The results show that DPs experienced an improvement in intervention outcomes (psychosocial working conditions and affective states at work) compared with IPs. For IPs, no positive change was observed. However, further subgroup analyses found that IPs in “successful teams” were also able to experience improvement in intervention outcomes. Qualitative focus group data gave insights into the beneficial and less beneficial transfer process mechanisms between DPs and IPs that could explain these differential effects for IPs. This study highlights the importance of considering the forms and quality of participation in OHIs and offers insights into the processes shaping the intervention effects for whole teams.","PeriodicalId":48199,"journal":{"name":"Work and Stress","volume":"36 1","pages":"312 - 336"},"PeriodicalIF":6.1,"publicationDate":"2022-07-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42333271","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 : 2022-06-23DOI: 10.1080/02678373.2022.2086646
K. Nielsen, Ka-ming Ng, M. Vignoli, L. Lorente, J. Peiró
ABSTRACT Safety training, especially when based on the active participation of trainees and aiming for transfer of learning into the workplace, is an important tool to prevent accidents and promote occupational safety, and may be particularly powerful among vulnerable groups, such as migrant workers. The present study, employing a mixed methods, before-and-after study design, evaluated a training programme aimed at promoting the learning and transfer of technical and non-technical safety skills to the construction site among migrant and native workers. We explored outcomes at four levels and found: (a) trainees’ positive reactions to the training itself; (b) improvements in technical safety skills, but the non-technical skills reduced significantly; (c) application of these skills in the workplace; and (d) changes in site safety climate and assertiveness. Results showed that trained workers found the training easy to translate into the workplace and that peers and supervisors were supportive of training transfer. Our study has important implications for how to evaluate safety training of migrant workers and how the context may facilitate training outcomes, e.g. ensuring that peers and supervisors encourage trained workers to transfer their learned skills and knowledge.
{"title":"A mixed methods study of the training transfer and outcomes of safety training for low-skilled workers in construction","authors":"K. Nielsen, Ka-ming Ng, M. Vignoli, L. Lorente, J. Peiró","doi":"10.1080/02678373.2022.2086646","DOIUrl":"https://doi.org/10.1080/02678373.2022.2086646","url":null,"abstract":"ABSTRACT Safety training, especially when based on the active participation of trainees and aiming for transfer of learning into the workplace, is an important tool to prevent accidents and promote occupational safety, and may be particularly powerful among vulnerable groups, such as migrant workers. The present study, employing a mixed methods, before-and-after study design, evaluated a training programme aimed at promoting the learning and transfer of technical and non-technical safety skills to the construction site among migrant and native workers. We explored outcomes at four levels and found: (a) trainees’ positive reactions to the training itself; (b) improvements in technical safety skills, but the non-technical skills reduced significantly; (c) application of these skills in the workplace; and (d) changes in site safety climate and assertiveness. Results showed that trained workers found the training easy to translate into the workplace and that peers and supervisors were supportive of training transfer. Our study has important implications for how to evaluate safety training of migrant workers and how the context may facilitate training outcomes, e.g. ensuring that peers and supervisors encourage trained workers to transfer their learned skills and knowledge.","PeriodicalId":48199,"journal":{"name":"Work and Stress","volume":"37 1","pages":"127 - 147"},"PeriodicalIF":6.1,"publicationDate":"2022-06-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45074379","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 : 2022-05-30DOI: 10.1080/02678373.2022.2080776
Mari Herttalampi, B. Wiese, T. Feldt
ABSTRACT To study the ever-increasing pace of work practices, we investigated leader experiences of intensified job demands (IJDs) and their effects on followers. Based on the challenge-hindrance approach, different kinds of job demands may produce either negative or positive work-related outcomes. Using this perspective, we investigated the leaders IJDs against their followers’ satisfaction with them as leaders, follower evaluations of the leader-member exchange (LMX) relationship quality, and their personal well-being (burnout and work engagement). Of the four IJDs, (1) work intensification and (2) career-related planning demands were conceptualised as negative hindrances for leaders, whereas (3) job-related planning/decision-making and (4) knowledge/skill-related learning demands were conceptualised as positive challenges. The data included 236 leaders and 990 followers, analysed with multilevel modelling. Leader feelings of increasing pressure to autonomously plan their job associated positively with followers’ satisfaction. These job planning demands also associated with lower burnout and higher work engagement among followers. Contrary to expectation, leaders’ career planning demands were positively associated with follower engagement. Our findings contribute to leadership literature by providing novel evidence of the role of IJDs in leadership, not only as strenuous work demands, but also as positive challenges that can be beneficial for leader-follower relationships and follower well-being.
{"title":"Leaders’ intensified job demands: Their multi-level associations with leader-follower relationships and follower well-being","authors":"Mari Herttalampi, B. Wiese, T. Feldt","doi":"10.1080/02678373.2022.2080776","DOIUrl":"https://doi.org/10.1080/02678373.2022.2080776","url":null,"abstract":"ABSTRACT\u0000 To study the ever-increasing pace of work practices, we investigated leader experiences of intensified job demands (IJDs) and their effects on followers. Based on the challenge-hindrance approach, different kinds of job demands may produce either negative or positive work-related outcomes. Using this perspective, we investigated the leaders IJDs against their followers’ satisfaction with them as leaders, follower evaluations of the leader-member exchange (LMX) relationship quality, and their personal well-being (burnout and work engagement). Of the four IJDs, (1) work intensification and (2) career-related planning demands were conceptualised as negative hindrances for leaders, whereas (3) job-related planning/decision-making and (4) knowledge/skill-related learning demands were conceptualised as positive challenges. The data included 236 leaders and 990 followers, analysed with multilevel modelling. Leader feelings of increasing pressure to autonomously plan their job associated positively with followers’ satisfaction. These job planning demands also associated with lower burnout and higher work engagement among followers. Contrary to expectation, leaders’ career planning demands were positively associated with follower engagement. Our findings contribute to leadership literature by providing novel evidence of the role of IJDs in leadership, not only as strenuous work demands, but also as positive challenges that can be beneficial for leader-follower relationships and follower well-being.","PeriodicalId":48199,"journal":{"name":"Work and Stress","volume":"37 1","pages":"78 - 99"},"PeriodicalIF":6.1,"publicationDate":"2022-05-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48869922","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 : 2022-05-30DOI: 10.1080/02678373.2022.2080777
Anne Mäkikangas, Soile Juutinen, J. Mäkiniemi, Kirsi Sjöblom, Atte Oksanen
ABSTRACT The aim of this study was to investigate characteristics associated with employees’ ability to cope with the challenges of remote working as flexible work arrangements are predicted to constitute an increasingly pervasive model of work. More specifically, we investigated job resources specific to remote work and employees’ strengths and behaviours that may be crucial for enhancing work engagement when working outside a traditional office environment. The present study adopted a person-centered approach to investigate work engagement and its antecedents. A sample of 455 employees completed a questionnaire four times across a ten-month period during the enforced remote work occasioned in response to the corona pandemic. The results revealed four distinct work engagement profiles. Most employees (75%) belong to profiles with either average or high levels of work engagement, which remained stable after a slight initial increase. A decrease was observed in 25% of those employees whose work engagement was already low at the study baseline. High levels of organisational support, the functionality of home as a work environment, job-related self-efficacy, and job crafting characterised the profile in which work engagement remained at a high level during the remote work. Implications for practice concerning well-being protective multi-locational work are presented.
{"title":"Work engagement and its antecedents in remote work: A person-centered view","authors":"Anne Mäkikangas, Soile Juutinen, J. Mäkiniemi, Kirsi Sjöblom, Atte Oksanen","doi":"10.1080/02678373.2022.2080777","DOIUrl":"https://doi.org/10.1080/02678373.2022.2080777","url":null,"abstract":"ABSTRACT The aim of this study was to investigate characteristics associated with employees’ ability to cope with the challenges of remote working as flexible work arrangements are predicted to constitute an increasingly pervasive model of work. More specifically, we investigated job resources specific to remote work and employees’ strengths and behaviours that may be crucial for enhancing work engagement when working outside a traditional office environment. The present study adopted a person-centered approach to investigate work engagement and its antecedents. A sample of 455 employees completed a questionnaire four times across a ten-month period during the enforced remote work occasioned in response to the corona pandemic. The results revealed four distinct work engagement profiles. Most employees (75%) belong to profiles with either average or high levels of work engagement, which remained stable after a slight initial increase. A decrease was observed in 25% of those employees whose work engagement was already low at the study baseline. High levels of organisational support, the functionality of home as a work environment, job-related self-efficacy, and job crafting characterised the profile in which work engagement remained at a high level during the remote work. Implications for practice concerning well-being protective multi-locational work are presented.","PeriodicalId":48199,"journal":{"name":"Work and Stress","volume":"36 1","pages":"392 - 416"},"PeriodicalIF":6.1,"publicationDate":"2022-05-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48290798","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 : 2022-05-25DOI: 10.1080/02678373.2022.2080778
S. Mauno, Mari Herttalampi, J. Minkkinen, T. Feldt, Bettina Kubicek
ABSTRACT Work intensification (WI) is a notable job stressor, which has been hypothesised to result in various negative outcomes for employees. However, earlier empirical studies regarding this stressor hypothesis have not yet been reviewed. Our narrative review focused on the outcomes for employees of WI as a perceived job stressor. Our review was based on selected qualitative and quantitative empirical studies (k = 44) published in peer-reviewed journals between the years 2000 and 2020. Altogether, the findings of these studies showed that WI was related to various negative outcomes for employees, such as impaired well-being and motivation, supporting the stressor hypothesis. Stressful WI manifested as perceived accelerated pace of work and increased effort and demands for effectivity at work. Nevertheless, other manifestations of WI (e.g. increased demands for learning) were not always associated with negative outcomes. The implications of these findings are discussed together with future directions.
{"title":"Is work intensification bad for employees? A review of outcomes for employees over the last two decades","authors":"S. Mauno, Mari Herttalampi, J. Minkkinen, T. Feldt, Bettina Kubicek","doi":"10.1080/02678373.2022.2080778","DOIUrl":"https://doi.org/10.1080/02678373.2022.2080778","url":null,"abstract":"ABSTRACT Work intensification (WI) is a notable job stressor, which has been hypothesised to result in various negative outcomes for employees. However, earlier empirical studies regarding this stressor hypothesis have not yet been reviewed. Our narrative review focused on the outcomes for employees of WI as a perceived job stressor. Our review was based on selected qualitative and quantitative empirical studies (k = 44) published in peer-reviewed journals between the years 2000 and 2020. Altogether, the findings of these studies showed that WI was related to various negative outcomes for employees, such as impaired well-being and motivation, supporting the stressor hypothesis. Stressful WI manifested as perceived accelerated pace of work and increased effort and demands for effectivity at work. Nevertheless, other manifestations of WI (e.g. increased demands for learning) were not always associated with negative outcomes. The implications of these findings are discussed together with future directions.","PeriodicalId":48199,"journal":{"name":"Work and Stress","volume":"37 1","pages":"100 - 125"},"PeriodicalIF":6.1,"publicationDate":"2022-05-25","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47994747","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 : 2022-04-03DOI: 10.1080/02678373.2022.2093517
T. Taris
According to a 2019 external review, bullying and harassment are “systemic” in the New Zealand parliamentary workplace (Francis, 2019). Its culture is “toxic,” involving “harmful behaviour by and between staff, managers, members, media and the public,” and “unacceptable behaviour is too often tolerated or normalised.” Destructive gossip, undermining, lack of cooperation and support, aggressive behaviour and demeaning language are common. Although there is “a majority of absolutely lovely MPs and Ministers,” others engage in “frequent shouting, abuse calls or texts, character assassination... or ‘just continually being aggressive and shouting... ’.” One staff member said “I was warned... But I just couldn’t cope with it. It shocked me. It’s taken me years to recover.” The review concludes with a list of 85 recommendations to improve matters, including the development of training programmes on combating bullying, a zero-tolerance approach to bullying and harassment, leadership development programmes, and providing access to the services of accredited social workers or psychologists. Is the New Zealand parliamentary workplace a rare bad apple among an unspoilt bunch? I doubt it. The prevalence of bullying, mobbing, harassment, emotional abuse, and mistreatment (to name just a few very similar terms, Einarsen, 1999) is high. In an 86-sample review study, Nielsen et al. (2010) found that on average 14.6% – 1 out of 7 – of the participants in these samples was bullied. This implies that most of us have experience with this type of behaviour; as a (colleague of a) victim, a witness, but perhaps also as a perpetrator. In his seminal paper on workplace bullying, Heinz Leymann (1990) defined mobbing as “hostile and unethical communication which is directed in a systematic way by one or a number of persons mainly toward one individual... These actions take place often... and over a long period... and... result in considerable psychic, psychosomatic and social misery” (p. 120). Other definitions (notably that of Einarsen & Skogstad, 1996) emphasise that bullying is subjectively experienced by a victim, that bullying not only concerns communication issues but negative acts in general (e.g. physical violence or changing work tasks), and that victims should have difficulties in defending themselves against these acts (Nielsen et al., 2010). Several reviews on the antecedents and outcomes of bullying have been conducted, identifying among others perpetrator characteristics, victim characteristics, work design problems, deficiencies in leadership behaviour, and organisational characteristics (such as a low moral standard, bad leadership, or a toxic culture) as possible antecedents (Cao et al., in press; Einarsen, 1999; Einarsen et al., 2002; Van den Brande et al., 2016). Outcomes of bullying include physical health problems, depression, posttraumatic stress, burnout, and strain in general (Boudrias et al., 2021; Nielsen & Einarsen, 2012). Overall, it is fair to s
根据2019年的一项外部审查，欺凌和骚扰在新西兰议会工作场所是“系统性的”（Francis，2019）。它的文化是“有毒的”，涉及“员工、经理、成员、媒体和公众之间的有害行为”，“不可接受的行为往往被容忍或正常化”。破坏性的流言蜚语、破坏、缺乏合作和支持、攻击性行为和有辱人格的语言很常见。尽管有“大多数绝对可爱的议员和部长”，但其他人“经常大喊大叫、辱骂电话或短信、人格暗杀……或者‘只是不断地咄咄逼人和大喊大叫……’。”一名工作人员说：“我被警告了……但我就是无法应对。这让我很震惊。我花了很多年才恢复过来。”。“审查最后提出了85项改进建议，包括制定打击欺凌的培训计划、对欺凌和骚扰采取零容忍态度、领导力发展计划，以及提供获得认可的社会工作者或心理学家服务的机会。新西兰议会工作场所是一群未受破坏的人中罕见的害群之马吗？我对此表示怀疑。欺凌、聚众斗殴、骚扰、情感虐待和虐待（仅举几个非常相似的术语，Einarsen，1999）的普遍性很高。在一项86个样本的回顾研究中，Nielsen等人（2010）发现，在这些样本中，平均14.6%（七分之一）的参与者受到了欺凌。这意味着我们大多数人都有这种行为的经验；作为受害者的同事，证人，但也可能是犯罪者。Heinz Leymann（1990）在其关于职场欺凌的开创性论文中，将聚众斗殴定义为“一个人或多个人以系统的方式主要针对一个人的敌对和不道德的交流……这些行为经常发生……而且持续很长时间……导致相当大的心理、身心和社会痛苦”（第120页）。其他定义（尤其是Einarsen和Skogstad，1996年的定义）强调，欺凌是受害者主观经历的，欺凌不仅涉及沟通问题，还涉及一般的负面行为（如身体暴力或改变工作任务），受害者在保护自己免受这些行为侵害方面应该有困难（Nielsen等人，2010）。已经对欺凌的前因和结果进行了几次审查，确定了施暴者特征、受害者特征、工作设计问题、领导行为缺陷、，以及组织特征（如低道德标准、糟糕的领导或有毒的文化）作为可能的前因（Cao等人，出版；埃纳森，1999年；埃纳尔森等人，2002年；Van den Brande等人，2016年）。欺凌的结果包括身体健康问题、抑郁、创伤后压力、倦怠和一般压力（Boudrias等人，2021；Nielsen和Einarsen，2012年）。总的来说，可以公平地说，工作场所欺凌的前因和结果已经在大量研究中得到了解决。然而，当《工作与压力》杂志最近收到五篇关于欺凌的论文时，我们决定将其作为本特刊的基础。除了主题之外，这些论文的共同点是，它们超越了当前对预测因素和后果的见解
{"title":"What we need to know about workplace bullying","authors":"T. Taris","doi":"10.1080/02678373.2022.2093517","DOIUrl":"https://doi.org/10.1080/02678373.2022.2093517","url":null,"abstract":"According to a 2019 external review, bullying and harassment are “systemic” in the New Zealand parliamentary workplace (Francis, 2019). Its culture is “toxic,” involving “harmful behaviour by and between staff, managers, members, media and the public,” and “unacceptable behaviour is too often tolerated or normalised.” Destructive gossip, undermining, lack of cooperation and support, aggressive behaviour and demeaning language are common. Although there is “a majority of absolutely lovely MPs and Ministers,” others engage in “frequent shouting, abuse calls or texts, character assassination... or ‘just continually being aggressive and shouting... ’.” One staff member said “I was warned... But I just couldn’t cope with it. It shocked me. It’s taken me years to recover.” The review concludes with a list of 85 recommendations to improve matters, including the development of training programmes on combating bullying, a zero-tolerance approach to bullying and harassment, leadership development programmes, and providing access to the services of accredited social workers or psychologists. Is the New Zealand parliamentary workplace a rare bad apple among an unspoilt bunch? I doubt it. The prevalence of bullying, mobbing, harassment, emotional abuse, and mistreatment (to name just a few very similar terms, Einarsen, 1999) is high. In an 86-sample review study, Nielsen et al. (2010) found that on average 14.6% – 1 out of 7 – of the participants in these samples was bullied. This implies that most of us have experience with this type of behaviour; as a (colleague of a) victim, a witness, but perhaps also as a perpetrator. In his seminal paper on workplace bullying, Heinz Leymann (1990) defined mobbing as “hostile and unethical communication which is directed in a systematic way by one or a number of persons mainly toward one individual... These actions take place often... and over a long period... and... result in considerable psychic, psychosomatic and social misery” (p. 120). Other definitions (notably that of Einarsen & Skogstad, 1996) emphasise that bullying is subjectively experienced by a victim, that bullying not only concerns communication issues but negative acts in general (e.g. physical violence or changing work tasks), and that victims should have difficulties in defending themselves against these acts (Nielsen et al., 2010). Several reviews on the antecedents and outcomes of bullying have been conducted, identifying among others perpetrator characteristics, victim characteristics, work design problems, deficiencies in leadership behaviour, and organisational characteristics (such as a low moral standard, bad leadership, or a toxic culture) as possible antecedents (Cao et al., in press; Einarsen, 1999; Einarsen et al., 2002; Van den Brande et al., 2016). Outcomes of bullying include physical health problems, depression, posttraumatic stress, burnout, and strain in general (Boudrias et al., 2021; Nielsen & Einarsen, 2012). Overall, it is fair to s","PeriodicalId":48199,"journal":{"name":"Work and Stress","volume":"36 1","pages":"129 - 132"},"PeriodicalIF":6.1,"publicationDate":"2022-04-03","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"41457875","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 : 2022-04-03DOI: 10.1080/02678373.2021.1969479
G. Plimmer, Diep T. N. Nguyen, S. Teo, Michelle R. Tuckey
ABSTRACT Although workplace bullying has been long recognised as an organisational level phenomenon, few studies have explored how different organisational factors come together to influence bullying risk. In this study, we integrate theories on organisational psychosocial safety climate (PSC) and social information processing to understand how PSC is related to bullying exposure, mediated through leadership. We conceptualise and find support for how both organisational and supervisory factors align to shape the likelihood of bullying. Both constructive and laissez-faire leadership are incorporated into the model to explore the positive and negative pathways from PSC to bullying in a high-risk sample: 1,231 employees from 47 New Zealand public sector agencies who face high levels of emotional labour demands in their work. Findings from multilevel modelling corroborate the direct negative effect of PSC on bullying and confirm the predicted mediated pathways through both types of leadership to bullying, which is negatively associated with job satisfaction. Our findings shed light on how organisational factors at different levels combine to influence bullying, highlighting the potential (and need) for a multi-faceted approach to the prevention of bullying and mitigation of its negative effects.
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