Journal of Occupational Health Psychology最新文献

Transitioning into leadership remains a distinct, common career experience that may have implications for employee health and wellbeing, yet these effects are not well understood. We draw upon role theory (role transitions and role expansion) to frame leadership as a dynamic career phenomenon with implications that change as individuals become socialized into their leadership role. This study adds clarity by focusing on changes over time and in response to the novel transition into leadership, and by exploring gender as a moderator of these relationships. We examine the impact of first-time leadership transitions on negative (tension, depression) and positive (emotional wellbeing, job satisfaction) indicators of wellbeing, and self-concept (self-esteem, locus of control). We used data collected every 1 to 2 years from 184 individuals (Youth Development Study Waves 12 through 19, Mortimer, 2011) to conduct two-level (time nested within person) discontinuous growth modeling. Results suggest taking on a leadership role is associated with tension at the time of transition, consistent with role theory and empirical data on macro role transitions. Over time, transitioning into a leadership role bolsters emotional wellbeing and self-esteem in a lasting way, consistent with role expansion propositions. Unexpectedly, men experienced a significant drop in self-esteem at the point of transition compared to women, but otherwise, there were no significant gender differences at the time of, or following, a leadership transition. We show transitioning into leadership is a time-sensitive double-edged sword, such that temporary tensions at the time of transition may pay off over following years in self-concept gains. (PsycInfo Database Record (c) 2022 APA, all rights reserved).

Although evidence has been mounting that supervisor support training interventions promote employee job, health, and well-being outcomes, there is little understanding of the mechanisms by which such interventions operate (e.g., Hammer et al., 2022; Inceoglu et al., 2018), nor about the integration of such organizational-level interventions with individual-level interventions (e.g., Lamontagne et al., 2007). Thus, the present study attempts to unpack the mechanisms through which supervisor support training interventions operate. In addition, the present study examines an integrated Total Worker Health® intervention that combines health protection in the form of supervisor support training (i.e., family supportive supervisor behaviors and supervisor support for sleep health) with a health promotion approach in the form of feedback to improve sleep health behaviors. Using a cluster randomized controlled trial drawing on a sample of 704 full-time employees, results demonstrate that the Total Worker Health intervention improves employee job well-being (i.e., increased job satisfaction and reduced turnover intentions), personal well-being (i.e., reduced stress before bedtime), and reduces personal and social functional impairment at 9 months postbaseline through employee reports of supervisors' support for sleep at 4 months postbaseline, but not through family supportive supervisor behaviors. Effects were not found for general stress or occupational functional impairment outcomes. Implications are discussed, including theoretical mechanisms by which leadership interventions affect employees, supervisor training, as well as the role of integrated organizational and individual-level interventions. (PsycInfo Database Record (c) 2022 APA, all rights reserved).

While managers play a critical role in supporting employee wellbeing, prior research suggests that doing so can take a toll on managers themselves. However, we know little about the potential implications of this for employees. Drawing from the leadership-wellbeing literature and social psychological theories of guilt, we propose that manager caring behavior is associated with both positive (vitality) and negative (guilt) employee wellbeing. We find support for these relationships in Study 1 (N = 264) with a time-separated survey. In Study 2, we replicate these findings, and in addition, we examine a negative perceptual response to manager care: employee-rated manager role overload. Drawing on perceptual salience research, we propose that the negative relationship between manager care and employee-rated manager role overload is exacerbated in a team environment where employees fail to care for each other (i.e., a weak caring climate). Study 2 (N = 360) largely supports our hypotheses with multilevel, time-separated field data. The findings suggest that managers should not be expected to "go it alone" to support employee wellbeing because doing so may relate negatively to employee outcomes. (PsycInfo Database Record (c) 2022 APA, all rights reserved).

Workplace mistreatment regularly occurs in the presence of others (i.e., observers). The reactions of observers toward those involved in the mistreatment episode have wide-reaching implications. In the current set of studies, we draw on theories of perspective-taking to consider how this form of interpersonal sensemaking influences observer reactions toward those involved in a witnessed incident of workplace mistreatment. We find that observers' blame attributions and empathic concern for the individual whose perspective is taken explain the positive effects of perspective-taking on observer attitudes toward and performance evaluations of both the target and instigator of a witnessed incident of mistreatment. We also find that the effect of perspective-taking on observer reactions is stronger when the witnessed mistreatment is more severe. Finally, we find that although observer perspective-taking in the context of mistreatment can be encouraged, the effect seems to benefit instigators' performance evaluations rather than targets'. Implications for targets, instigators, and organizations are discussed. (PsycInfo Database Record (c) 2021 APA, all rights reserved).

People are generally thought to worry about potential job loss to the extent to which they view job loss as likely to occur. However, might there be some individuals for whom job loss may be so detrimental that they experience high levels of worry even if they view job loss as less likely? To answer this question, the present study leveraged research on future-oriented cognition to investigate profiles of cognitive and affective job insecurity (JI). We examined how economic job dependency relates to different profiles of JI experiences as well as the implications of these profiles for understanding heterogeneity in work strain. Latent profile analysis using the U.S. International Social Survey Program data set, and replicated in the U.K. data set, revealed three profiles: Employees who are secure in their role and do not worry about potential job loss (secure alignment profile), those who worry significantly about job loss despite perceiving minimal job threats (affective JI misalignment profile), and employees who worry to some extent and perceive minimal job threats (ambivalent JI alignment profile). As anticipated, several economic job dependence factors (perceived employability and education) were predictors of profile membership. Further, those in the affective JI misalignment profile reported the greatest amount of strain. We discuss our results in terms of implications for JI theory and organizational practice. (PsycInfo Database Record (c) 2021 APA, all rights reserved).

In this article, we draw on interdisciplinary research and theorizing to posit change in managerial active listening as a lever shaping change in affective job insecurity (AJI). Specifically, drawing on transactional theory, we argue that an increase (decrease) in active listening from one's manager should facilitate a dynamic coping process by strengthening (diminishing) perceived control. In turn, changes in perceived control should shape AJI. Using a longitudinal field study design, we collected three waves of survey data from 268 employees of a large real estate firm that was preparing for restructuring and layoffs. Consistent with our hypotheses, we found support for a mediation model in which an increase in active listening quality predicted a decrease in AJI, mediated by an increase in perceived control. Our findings suggest that in environments characterized by widespread change and impending job loss, an increase in active listening may have a ripple effect in increasing perceived control and decreasing AJI. (PsycInfo Database Record (c) 2021 APA, all rights reserved).