Journal of Occupational Health Psychology最新文献

Psychosocial safety climate (PSC) reflects the priority an organization sets for the psychological health and safety of its employees, important to predict future job design and worker health. PSC is assessed by aggregating employee perceptions to determine PSC level (mean scores) and strength (converging perceptions). Theoretically, the ideal climate is when PSC is high and strong, yet we do not know how to build these fundamentals. Since team leaders may transmit and shape PSC as set down by senior management, we explore their role (i.e., PSC and transformational leadership) in increasing and converging PSC perceptions in a team. We used three-wave longitudinal data (6-month lags) from 49 team leaders and 281 Australian health care workers nested in 49 teams. Multilevel analysis showed that team PSC levels increased over time. Using the consensus emergence model, PSC strength was moderated by PSC leadership. Considering PSC starting levels, when low, high PSC leaders were associated with increasing PSC, but if starting levels were high, low PSC leaders were associated with decreasing PSC levels and strength while high PSC leaders were associated with sustaining PSC strength. Transformational leaders had smaller effects than PSC leaders on PSC levels and no effect on strength. Mid-leaders' values and actions for employee psychological health are important to build PSC level and sustain strength. In this, they can reinforce PSC certainty and its safety signal effect which is shown to be important for reducing psychological problems. (PsycInfo Database Record (c) 2022 APA, all rights reserved).

Drawing upon Stress-as-Offense-to-Self theory, we develop a moderated mediation model whereby subordinate poor performance and leader well-being is linked by abusive supervision and this mediated relationship is further moderated by leaders' motives for abuse. Specifically, we posit that higher performance promotion motives will attenuate, whereas higher injury motives will exacerbate the relationship between abusive supervision and leader emotional exhaustion, due to their differential implications for leaders' ability to see themselves in a positive light. In a pilot study, we first examined and found support for the theorized mediation chain in a multiwave field study of organizational leaders (N = 71). In Study 1, we conducted a multiwave and multisource field study of leader-follower dyads (N = 274), which supported our predictions that the indirect effect between subordinate poor performance and leader emotional exhaustion via abusive supervision was strengthened for leaders higher on injury motives. In Study 2, we undertook a 2-week daily diary study with leaders (N = 129) to hone in on the latter half of our model, focusing on within-person dynamics linking abusive supervision and leader well-being and the moderating role of leader motives for abuse. Although the within-person relationship between abusive supervision and emotional exhaustion was positive within a given day across leaders, the lagged within-person relationship between abusive supervision and emotional exhaustion unfolded differently for leaders higher versus lower on injury motives. Namely, abusive supervision had a lingering detrimental effect on leader emotional exhaustion among leaders higher on injury motives. (PsycInfo Database Record (c) 2022 APA, all rights reserved).

Drawing on conservation of resources theory, we developed and evaluated a supportive leadership training (SLT) intervention designed to teach leaders ways to be supportive of their employees. Given the important role of supportive leaders in helping employees deal with excessive workloads, we theorized that the beneficial intervention effects on employee well-being would be particularly evident for employees who perceive higher levels of quantitative and qualitative workloads prior to the intervention. Using a cluster randomized controlled field trial, we tested the effects of the SLT on employee social well-being in terms of leader-member exchange (LMX) quality and employee hedonic well-being, including positive affective well-being, emotional exhaustion, and job satisfaction. The participants in the training were directors of childcare centers in Germany. To rigorously evaluate the intervention effects at the employee level, we collected survey data at baseline, 1 month postintervention, and 6 months postintervention, and we used an intent-to-treat approach to analyze the data. A total of 496 employees from 77 childcare centers provided data at baseline, of whom 266 and 226 employees participated in the 1-month and 6-month surveys, respectively. Linear mixed-effects models showed that the effectiveness of the intervention in terms of LMX quality and emotional exhaustion varied depending on the employees' baseline perceptions of quantitative workloads, such that employees with higher quantitative workloads benefited more from the SLT. The findings of this study improve the understanding of the types of outcomes of SLT and contribute to clarifying for whom SLT is effective. (PsycInfo Database Record (c) 2022 APA, all rights reserved).

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).