Can a Supportive Workplace Impact Employee Resilience in a High Pressure Performance Environment? An Investigation of the Chinese Banking Industry

Resilience is one of the positive emotions that will enhance employees’ ability to cope in adverse conditions, such as work intensification, organisational change, and work stress. Despite growing research interest in the employee resilience area, there is limited knowledge of the process through which critical social support at workplaces, such as supportive leadership and co-worker support, affects employees’ ability to cope in challenging situations. This study, underpinned by the theory of conservation of resources and social cognitive theory, examines the role of supportive leadership and co-worker support in employee resilience, and how this may be moderated by work pressures in the context of the Chinese banking industry. Using a sample of 2,025 Chinese banking workers, we tested four hypotheses. Our findings demonstrate that supportive leadership and co-worker support are positively associated with employee resilience. High work pressure moderates the relationship between both supportive leadership and co-worker support and employee resilience, such that the relationship between these conditions is stronger when perceived performance pressure is high. Our study raises important implications for both the theoretical development of employee resilience and for management practices with respect to fostering employee resilience in organisations.     

Performance Management at the Wheel: Driving Employee Engagement in Organizations

Based on a study conducted in a large corporation (XINC, a pseudonym) and other research, it appears that performance management can be used to increase levels of employee engagement. We begin this article with a discussion of employee engagement, define engaged employees as those who feel involved, committed, passionate, and empowered, and demonstrate those feelings in work behavior. We then discuss an expanded view of performance management, conceptualizing it as five major activities that serve to organize relevant behaviors shown to be either direct or indirect predictors of employee engagement in the study at XINC. These major activities include setting performance and development goals, providing ongoing feedback and recognition, managing employee development, conducting mid-year and year-end appraisals, and building a climate of trust and empowerment. In turn, we briefly discuss how each of these major activities contributes to employee engagement, suggest which activities benefit from further research, and recommend possible studies. Although there is evidence for performance management as a driver of employee engagement, we conclude there is a need for additional research that clarifies for managers which of these activities have the strongest impact on employee engagement.     

Organizational Politics and Deviance: Exploring the Role of Political Skill

Building on social exchange theory, this study examines the relationship between perceptions of organizational politics and employee performance and interpersonal skills. We hypothesized that perceptions of organizational politics create an imbalance in the exchange relationship between employee and organization, which leads to organizational deviance. We also hypothesized that supervisors may attempt to rebalance the exchange relationship by providing lower performance and interpersonal skills ratings. Finally, we suggest that politically skilled employees avoid an increase in negative ratings. The present study demonstrates that perceptions of organizational politics may lead to negative employee behaviors and reduced supervisors’ ratings in an effort to rebalance the exchange relationship. In addition, politically skilled employees may avoid increased negative ratings when politics perceptions are high.     

When Breaking the Rules Relates to Creativity: The Role of Creative Problem-Solving Demands and Organizational Constraints

Drawing on theoretical views of creative deviance, the present study hypothesized that employees with a tendency to break rules are more creative at their jobs (Hypothesis 1). Furthermore, we expected that this is particularly the case when employees face high problem-solving demands (i.e., they are expected to be creative) but at the same time they face high organizational constraints (e.g., they are not given the resources they need in order to be creative; Hypothesis 2). To test these expectations, we conducted a cross-sectional survey study (Study 1) and a daily diary survey study (Study 2) among employees from different occupational groups. Study 1 provided evidence that employee rule-breaking is related to other-rated employee creativity. Study 2 replicated this finding with a day-level measure of self-rated employee creativity. Furthermore, multilevel regression analyses revealed that the link is stronger when day-level problem-solving demands and organizational constraints are both high. Our findings contribute to the literature by providing empirical support to hardly examined propositions, namely, that non-compliant behaviors (i.e., rule-breaking) and obstacles (i.e., organizational constraints) may, in fact, boost creativity. Finally, suggestions for practice are made, recognizing the challenges posed to management in regulating employee rule-breaking.     

Stress, Rewards, and Change in the Centrality of Women’s Family and Work Roles: Mastery as a Mediator

Although research suggests that stress and rewards experienced in a social role are associated with changes in the centrality (or personal importance) of that role over time, little attention has been given to the mechanisms that account for this relationship. This study was conducted to examine change in role mastery as a mediator in the relationship between changes in role experiences (stress and rewards) and changes in centrality among 195 women who simultaneously occupied the roles of parent care provider, mother, wife, and employee. Regression analyses indicated that increases in parent care, mother, and employee stress eroded mastery in those roles. In addition, increases in rewards were associated with a bolstered sense of mastery in each of the four roles. Mastery was found to be a mediating mechanism in the relationship between stress/rewards and centrality in one of the four roles examined, the employee role. However, changes in womens perceptions of mastery were unrelated to the extent to which women changed the importance of their three family roles. These findings extend prior research by demonstrating that mastery is a mechanism through which stress and rewards are associated with centrality in the employee role.     

Construct Overlap Between Employee Engagement and Job Satisfaction: A Function of Semantic Equivalence?

The evidence for employee engagement as a distinct construct, separate from related work attitudes such as job satisfaction, has been contradictory. Despite a growing inventory of research, current statistical techniques fall short in providing additional answers beyond those previously documented through discriminant and incremental validity, among others. Understanding the semantic similarity between scales however could uncover the potential bounds of current evidence and highlight areas of further exploration. This study examined the semantic similarity between three measures of employee engagement frequently found in the research literature and a commonly used measure of job satisfaction. Examining a relatively new indicator of validity, manifest validity, semantic relatedness between items from employee engagement and job satisfaction instruments was assessed using latent semantic analysis. Semantic similarity between employee engagement and job satisfaction items predicted moderate to high amounts of variance (R ² = 25–69 %) in corresponding correlations of survey responses. Findings suggest that high correlations between certain employee engagement measures and job satisfaction scores may be a function of semantic equivalence rather than individual perceptions of separate theoretical constructs.     

成就目标导向、团队绩效控制对员工创造力的跨层次影响

成就目标导向在团队绩效控制情境下能否有效预测员工创造力是个值得关注的话题。以研发团队为研究对象, 运用线性阶层模型考察了三者间的跨层次关系。结果发现, 低绩效控制下, 精熟目标导向、表现–趋近导向对创造力有正向影响, 表现-回避导向有负向影响; 高绩效控制下, 精熟导向对创造力有“S型”非线性影响, 表现-回避导向有正向影响。结果表明, 高精熟目标导向在高绩效控制情境下抑制员工创造力, 而表现导向也并非总是与缺乏创造力联系起来, 提高表现-回避导向个体的绩效控制程度或者降低表现-趋近导向个体的绩效控制程度同样可以促进创造力。启示在于, 管理者不仅应关注成就导向的个体差异, 更应重视构建相应的绩效控制情境, 从二者交互作用出发激活员工创造力。     

Work stress and employee well‐being: The critical role of Zhong‐Yong

In the pursuit of well‐being at work, work stress is always an inescapable challenge. However, existing research shows that the relationships between work stress and employee outcomes are inconsistent, which indicates that the concept of work stress needs further investigation. Moreover, Zhong‐Yong serves as a cognitive strategy to coping with stress as well as being a pivotal life wisdom and practical rationality. Using a questionnaire survey, this study explores the relationship between work stress, employee well‐being, and Zhong‐Yong beliefs. The work stress was classified into challenge‐ and hindrance‐related stress while emotional exhaustion and job satisfaction were used as well‐being indicators. Using a sample of 394 employees from private enterprises in Taiwan as subjects, the results show that (1) hindrance‐related stress is destructive to employee well‐being; (2) challenge‐related stress is positively associated with emotional exhaustion but has no significant relation with job satisfaction; (3) Zhong‐Yong beliefs mitigate the harm from hindrance‐related stress on employee well‐being; and (4) Zhong‐Yong beliefs weaken the negative effects of challenge‐related stress on emotional exhaustion, and transform challenge‐related stress into eustress for job satisfaction.     

The Caring‐Killing Paradox: Euthanasia‐Related Strain Among Animal‐Shelter Workers1

The current study represents the first quantitative investigation of the psychological ramifications of euthanasia‐related work. Results indicate that perceived euthanasia‐related strain is prevalent among shelter employees and is associated with increased levels of general job stress, work‐to‐family conflict, somatic complaints, and substance use; and with lower levels of job satisfaction. Analyses provide evidence that euthanasia‐related work has a significant negative relation with employee well‐being independent of its relation with generalized job stress. Exploratory analyses also suggest that individual, work, and organizational differences may influence the level of perceived stress and appear to be associated with certain aspects of employee well‐being. The need for future research of this topic and its relevance to a wide range of applied psychologists is discussed.     

Not All Alike: The Distinctive Impact of Voluntary and Involuntary Effort on Stress and Fatigue

Nowadays, little evidence exists on how variations in effort affect worker health, such as stress and fatigue, two important and undesirable outcomes for workers. Then, this paper analyses the impact of different dimensions of effort on stress and fatigue. To do so we use past literature to links the different effort dimensions on employee health. Concretely, the frameworks used in the paper are the one developed by Karasek and Theorell (1990), according to which the different combinations of work demands, competences in decision making and social support determine the stress employees suffer; and the effort-reward imbalance model (ERI Model) of Siegrist (Psychology 1:27–41, 1996). This provides a more sensitive model of stress, as it uses a combination of extrinsic effort and intrinsic effort as predictors of stress. Building on these theoretical models of job stress we argue that one main source of employee stress and fatigue is employee effort. Using a representative Spanish data set, our study reveals that different dimensions of effort have different consequences for workers. Whereas involuntary effort increases both stress and fatigue, voluntary effort entails a decrease in both.     

组织中绩效压力的双刃剑效应

市场经济的复杂多变给组织生存与发展带来诸多挑战,组织往往对员工提出高的绩效要求,绩效压力已成为普遍现象。现有研究大多关注绩效压力的消极效应,存在忽视其积极结果及理论视角较窄等不足。因此,系统、全面地认识绩效压力的双刃剑效应,有助于组织充分发挥绩效压力的积极效应及阻遏其消极效应。通过系统地回顾和梳理相关研究,在将绩效压力影响效果的研究分为积极、消极和二者并存的曲线效应三个类别后,引入压力认知评价理论、资源保存理论等理论厘清研究背后的解释机制。最后,基于以上梳理分析,未来研究应进一步拓展组织中绩效压力的双刃剑效应及其边界条件,从而更全面地认识组织中绩效压力所产生的影响。     

Staff Management By Behavioral Contracting

Employee performance has been shown to be improved by reinforcement procedures that are determined by the supervisor. The present study used behavioral contracting between an employee and her supervisor to structure their discussion in arriving at mutually acceptable performance standards and reinforcers. A multiple baseline design across responses was used with an employee who conducted training sessions with persons who are mentally retarded in a large institution. The results showed an improvement of the specific employee behaviors for which behavioral contracting was arranged for the duration of the contracted reinforcement. Behavioral contracting may be useful as a structured method of achieving employee-supervisor agreements in employee motivation programs.     

High Aspirations: Differences in Employee Satisfaction Between University Faculty and Staff

Employee satisfaction surveys were examined for five universities in the US, UK and Canada, selected because they presented results for faculty and other staff separately. Faculty consistently score more negatively on employee satisfaction across a wide range of areas. The most negative responses are for areas such as personal/worklife balance, work demands/workload, university direction, and whether the employee would choose to work at the same institution again/would recommend it for employment. The results are consistent with previous studies which have shown that education level is negatively associated with job satisfaction. The results suggest that university faculty have high aspirations, since in a number of indicators faculty working conditions appear superior to those of staff (tenure; average income; sabbatical leaves; work control; involvement and consultation in university decision-making), although junior faculty prior to tenure may experience more stress than staff. Employers undertaking employee satisfaction surveys need to take into account systematic differences in aspirations among their employees, when interpreting survey results.     

The effects of prediction,understanding, and control: A test of the stress antidote model

Abstract

A study was undertaken to examine further the effects of perceived work control on employee adjustment. On the basis of the stress antidote model, it was proposed that high levels of prediction, understanding, and control of work-related events would have direct, indirect, and interactive effects on levels of employee adjustment. These hypotheses were tested in a short-term longitudinal study of 137 employees of a large retail organization. The stress antidote measures appeared to be indirectly related to employee adjustment, via their effects on perceptions of work stress. There was weak evidence for the proposal that prediction, understanding, and control would buffer the negative effects of work stress. Additional analyses indicated that the observed effects of prediction, understanding, and control were independent of employees' generalized control beliefs. However, there was no support for the proposal that the effects of the stress antidote measures would be dependent on employees' generalized control beliefs.     

Being well at work: the impact of organizational climate and social identity on employee stress and self-esteem over time

In organizational psychology, staff perceptions of organizational climate have been found to be an important predictor of employee outcomes, such as employee stress. However, only a small pool of research has investigated the psychological mechanism that underpins the relationship, and no past literature has explored how the relationship persists over time. This paper uses the social identity approach to investigate whether social identification predicts and mediates the relationship between staff perceptions of organizational climate and their levels of stress and self-esteem over time. Employing a sample of public school teachers, the study was conducted over two years (N = 281, 65 schools). The results indicated that social identification fully mediated the relationship between organizational climate and self-esteem longitudinally but showed no significant relationship with stress. The implications of these findings are discussed, with recommendations for future research.     

An Employee Assistance Model of Health Care Management for Employees With Alcohol-Related Problems

An employee assistance model in which cost-effective, high-quality treatment can be offered for a complex range of alcohol-related problems is described. This system of care allows the employee to be treated in the least restrictive therapeutic environment, thus encouraging continued productivity at work.     

Exploration of the attitudes of employees towards the provision of counselling within a profit‐making organisation

The provision of workplace counselling has risen significantly over the last 20 years in response to the increase in stress‐related illness amongst employees in UK profit‐making organisations. Despite this expansion there is very little exploration of employee attitudes towards this provision. This paper describes a case study of employee attitudes towards counselling in a UK profit‐making organisation utilising an Employee Assistant Programme (EAP) for staff counselling. The method used for the research was a quantitative approach administered using a short questionnaire distributed to employees by e‐mail. The responses to the questionnaire illustrated that most employees were highly aware of the service and believed stress to be the highest presenting issue to the EAP counsellors. However, stress was actually the lowest presenting issue. The results from this study also suggested that managers had a more negative attitude towards counselling than non‐managers. Men and women were found to have the same highly positive attitude towards counselling. Respondents felt that wider, constant and regular positive promotion of counselling, by the employer as well as the EAP, was needed to increase utilisation of the EAP counselling service. Concerns over confidentiality for those using, or contemplating using, the service were also found — as in other studies — but this study found concerns particularly in relation to managers finding out that an employee had attended counselling. The implications of these findings are discussed.     

Intraindividual models of employee well-being: What have we learned and where do we go from here?

As societal concern shifts from financial survival towards quality of life issues, both in and outside of the workplace, scholarly interest in employee well-being too has risen greatly in recent years. This greater attention to the antecedents and outcomes of employee well-being, such as job satisfaction, work engagement, and job burnout amongst others, is reflected in the proliferation of theories, constructs, and studies seeking to describe and explain why employees flourish or become exhausted at work, and the effect of employee well-being on individual behaviours and the organization at large. In this article, we provide a selective review of the current state of research in employee well-being, as well as key theories that have been employed in its study, with the aim of providing a critical assessment of the current state of employee well-being research as well as suggest future directions for the field. In particular, we discuss how research adopting intraindividual perspectives in the study of employee well-being can not only add value to our understanding of well-being but also complement the findings from between-individual studies, and offer suggestions for the development of a comprehensive theoretical model that integrates the two perspectives.     

A multiple case study approach to work stress prevention in Europe

Work stress has become a major issue among European employees. The current practice of its prevention seems disappointing, as work stress prevention programmes are predominantly reactive and biased to the individual. The lack of organization-level intervention studies is a barrier to progress in reducing work-related stress. In addition to the “true experimental approach”, multiple case studies may provide an adequate research strategy for addressing the potential impact of stress interventions in organizations. The study aim was to obtain more knowledge with respect to evidence-based work stress prevention in Europe, by focusing on both content (cause-effect relationships) and process (“how”). Therefore it was decided: (1) to collect from each European Union member state a work stress intervention study; (2) to analyse each of these cases as to content and process factors; and (3) to systematically compare these studies in a step-by-step approach. Through a network approach, 11 cases were identified. Nine projects received an acceptable methodological standard and were included in this study. Evaluation of these cases reveals that stress prevention is no “one time event”, nor merely a technical process. It is concluded that “true prevention” (i.e., preventive measures that are based on an adequate diagnosis identifying risk factors and risk groups, which theoretically and logically fit in with the problems, and which are introduced and implemented in a proper way) may be beneficial to both the employee and the organization.     

Ten years of career success in relation to individual and situational variables from the employee development literature

Individual, situational, and socio-demographic variables from the employee development literature were combined with theory and research on career success in a ten-year study of 289 workers from across many jobs and industries in the workforce. Support for employee development by one's employer ten years prior and a trend of increasing/accumulating support contributed to career success, providing the first long-term confirmation of the value to careers from support for development by employers. Proactive personality had unique effects on success not accounted for by a broad array of other variables, strengthening conclusions from prior research about the predictive value of proactive personality which were based on data not controlling for these variables. Finally, achievement goal orientation influenced success in a unique way via “profile effects:” Goal orientation dimensions interacted to predict success, suggesting simple linear effects (e.g. being more learning-oriented) may be inadequate in explaining career success. Implications for future research and practice are discussed.