Economic predictors of mental health service utilization: A time-series analysis

This research was designed to understand the relationships between economic indicators and mental health service utilization. Six monthly and three quarterly time-series analyses were done to assess the time-dependent association between three state-level economic indices and two measures of mental health service utilization. Consistent with the existing literature, increases in manufacturing employment were inversely related to both first admissions in state hospitals and case openings in community outpatient facilities. Labor force participation was also inversely related to first admissions to state hospitals. No relationship was found between service employment and either of the mental health service use indices. The specific findings suggest that two processes may be operating in the relationship of labor force participation and manufacturing employment with mental health service utilization. Some of the findings suggest a "crisis" process, in which service use increases rapidly following an economic stressor, whereas other findings suggest a more insidious process, in which economic stressors slowly weaken the mental health of the community and eventually lead to increased mental health service use. These results can be used to better inform social policy and preventive interventions by highlighting the human costs of changes in economic well-being. The need for more ecological research is discussed.     

For whom and why organizational dehumanization is linked to deviant behaviours

‘We are humans not robots!’ This protest slogan denounces a working reality in which employees perceive that they are reduced to a mere tool or instrument at the service of the organization. Such an experience refers to organizational dehumanization. Researchers have recently indicated that organizational dehumanization may shape employee work behaviours. However, why, and for whom, organizational dehumanization leads to maladaptive work behaviours remains unclear in this literature. Drawing upon social exchange theory, we first propose that employees who experience organizational dehumanization engage in a reciprocity process by first developing thoughts of revenge that, in turn, materialize into more organizational deviance. We further argue that compliance buffers the indirect effect of organizational dehumanization on deviant behaviours via thoughts of revenge. Overall, the combined results of two experimental studies, a cross-sectional study and two three-wave studies provide strong evidence for our hypothesized relationships. Our research suggests that when experiencing organizational dehumanization, compliant employees are less likely to engage in a homeomorphic reciprocity in the exchange relationship with their organization.     

Organizational justice and extrarole customer service: The mediating role of well-being at work

The purpose of this article is to propose and test a model of extrarole customer service (ERCS). We propose that organizational justice (distributive, procedural, interpersonal, and informational) promotes well-being at work (low burnout and high engagement). Well-being at work, in turn, engenders more effective ERCS. Thus, well-being at work is considered a mediator of the relationships from organizational justice to ERCS. This fully mediated model was compared to an alternative fully direct model. The sample consisted of 317 contact employees who were working in the Spanish service sector. The results of structural equation modelling supported the importance of the mediating role of the positive side of well-being at work (engagement) in the relationship between organizational justice and ERCS. The article concludes with a discussion of the theoretical and managerial implications.     

Too Busy to Change: High Job Demands Reduce the Beneficial Effects of Information and Participation on Employee Support

Despite the abundant literature on organizational change management, the success of change initiatives in organizations remains low. In this study, we investigate employee support for change in the context of two change management practices (information and participation). We use the Theory of Planned Behavior (TPB) to examine why these change management practices foster employee support, and the extent to which the efficacy of these practices depends on current job demands. Participants were 106 employees undergoing a building relocation at their place of employment who responded to an initial questionnaire at time 1 (pre-occupancy) and a follow-up questionnaire 2 months later (post-occupancy). We found that the TPB variables mediated the effects of information and participation on employee support (both intentions at time 1 and self-reported behaviors at time 2). The indirect relationships from information and participation to employee support were significant at low and medium, but not at high levels of job demands. The positive effects of information and participation on employee support can be largely attributed to employee attitudes and subjective norms. Thus, consultants should target employee attitudes and norms when garnering employee support, but also be aware of the limitations of these practices when employees are preoccupied with their work. This study demonstrates that the TPB can account for the beneficial effects of change management practices on employee support. It also reports the novel finding that change management practices are less effective at high levels of job demands.     

Daily Work Contexts and Resistance to Organisational Change: The Role of Leader–Member Exchange, Development Climate, and Change Process Characteristics

In the last decade, researchers have started to investigate the psychological processes that are involved in employees’ experiences of organisational change. The present study examined how characteristics of the daily work context related to employees’ resistance to change through aspects of the change process. The results supported the research model, showing that the relationships of leader–member exchange and perceived development climate with employees’ resistance to a merger were fully mediated by three change process characteristics (i.e. information, participation, and trust in management). In addition, two individual‐level characteristics (i.e. openness to job changes, and organisational tenure) showed significant relationships with resistance to change. Employees’ role breadth self‐efficacy was not related to resistance. Together, the results suggest a number of ways in which organisations can increase the effectiveness of their change efforts. Au cours de la dernière décennie, les chercheurs ont commencéàétudier les processus psychologiques à l’?vre dans les expériences des employés lors d’un changement organisationnel. La présente étude examine la façon dont les caractéristiques d’un contexte de travail quotidien sont en lien avec la résistance au changement des salariés à travers certains aspects du processus de changement. Les résultats confirment le modèle de recherche en montrant que les relations de LMX (Leader–Member Exchange) et du climat de développement perçu avec la résistance des salariés à une fusion étaient totalement médiées par trois caractéristiques processuelles de changement (l’information, la participation et la confiance dans la direction). De plus, les caractéristiques individuelles (ouverture aux changements de travail et titularisation au sein de l’organisation) sont significativement liées à la résistance au changement. L’efficacité de l’ampleur du rôle des salariés n’est pas liée à la résistance. Ensemble, ces résultats ouvrent quelques voies que les organisations peuvent utiliser pour augmenter l’efficacité de leurs efforts de changement.     

Sexual Identity Management Strategies: An Exploration of Antecedents and Consequences

Unlike many minority members, lesbian and gay employees often make conscious decisions about revealing their minority status at work. Past research suggests that lesbian and gay employees utilize different strategies (i.e., counterfeiting, avoidance, integrating) to manage a stigmatized sexual identity. This study explored the relationship between each strategy and predicted antecedents (i.e., sexual identity achievement, perceived organizational climate) and consequences (i.e., open group process). Results demonstrated that lesbian and gay employees are more likely to adopt an integrating strategy when they have higher sexual identity achievement and perceive an affirming organizational climate. Open group process was found to have a negative relationship with avoidance. A significant positive relationship was found between counterfeiting and open group process, suggesting that maintaining a false identity may facilitate some work group interactions. Implications for work group relationships and future research are discussed.     

RELATIONSHIP OF PERSONALITY TRAITS AND COUNTERPRODUCTIVE WORK BEHAVIORS: THE MEDIATING EFFECTS OF JOB SATISFACTION

This study used path analysis to test a model that posits that relevant personality traits will have both direct relationships with counterproductive work behaviors (CPBs) and indirect relationships to CPBs through the mediating effects of job satisfaction. Based on a sample ( n = 141) of customer service employees, results generally supported the hypothesized model for both boss- and self-rated CPBs. Agreeableness had a direct relationship with interpersonal counterproductive work behaviors (CPB-I); Conscientiousness had a direct relationship with organizational counterproductive work behaviors (CPB-O); and, job satisfaction had a direct relationship to both CPB-I and CPB-O. In addition, job satisfaction partially mediated the relationship between Agreeableness and both CPB-O and CPB-I. Overall, results show that personality traits differentially predict CPBs and that employees' attitudes about their jobs explain, in part, these personality–behavior associations.     

Employee participation in decision-making: An analysis of the perceptions of members and nonmembers of quality circles

This study sought to assess the perceptions of members and non-members of quality circles with reference to their perceived degree of actual and desired participation in decision making. The sample comprised of 294 non-supervisory employees from three manufacturing plants. The results indicate that the actual amount of perceived participation differed very little between QC and non-QC employees. Only in work related decisions did QC members indicate that they had some say or influence. Outside of these decision areas neither group of employees expressed a strong desire to have more than some say on most policy-oriented decisions.     

Tangibles as predictors of customer satisfaction in sports services

This study investigates the power of tangible dimensions of service quality to predict customer satisfaction. For this purpose, we statistically controlled the effects of dimensions of service quality that describe social interaction between employees and customers, both functionally and relationally. A field survey was conducted with the participation of 556 customers of a sports centre. The results showed that tangible dimensions of service quality predicted an additional and significant amount of customer satisfaction variance, beyond the effects of service quality of the social interaction. The article concludes with the discussion of the implications of these results.     

The Neural Basis of Motor-Skill Learning

Recent work indicates that motor-skill learning is supported by four processes: a strategic process that selects new goals of what to change in the environment, a perceptual-motor integration process that adjusts to new relationships between environmental stimuli and the appropriate motor response, a sequencing process that learns sequences of motor acts, and a dynamic process that learns new patterns of muscle activations. These four processes can operate in one of two modes: an unconscious mode, in which one is aware only of the goal of the movement, or a conscious mode, in which one consciously controls detailed aspects of the movement. This article provides an overview of these four processes and two modes, and describes their neural bases.     

Research note: A motivational perspective on change processes and outcomes

A reengineering process in a chemical plant with technostructural and human-process-oriented interventions was analysed in order to develop and test a generalized expectancy?–?valence-theory model for participation in the change process and effective change. It was assumed that both supervisory support and favourable colleagues' change attitudes enhance one's change motivation, and participation in the change process, by increasing participation opportunities, and positive attitudes toward change. In turn, employee participation should have a positive impact on outcomes of the change process. After 2 years of restructuring, 104 employees participated in the evaluation of the change process. Path analyses revealed results that supported our model by and large. Employee participation in the change process predicts positive organizational effects. Favourable change attitudes as well as perceived participation opportunities, and supervisory support, which were integrated into one scale, predict the degree of employee participation. The latter also showed a direct path to organizational effects.     

The Role of Parent-Child Interaction in Community-Based Youth Relationship Education

This study sought to answer whether there is an association between parent-adolescent relationship processes and adolescents' awareness of unhealthy relationships. Adolescent awareness of unhealthy relationships was measured using a retrospective pre/post survey after participation in a relationship education (RE) program that has been adapted for use with youth. Supportiveness in the parent-child relationship was measured at pre-test. The sample consisted of 6984 adolescents aged 11–18. The sample was fairly representative of the areas from which it was drawn: 54% European American, 36% African American. Results revealed significant improvement in awareness of unhealthy relationships after program participation. Greater supportiveness predicted greater change in the outcome. This suggests that RE programs targeted at youth should specifically inform parents of goals so that they may be reinforced in parents' interactions with their adolescents.     

Eyes on the road,hands upon the wheel? Reciprocal dynamics between smartphone use while driving and job crafting

Smartphones are essential tools for communications and information management in organizational settings. However, smartphone use is a risky behavior when used while driving to and from work. As work experiences have been found to influence risky commuting behaviors, we hypothesized that job crafting, i.e., a set of proactive work behaviors through which employees change their job demands and resources, influences and is influenced by risky commuting behaviors. We argued that employees' smartphone use during driving commutes is related to how employees proactively choose to transform their demands and resources at work. A quantitative diary study was designed to investigate the process linking smartphone use during driving commutes to and from work and job crafting. A sample of 128 office employees completed two short daily questionnaires for five consecutive workdays (N = 627 observations). Results from multilevel analyses showed that daily talking on the phone while driving to work was positively associated with the proactive optimization of job demands, while daily proactive pursuing of challenging stimuli at work (i.e., seeking challenges) was positively related to looking at the phone when employees drove back from work. Furthermore, on days when employees reduced their hindering job demands, they reported less frequent talking on the phone while driving back from work. Results provide practical implications for the prevention of distracted driving and other risky driving behaviors.     

It’s not what you do,it’s why you do it: Motives for disclosure and concealment decisions among employees with depression

This multi-method study examined disclosure decisions made by employees with depression as well as their motives for those decisions. In Study 1, we conducted in-depth interviews with employees who had been diagnosed with depression to better understand why they chose to disclose or conceal their depression at work. Based on the results of the interviews, both approach and avoid motives for disclosure and concealment emerged in the analysis. Further, these motives were influenced by multiple organizational factors including social support, stigma, and diversity climate. In Study 2, we developed and validated a scale to measure approach and avoid motives for disclosure and concealement. In Study 3, we tested approach and avoid motives as mediators of the relationships between organizational factors and employee outcomes (i.e., engagement and presenteeism). We tested our model among 223 working adults with depression. Our results provided support for the hypothesized relationships among those who disclosed but not those who concealed, suggesting that when employees disclosed for approach reasons they were more likely to be engaged, and when they disclosed for avoid reasons they were more likely to engage in presenteeism. These findings provide both theoretical and practical contributions to the study of concealable identity management and to employees with mental illness.     

Consequences of Feeling Dissimilar from Others in a Work Team

This study extended the current literature on group diversity by examining the moderating influence of perceived group openness to diversity on the relationships between perceived individual visible, informational, and value dissimilarity; individual task and relationship conflict; and work group involvement. A survey was administered to 129 public service employees who worked in intact teams. Results revealed that value dissimilarity had a positive association with task and relationship conflict and a negative association with work group involvement. Perceived group openness to diversity moderated the associations between visible and informational dissimilarity and work group involvement, and between value dissimilarity and task conflict. These results highlight the importance of managing differences by introducing norms promoting diversity and the involvement of all team members.     

It's what you do and the way that you do it: Team task,team size,and innovation-related group processes

This article describes a study of the relationships between team inputs (task type and team size) and team processes in 87 cross industry Portuguese teams, some of which had high and some low requirements to innovate. Team processes were measured using the Team Climate Inventory (TCI), which focuses on clarity of and commitment to team objectives, levels of participation, support for innovation, and quality emphases. Three hypotheses were tested. The first proposed that teams carrying out tasks with a high innovation requirement would have high scores on a measure of team processes. This was supported insofar as such teams reported higher levels of participation and support for innovation. The second hypothesis proposed that large teams would have poorer team processes. This hypothesis was confirmed. The third hypothesis concerned the interaction between size and innovation. The results suggested that large teams operating under a relatively high pressure to innovate have poorer team processes than large teams that do not have a high requirement to innovate.     

Manager personality, manager service quality orientation, and service climate: test of a model

This article conceptually and empirically explores the relationships among manager personality, manager service quality orientation, and climate for customer service. Data were collected from 1,486 employees and 145 managers in grocery store departments (N = 145) to test the authors' theoretical model. Largely consistent with hypotheses, results revealed that core self-evaluations were positively related to managers' service quality orientation, even after dimensions of the Big Five model of personality were controlled, and that service quality orientation fully mediated the relationship between personality and global service climate. Implications for personality and organizational climate research are discussed.     

Predictors and outcomes of openness to changes in a reorganizing workplace

It is becoming increasingly important for employees to be able to cope with change in the workplace. This longitudinal study examined a set of individual differences and context-specific predictors of employee openness (i.e., change acceptance and positive view of changes) toward a set of workplace changes. Personal resilience (a composite of self-esteem, optimism, and perceived control) was related to higher levels of change acceptance. Three context-specific variables (information received about the changes, self-efficacy for coping with the changes, and participation in the change decision process) were predictive of higher levels of employee openness to the changes. Lower levels of change acceptance were associated with less job satisfaction, more work irritation, and stronger intentions to quit.     

心理资本与变革支持行为的关系—变革开放性和工作自主性作用研究

本研究在整合心理资本理论与相关理论的基础上,通过对302位华南地区企业员工两阶段的问卷调查,考察了变革开放性在心理资本与变革支持行为关系的中介作用以及工作自主性对该关系的调节作用。数据分析结果表明：（1）员工心理资本显著正向影响变革开放性和变革支持行为;（2）变革开放性在心理资本和变革支持行为的关系中起到部分中介作用;（3）工作自主性在变革开放性与变革支持行为的关系中起着正向调节作用。