From mental strain to burnout

This study examines the relationships between burnout and short-term consequences of mental strain within and outside human services professions, at the same time contributing to the understanding of the development of burnout as a long-term effect of impairing work and job design. A total of 294 German employees working in human services (N=149) and industrial production (N=145) completed the Oldenburg Burnout Inventory (OLBI) and four scales measuring short-term consequences of mental strain. Results of factor analyses confirmed that the elements of the OLBI's two-factor structure-exhaustion and disengagement-are distinct from a range of impairing short-term consequences of mental strain. In addition, structural equation modelling showed that each burnout dimension is differentially related to specific short-term consequences of strain: Exhaustion is primarily related to mental fatigue, whereas disengagement is primarily related to satiation and the experience of monotony. The findings did not differ substantially for the two occupational groups. Burnout, as a long-term consequence of impairing mental strain, is distinct from and presumably temporally-causally related to specific impairing short-term consequences of mental strain, which, in turn, can be attributed to inadequate job design.     

Organizational identification and perceived organizational support as mediators of the procedural justice–citizenship behaviour relationship: A cross-cultural constructive replication

This study examined the psychological processes that might underlie the relationship between procedural justice and organizational citizenship behaviour using an integrative approach. In doing so, we focused on the mediating effects of perceived organizational support and organizational identification in the relationship simultaneously. Framed as an integrated test of social exchange and social identity predictions, the hypotheses were tested using two cross-cultural samples (i.e., South Korea and the United States) as well as different operationalizations of the constructs of interest, which meets the criterion of a constructive replication (Lykken, 1968 Lykken, D. 1968. Statistical significance in psychological research. Psychological Bulletin, 70: 151–159. [Crossref], [PubMed], [Web of Science ®] , [Google Scholar]) by two samples (N = 130, 135). Interestingly, the results showed convergence in support of the mediating role of organizational identification, but not perceived organizational support, when the two mediators were included in the model concurrently. These findings indicate that social identity may be the dominant psychological mechanism underlying the relationship between procedural justice and organizational citizenship behaviour in workplaces.     

The role of organizational politics,contextual resources,and formal communication on change recipients' commitment to change: A multilevel study

Over the past decade there has been an increased interest in studying the factors that affect people's commitment to change. Drawing from the Job Demands–Resources model, in this enquiry we explored the moderating role of two contextual resources (i.e., trust in top management, history of change) and formal communication in the relationship between perceived organizational politics and commitment to change. Data were collected from 2543 employees of 84 companies representing a wide variety of industry sectors. In a first survey we collected data about the work context. Two weeks after the first survey, in a second survey we captured data on people's commitment to change. Hierarchical Linear Modeling (HLM) was used to analyse the multilevel character of the data. Consonant with our hypotheses, the findings indicate that the negative relationship between perceived organizational politics and commitment to change is moderated by “trust in top management”, “history of change”, and “formal communication”. As a group the Level 2 predictors account for 18%, 2.5%, and 10%, respectively, of the between-unit variance in continuance, normative, and affective commitment for change.     

Expanding the link between core self-evaluations and affective job attitudes

The present study examined the differentiated relationship between core self-evaluations and affective job attitudes. In previous research, job characteristics were proposed to mediate this relationship. However, the facets of the job characteristics model have not yet been assessed separately. In the present study we tested which job characteristics (i.e., skill variety, task identity, task significance, autonomy, and feedback) mediate the relationship between core self-evaluations and job satisfaction as well as organizational commitment in a sample of 199 employees. Results revealed that core self-evaluations were related to job satisfaction and organizational commitment. Task significance was found to mediate these relationships. These findings are discussed with respect to the level on which people regulate their actions.     

When fit matters more: The effect of regulatory fit on adaptation to change

Regulatory fit theory predicts that motivation and performance are enhanced when individuals pursue goals framed in a way that fits their regulatory orientation (promotion vs. prevention focus). Our aim was to test the predictions of the theory when individuals deal with change. We expected and found in three studies that regulatory fit is beneficial only when a prevention focus is involved. In Study 1, an experiment among students, prevention- but not promotion-focused participants performed better in a changed task when it was framed in fit with their regulatory orientation. In Study 2, a survey among employees experiencing organizational changes, only the fit between individual prevention (and not promotion) focus and prevention framing of the changes by the manager was associated with higher employee adaptation to changes. In Study 3, a weekly survey among employees undergoing organizational change, again only prevention regulatory fit was associated with lower employee exhaustion and higher employee work engagement. Theoretical and practical implications of applying regulatory focus theory to organizational change are discussed.     

Entrepreneurial orientation: A psychological model of success among southern African small business owners

This study examines the relationship of the psychological construct Entrepreneurial Orientation (EO) with business success in a sample of N?=?248 southern African business owners. We reintroduce the individual in EO research and show the importance of the person of the entrepreneur for business performance: Hierarchical regression analyses revealed significant relationships between EO components (personal initiative, achievement-, and risk-taking orientation) as well as overall EO and business performance. In addition, confirmatory factor analysis supported a single factor construct of EO that consists of learning, achievement, and autonomy orientation, competitive aggressiveness, innovative and risk-taking orientation, and of personal initiative.

In this study, we develop an individual-based psychological concept of Entrepreneurial Orientation (EO) and investigate the relationship between business owners' EO and business performance in southern Africa. EO has primarily been discussed from a firm-level perspective (e.g., ; ). It characterized businesses in their early years and was found to be important for firm success. In contrast, we apply a psychological approach with EO as an interindividual difference variable. Thus, our focus is the business owner and the general relationship between individual EO and performance of southern African small business owners.     

The professional career on the right track: A study on the interaction between career self-management and organizational career management in explaining employee outcomes

This article explores the relationship between organizational career management and career self-management and addresses the impact on employee outcomes. Within six large organizations, a sample of 491 employees reported on their career self-management initiatives, on their expectations towards organizational career support, and on their commitment and career success. This was complemented by information from their supervisors on career management support offered by HR and line management to these employees. Results show that individuals who take more initiatives to manage their career expect more career support from their employer. Career self-management positively impacts affective commitment and perceived career success, while organizational career management is positively related with affective commitment and career progress. Career self-management moderates the relationship of organizational career management with affective commitment and subjective career success.     

Politics and emotion: Working with disadvantaged children in South Africa

This paper discusses the experience of consulting to organizations involved in the provision of care to disadvantaged groups of children in South Africa. It draws particular attention to the impact of South Africa's painful political history on the emotional life of these organizations. This has created an additional burden for organizational staff who often work under difficult conditions with very troubled groups of children. The paper highlights the common experiences of deprivation and loss, fears around the abuse of power and problems with acknowledging differences between people, which are a part of South Africa's political legacy. These kinds of issues were found to have a powerful impact on the functioning of organizations and also on the quality of the consultancy relationship itself. We argue that it is important to recognize the emotional demands of child-care work generally, but also that it is equally necessary work, through our political experiences, to achieve some kind of understanding of these. Lack of containment for these experiences will impact on the quality of care organizations are able to offer to children in our context.     

Crime problems of the future

Group process methods for problem solving and planning are now widely used in organizations in the United States. Such methods, which involve active participation by employees, are not often used in Russia. We believe these methods would help Russia move from a centrally planned, authoritarian style of management to a more participatory, information-sharing style of management. Accordingly, two training sessions were held with faculty members at universities in Irkutsk and Novosibirsk. This article describes how these meetings were arranged, the results of the planning activities, and the implications of participatory methods of decision making for organizations in Russia and in other transitional economies.     

Why and when do motives matter? An integrative model of motives,role cognitions,and social support as predictors of OCB

We extend prior thinking about citizenship behavior by integrating employee motives, social support, and role cognitions as predictors of organizational citizenship behavior (OCB). Drawing on trait activation and situated self theories, we provide insights into why and when motives predict OCB using multi-source data from two field samples. In Study 1, we demonstrate that the quality of social support functions as a boundary condition that qualifies relations of motives with OCB. In Study 2, we introduce role cognitions as a proximal motivational factor that mediates the motives by social support interactions with OCB. Our results support the hypothesized moderated mediated model and enhance understanding of OCB by integrating the OCB motive and role cognition literatures, which to date have developed separately. As our results demonstrate, role cognitions, which are domain-specific felt obligations to perform OCB, mediate relations of more distal predispositions to perform OCB with helping and voice citizenship behaviors.