Is a change in work motivation related to a change in mental well-being?

The purpose of the study was to investigate the effect of changes on work motivation and the effect of the changes on future mental well-being. This prospective study comprised 577 employees who were followed up 18 months after a comprehensive baseline measurement. The response rate was 81% for the baseline and 72% for the follow-up. The results show that both negative and positive changes in work motivation over time (18 months) were related to exhaustion. A similar correlation was found between negative changes in work motivation and depression. The results show that employees with a decreased level of work motivation had a higher risk of experiencing more exhaustion and depression in the future. Thus, investing in activities to promote work motivation may be an effective means of preventing long-term sick leave for stress-related mental illness and of providing energy for successful career advancement.     

Book Reviews

Abstract

Johnson, J.V., & Hohansson, G. (Eds.)- (1991). The psychosocial work environment: Work organization, democratization and health. Essays in memory of Bertil Gar dell. New York: Baywood. pp. 335. ISBN 0-89503-078-0 (hardback). ISBN 0-89503-077-2 (paperback).

Shackel, B., & Richardson, S. (Eds.) (1991). Human factors of informatics usability. Cambridge: Cambridge University Press. Pp. 438. ISBN 0-521-36570-8. Hardback £35.00

Frese, M., & Brodbeck, F.C. (1989). Computer in Büro und Verwaltung. Berlin: Springer. Pp. 237. ISBN: 3-540-50774-4. DM 88. Published in German.     

Mobbing–prevention and management in organizations

Abstract

So far, only a few companies have dealt with the issue of “mobbing”. This article describes some of the variables required for a successful implementation of an anti-mobbing programme, as well as measures of prevention and intervention. A successful anti-mobbing programme depends on the pressure the problem exerts on the company, the competition with other company programmes, the negative image of mobbing, and the slow diffusion of social issues in companies. Various prevention measures are outlined and suggested in connection with the causes of mobbing: changes in work design, changes in leadership behaviour, the protection of the individual social position, and the moral standard of employees. Depending on the stage of conflict escalation, different intervention measures apply. The concepts of appointing contact people for mobbing victims and the setting up of neutral clearing posts are discussed.     

Effects of work–family culture on employee well-being: Exploring moderator effects in a longitudinal sample

This present panel study had three aims: (1) to shed new light on the work–family culture (WFC)–well-being (work–family conflict, work engagement, job exhaustion) linkage by investigating lagged associations between the phenomena; (2) to consider the multidimensional nature of WFC by specifying whether its lagged effects on well-being would vary by its dimensions; and (3) to explore whether the positive aspects of WFC would prevent its negative ones from spilling over into employee well-being. The study was based on a 2-year longitudinal sample (N = 409) gathered among Finnish health care workers. The results showed that WFC was a bidimensional construct containing both negative (work–family barriers) and positive (work–family support) facets. Only its positive facets (work–family support) showed a lagged negative effect on the outcomes studied (work–family conflict). No signs of moderator effects were observed.     

Making sense of “resistance”: Responses to organizational change in a private nursing home for the elderly

Abstract

This article reports a study of resistance to change amongst organizational employees. It focuses on the introduction of skill development programmes to give staff nationally recognized qualifications. Resistance to the innovation is interpreted in light of the values of staff and how they are consistent or inconsistent with the value base of the innovation.     

Conflict escalation and coping with workplace bullying: A replication and extension

Bullying or mobbing is used for systematically harassing a person for a long time. In the context of stress theory, bullying is a severe form of social stressors at work, whereas in terms of conflict theory, bullying signifies an unsolved social conflict having reached a high level of escalation and an increased imbalance of power. Based on a qualitative study with 20 semi-structured interviews with victims of bullying and a quantitative questionnaire study with a total of 149 victims of bullying and a control group (N = 81), it was investigated whether bullying victims use specific conflict management strategies more often compared with individuals who are not bullied, and whether coping strategies used by successful copers with bullying differ from those of the unsuccessful copers. Successful copers were those victims who believe that their situation at work has improved again as a result of their coping efforts. The qualitative data showed that most victims started with constructive conflict-solving strategies, changed their strategies several times, and finally tried to leave the organization. In the interviews, the victims of bullying most often recommended others in the same situation to leave the organization and to seek social support. They more often showed conflict avoidance in the quantitative study. Successful victims fought back with similar means less often, and less often used negative behaviour such as frequent absenteeism. Moreover, they obviously were better at recognizing and avoiding escalating behaviour, whereas in their fight for justice, the unsuccessful victims often contributed to the escalation of the bullying conflict.     

Workplace violence and the changing nature of work in Europe: Trends and risk groups

Incidence rates of third party workplace violence in Europe have increased, but little is known about the causes thereof. It has been suggested that the growth of the service sector and the intensification of work could be responsible for the increase. This study aimed to identify trends in the prevalence of physical workplace violence across Europe, as well as to uncover factors explaining these trends. Three cross-sectional waves (1995, 2000, and 2005) of the European Working Conditions Survey were used, involving 58,520 workers and covering 15 European member states. Logistic regression analyses were performed to investigate associations between work characteristics and violence prevalence. Workplace violence increased significantly during the study interval. Although violence was clearly related to specific characteristics of the labour market (gender, age, sector, etc.) and the work environment (client contact frequency, time pressure, control, and computer work), recent changes in the European labour market composition and work environment could not explain the increase in violence. In jobs characterized by high levels of computer work in particular, violence appears to be an emerging risk. Our results suggest that the nature (and perhaps quality) of client contact is changing, leading to higher violence risks.     

Switching on and off … : Does smartphone use obstruct the possibility to engage in recovery activities?

This study examines the impact of work-related smartphone use on daily recovery from work-related efforts. The literature shows that work–home interference (WHI) is an important inhibitor of the recovery process. We propose that the extensive use of smartphones with its implicit request of 24/7 availability inhibits the process of engaging in activities that are required for daily recovery. A total of 80 employees (40 smartphone users, 40 controls) completed a 6-day diary questionnaire over a time period of 2 weeks. Contrary to our hypothesis, smartphone users did not experience more overall WHI than nonusers. Furthermore, four activities aimed at recovery were examined. We predicted that daily WHI would increase employees’ engagement in recovery activities, but only if they did not use a smartphone. Results showed that, for the control group, WHI was positively related to psychological detachment, relaxation, mastery, and control activities, whereas smartphone users facing high WHI did not succeed in engaging in these recovery activities. This implies that being connected to work in the evening hours through smartphones has consequences for the extent to which employees succeed in undertaking recovery activities.     

Employee reactions to flattening organizational structures

This article examines the effectiveness of a newly introduced integrative structure and its impact on employee job perceptions in an aircraft maintenance organization. It is not common to find studies, that relate such changes to lower level employee reactions. The implementation of the change programme involved a system-wide approach incorporating both structural and cultural change. Using a retrospective methodology we assessed employee reactions to the changes introduced. We found that both intrinsic job satisfaction and job characteristics perceptions improved in the new integrative organization. The fact that positive findings have been identified when other studies found no relationship between such changes and attitudinal outcomes illustrates the efficacy of a system-wide approach to change. Extrinsic satisfaction and organizational commitment however did not improve. This can perhaps be explained by the fact that the latter areas are concerned with factors outside the direct completion of the job and may take much longer to change if indeed they can be shown to change over time at all.     

Redesigning work through idiosyncratic deals

This study links idiosyncratic deals (i-deals) to job design theory. It investigates the impact of individually negotiated job changes on performance, self-efficacy, and psychological strain through their intervening effects on work design. Based on a sample of 187 health care professionals employed by a hospital in Germany, three types of work design-related i-deals were investigated: (1) task, (2) career, and (3) flexibility i-deals. Consistent with hypotheses, the three types of i-deal had differential effects on work characteristics, and each in turn related to different outcomes. Specifically, job autonomy mediated the task i-deals—job performance relationship; skill acquisition mediated the career i-deals—occupational self-efficacy relationship; and reduced work overload mediated the flexibility i-deals—emotional and affective irritation relationships. Leader–Member Exchange was confirmed as an antecedent of all three types of i-deals. Task, career, and flexibility i-deals are discussed as ways to make work more intrinsically motivating, ensure one’s professional advancement, and balance workplace stressors.