MMPI-2 configurations among victims of bullying at work

Bullying at work, the systematic exposure to psychological violence and harassment in the workplace, places a serious strain on many employees. The aim of this study was to investigate psychological correlates of bullying among former and current victims using the MMPI-2. A total of 85 individuals, recruited among members of two Norwegian associations of bullying victims, participated in the study. Two hypotheses were tested: (1) Bullied victims have an elevated personality profile on the MMPI-2, although different kinds of personality profiles may be distinguished; (2) the personality profiles of the victims are related to the type of behaviour and the intensity of the behaviours experienced by the victim. Both hypotheses were confirmed. The study demonstrated, using cluster analysis, that the sample of bullied victims can be divided into three personality groups (“The seriously affected”, “The disappointed and depressed”, and “The common”.) The elevated 3-2-1 personality profile was most typical. Surprisingly, the victims of the common cluster reported the highest level of exposure to bullying, suggesting a vulnerability factor among the other victims. The scores on the new MMPI-2 Content scales were also analysed. The seriously affected group reported a high level of generalized anxiety, fear of specific incidences, and many health concern worries.     

Work engagement: Further reflections on the state of play

In this article we further reflect on the “state of play” of work engagement. We consider, clarify, and respond to issues and themes raised by eight preeminent work engagement researchers who were invited to respond to our position article. The key themes we reflect upon include: (1) theory and measurement of engagement; (2) state and task engagement; (3) climate for engagement versus collective engagement; (4) the dark side of engagement; (5) where job crafting may go wrong; and (6) moderators of the engagement–performance relationship. We conclude that engagement can sensibly be conceptualized as a positive and high arousal affective state characterized by energy and involvement; that there may be additional dimensions that might usefully be included; that we need to more fully understand the day-to-day and moment-to-moment temporal dynamics and implications of engagement; that a “climate for engagement” will influence individual and organizational outcomes; that although engagement is at heart a positive construct, the “dark side” of engagement needs to be acknowledged and understood; that “job crafting” provides a potentially powerful way for employees to manage their engagement; and that we need to gain a better understanding of the moderators that influence the way that engagement is related to performance. We also outline some practical implications that follow from our conclusions.     

“Don't throw the baby out with the bathwater!” Interpersonal strain at work and burnout

Interpersonal strain represents the feeling of discomfort and disengagement in the relationships with people at work resulting from exceeding social requests and pressures. This article has three aims: (1) to introduce the Interpersonal Strain at Work scale (ISW), (2) to examine its construct validity and reliability, and its relationship with the Maslach Burnout Inventory exhaustion and cynicism; and (3) to test the generalizability of the ISW across different work settings. Multilevel CFA on two samples of call centre agents (5407) and hospital professionals (753), nested in 191 and 43 units, respectively, confirmed the good psychometric properties of the ISW and its distinctiveness from established burnout dimensions. The generalizability of ISW was also supported. Interpersonal strain at work seems to be a promising construct to recapture the interpersonal nature of the burnout syndrome that was lost when the concept of burnout was extended beyond the human services.     

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.     

Change management: Time for a change!

We discuss some core issues in the field of change management. We use these topics to identify some mindsets that dominate the practice of change management, and argue that these should be replaced by some alternatives. The alternatives are drawn largely from operations management and sociotechnical thinking. We characterize existing approaches as partial, and speculate that this may be one of the reasons why so many change initiatives are ineffective at meeting their goals. We identify some of the reasons why existing mindsets are sustained. We also point to some ways forward, focusing on changes in the mindsets and language we use. We speculate that these would improve the effectiveness of change initiatives.     

Job crafting and job performance: A longitudinal study

In this three-wave study (N = 288), we examined whether job crafting intentions and work engagement led to actual job crafting behaviours and, in turn, to higher levels of prospective work engagement and job performance. We used the Job Demands-Resources model as a theoretical framework and defined job crafting as the self-initiated changes that employees make in their job demands and resources. One month after reporting their job crafting intentions, respondents rated their actual job crafting behaviours. Again one month later, they rated their levels of work engagement, in-role performance, and organizational citizenship behaviour towards individuals (OCBI). Results of structural equation modelling showed that job crafting intentions and work engagement significantly related to actual job crafting, which, in turn, related to higher levels of work engagement, while controlling for job characteristics. Results further showed that engaged employees performed better on their in-role tasks but did not perform more OCBIs. The findings suggest that employees can increase their own work engagement and job performance through job crafting.     

The moderator role of followers’ personality traits in the relations between leadership styles,two types of task performance and work result satisfaction

Authentic leadership is changing our understanding of what makes good leadership. However, few studies have explored how followers’ individual differences and the nature of the task they perform affect its relation to followers’ work outcomes. We examine the moderator role of two core task types (intellective vs. generative) and two personality traits (conscientiousness and emotional stability) in the relationship between two leadership feedback styles (authentic vs. transactional) and task performance or work result satisfaction in a two-wave experiment. The sample consisted of 228 participants enrolled in an organizational psychology course, 34% of whom had work experience. Our results show that over time the effect of an authentic feedback style on task performance became stronger for those participants who previously scored very low on intellective tasks or very high on generative tasks. Furthermore, a significant three-way interaction between these two traits and our leadership feedback styles indicates that the effect of authentic feedback conforms different patterns depending on the followers’ personality traits and the type of task they perform. Moreover, authentic feedback had a stronger effect on participants’ work result satisfaction. Participants with low levels of either conscientiousness or emotional stability displayed higher levels of satisfaction in the authentic feedback condition.     

Motivating innovation in schools: School principals’ work engagement as a motivator for schools’ innovation

This multisource, multilevel study examines the role of school principals’ work engagement as a motivational catalyst for schools’ innovation. We hypothesize that principals’ work engagement motivates teachers’ creativity which in turn should foster the amount of innovations made in schools. In order to operationalize innovation, we used four measures: teachers’ self-ratings and three school-specific objective indicators of schools’ innovation (school projects, external communication, and internal communication). Eighty-seven principals and 902 teachers from 83 German schools participated in our study. Results of multilevel structural equation modelling showed that principals’ work engagement increases teachers’ idea generation which in turn fosters all of our four aspects of innovation. Idea generation mediated the relationship between principals’ work engagement and self-rated innovation. It can be concluded from our study that both principals’ work engagement and teachers’ creativity can be powerful forces concerning schools’ innovation.     

Goal setting via videoconferencing

In two experiments (N = 126, N = 120) telework in an advertising company was simulated. Participants communicated either face-to-face or via a PC-videoconference with a supervisor who motivated employees to solve brainstorming tasks using several goal setting strategies. In addition, communication with the supervisor prior to goal setting was manipulated to examine the impact of a personal meeting with the supervisor and to investigate the effect of having some prior experience with this technology. In both experiments, stimulating challenging goals improved performance compared to “do your best” instructions when goal setting was conducted via a videoconference. Moreover, it was found that participative goal setting was more effective than directive goal setting. However, a prior personal meeting with a supervisor or an additional interaction via videoconference prior to goal setting had no impact on performance or the effectiveness of goal setting. In sum, these findings indicate that goal setting effects are robust and can be found even if communication is based on a videoconference. When difficult goals have to be set within a videoconference, participative goal setting strategies are most effective.     

The role of personal resources in explaining well-being and performance: A study among young veterinary professionals

This study examines the role of three personal resources (i.e., proactive behaviour, reflective behaviour, and self-efficacy) in the Job Demands–Resources (JD-R) model in order to predict self and other ratings of performance. The sample consisted of 860 Dutch veterinary professionals and 170 colleagues. We hypothesized and found that work engagement mediates the relationship between job as well as personal resources and extrarole performance and the relationship between job resources and work engagement. Although hypothesized, we found no support for the mediating role of exhaustion in the relationship between job demands as well as personal resources and inrole performance. Moreover personal resources were directly related to in- and extrarole performance. In conclusion, the study expands the JD-R model by integrating personal resources at a behavioural level and performance measures in the model, and shows that personal resources have a mediating and initiating role in explaining work engagement and performance in young veterinary professionals.