Developing a Conceptual Framework of Employee Well-Being (EWB) by Applying Goal Concepts and Findings from Personality-Social Psychology

This paper reports an attempt to develop a foundation of a theory of employee well-being (EWB) by borrowing concepts and findings from research in personality-social psychology. The proposed conceptual framework has four central principles: The principle of goal selection based on valence, the principle of goal selection based on expectancy, the goal implementation principle, and the goal attainment principle. These principles have corollaries expanding the logic of the proposed theoretical relationships. Specifically, the principle of goal selection based on valence has nine corollaries: Approach versus avoidance goals, goal meaningfulness, high- versus low-level goals, goals related to cultural norms, goals related to deprived needs, goals related to basic versus growth needs, intrinsic versus extrinsic goals, goals producing flow, and autonomy in goal setting. The principle of goal selection based on expectancy has five corollaries: Goal-motive congruence, goal-cultural value congruence, goal-resources congruence, goal conflict, and adapting goals to changes in circumstances. The principle of goal implementation has two corollaries: Goal concreteness and goal commitment. Finally, the goal attainment principle has three corollaries: Recognition of goal attainment, intensity versus frequency of positive feedback, and progress reports.     

Organizational Commitment,Job Satisfaction,and Effort in the Service Environment

Investigations of the causal relationship between organizational commitment and job satisfaction have yielded contradictory findings. Little empirical research has looked at this complex relationship in the context of work effort. The purpose of this study was to determine how these variables interact in the service environment. Using a sample of 425 employees in two service organizations, the author tested two structural equation models. The hypothesized model with organizational commitment as a moderator between job satisfaction and service effort fit better than a model with job satisfaction as moderator did. Conceptual implications are discussed, and suggestions for future research are made.     

The relationship between employees’ experience of performance management and work engagement within a South African organisation

The study investigated the relationship between employees’ experience of performance management and work engagement. Participants were a convenience sample of employed adults (N=202; females=59%, middle management?=?48%, White?=?54%, tenure more than 9 years?=?48%) in an organisation in the vehicle and asset-based finance industry. They completed the Performance Management Questionnaire (PMQ) and Utrecht Work Engagement Scale (UWES). Multiple regression analysis was used to determine the proportion of variance of work engagement that is explained by employees’ experience of performance management. Results revealed that only empowerment significantly predicted work engagement. These findings suggest that when employees experience performance management as empowering, they are also likely to have higher levels of work engagement.     

Authenticity,employee silence,prohibitive voice,and the moderating effect of organizational identification

Authenticity is an important concept in positive psychology and has been shown to be related to well-being, health, and leadership effectiveness. The present paper introduces employee authenticity as a predictor of relevant workplace behaviors, namely employee silence and prohibitive voice. Converging evidence across two studies using cross-sectional and longitudinal designs demonstrates that when responding to hypothetical problematic workplace events (Study 1) or actual workplace experiences (Study 2), individual differences in employees’ authenticity predicted more self-reported voice behaviors and less silence that emanated from various motivations. Furthermore, authenticity scores consistently yielded predictive utility over and above the contribution of a broad set of individual and organization-based characteristics. Finally, organizational identification moderated the relation between authenticity and silence, such that for employees with high levels of identification, the relation between authenticity and silence was stronger.     

Longitudinal relationships between workplace bullying,basic psychological needs,and employee functioning: a simultaneous investigation of psychological need satisfaction and frustration

The aim of this cross-lagged study was to provide new insight into the interplay between workplace bullying, basic psychological needs (for autonomy, competence, and relatedness), and employee functioning. Based on new developments in self-determination theory (SDT) research, we simultaneously examined the temporal relationships between workplace bullying, need satisfaction and frustration, as well as two indicators of psychological functioning: life satisfaction and psychosomatic complaints. Data were collected at two time points over a 12-month period from a sample of 508 Canadian nurses. Results suggest that bullying not only negatively predicted satisfaction for the needs of autonomy and competence, it actively frustrated all three needs. Frustration of the needs for competence and relatedness as well as satisfaction of the need for relatedness also predicted the psychological functioning of employees exposed to bullying behaviour over time. Taken together, the results suggest that evaluating need frustration provides in-depth insight into the detrimental effects of bullying on employees’ psychological inner resources and may explain the impoverishment of employees’ psychological functioning when confronted with bullying behaviour. The implications for the bullying and SDT literature are discussed.     

Servant leadership and employee outcomes: the moderating role of subordinates’ motives

Drawing from implicit leadership theories we advance servant leadership theory by examining moderating mechanisms that explain under what conditions servant leader behaviours impact followers in organizations. Specifically, we focused on the moderating role of subordinates’ motivational orientations—prosocial values or impression management motives—in relationships between servant leadership behaviours and job satisfaction, as well as subordinate organizational citizenship behaviours (OCBs). Using time-lagged data collected from 192 supervisor-subordinate dyads, we found that servant leadership was positively associated with employees’ job satisfaction, but not significantly related to their performance of OCBs. We also found evidence that subordinates’ motives moderate the relationships between servant leadership and outcomes. Specifically, employees high on impression management experienced lower levels of job satisfaction than their lower scoring counterparts. Our findings suggest that servant leadership may not be equally beneficial for all followers. We discuss implications for theory and practice.     

真实创新预览、企业可雇佣性责任感与可雇佣型建言的关系

以59家科技型创业企业368名知识员工为被试,从新型员工—组织关系模式下个体认知的视角,探讨了企业真实创新预览与知识员工可雇佣型建言的关系,以及知识员工之企业可雇佣性责任感的中介作用。PLSSEM分析结果表明:(1)企业真实创新预览对知识员工的企业可雇佣性责任感各维度、可雇佣型建言具有显著正向影响;(2)知识员工的企业可雇佣性责任感各维度中,基于角色内胜任力提高、基于角色外能力提升2个维度对知识员工可雇佣型建言具有显著正向影响,并在企业真实创新预览与知识员工可雇佣型建言之间起部分中介作用;而基于个人生涯发展维度对知识员工可雇佣型建言的影响不显著,其在企业真实创新预览与知识员工可雇佣型建言之间也不起中介作用。     

Psychosocial safety climate (PSC) and enacted PSC for workplace bullying and psychological health problem reduction

Bullying at work has profound effects on both the individual and organization. We aimed to determine if organizational psychosocial safety climate (PSC; a climate specific to worker psychological health) could reduce workplace bullying and associated psychological health problems (i.e., distress, emotional exhaustion, depression) if specific procedures were implemented (PSC enactment). We theorized that the PSC enactment mechanism works via psychosocial processes such as bullying mistreatment climate (anti-bullying procedures), work design (procedures reduce stress through work redesign), and conflict resolution (procedures to resolve conflict). We used two-wave national longitudinal interview data from 1,062 Australian employees (Australian Workplace Barometer project) and structural equation modelling to explore relationships over 4 years. PSC Time 1 predicted enacted PSC and reduced bullying 4 years later. PSC Time 1 was indirectly negatively related to poor psychological health Time 2 through enacted PSC and bullying. Bullying Time 1 also gave rise to procedures which in turn reduced bullying Time 2. Our findings suggest a multi-component approach to prevent or reduce bullying. Procedures (to reduce psychosocial hazards) that emerge in a high PSC context are more comprehensive than those triggered by bullying (reactive procedures), and can therefore be more effective in reducing worker mistreatment. Building PSC and a strong climate for psychological health, and enacting PSC is fundamental to bullying prevention.     

中国背景下雇员主动离职模型的探索和验证研究

雇员主动离职研究持续多年,但是这些研究缺乏对过程变量的关注和整个离职模型的整合。本文在以往研究的基础上,针对以上不足,初步提出了中国背景下雇员主动离职模型,并通过实证研究对模型加以验证。模型为企业管理实践提供了一定的应用价值。     

What happens in a psychoanalysis?

A group of experienced analysts has developed scales and a coding manual illustrated with clinical examples to evaluate recorded analyses and psychodynamic therapies. The analytic process scales (APS) assesses three dimensions: (1) the contribution of the analyst: helping to develop a relationship in which the analyst can provide clarification and interpretation of transference and resistance; (2) the contribution of the patient: the communication of experience and the expression of feeling in ways which provide information about needs, wishes and conflicts, accompanied by self-reflection; and (3) interactional characteristics of the emerging relationship, explored by studying sessions divided into psychoanalytically coherent segments. A preliminary study of nine sessions has established that the variables assessed by the APS can be rated reliably. Study of the analysts' contributions illuminated their varied and complexstructure. Important differences emerged among the three patient-analyst pairs studied, and changes in scores over time tracked developments in the analytic work which would imply different treatment outcomes. The APS appears to be a reliable tool facilitating the systematic study of psychoanalyses.