基层党政领导干部的行为风格与自我和谐及工作绩效的关系

通过深度访谈和问卷探讨了基层党政领导干部的行为风格类型及其与自我和谐及工作绩效的关系。结果表明,党政领导干部的行为可以区分为主动自信、上恭下倨和宽上容下等三种稳定的类型,其中主动自信不仅有利于个体保持较高的内心和谐,而且有利于个体工作绩效的提高,而上恭下倨则与主动自信相反,宽上容下则既有有利于工作绩效和自我和谐的一面,又有不利于绩效和自我和谐的一面。对行为类型的年龄、级别和学历差异以及党政领导干部理想的行为风格也进行了讨论。     

The influence of political climate on job pursuit intentions and the moderating effect of Machiavellianism

Job seekers now have access to a number of internet resources (e.g., social media, chat rooms, and message boards) that provide information about potential employers. These resources provide potential job applicants with extensive amounts of third‐party information about organizations, including information about the extent to which a particular organization's climate can be characterized as being political. Unfortunately, owing to a dearth of research on this topic, it is unclear to what extent such information about an organization's political climate might affect the recruiting process. Therefore, drawing from the Attraction‐Selection‐Attrition model, we considered the extent to which potential job applicants are less (more) likely to pursue jobs in organizations that are perceived as more (less) political. We further identified Machiavellianism as a potential moderator of this relationship, given that this trait reflects the extent to which an individual would “fit” into a highly political work environment. Across three studies, our findings provide evidence that job applicants report being less likely to pursue jobs in organizations characterized by high levels of workplace politics. The results further indicated that Machiavellianism attenuates this negative effect. In light of our findings, we discuss implications for how information that is not controlled by the organization (e.g., information provided by social media or other internet‐based sources) affects job pursuit intentions and the organization's applicant pool.     

A component analysis of job interview training for young adults with autism spectrum disorder

The job interview is a vital component to acquire employment. Individuals with autism spectrum disorder may experience difficulties with job interviews due to notable deficits in social and communication skills. We evaluated the relative impact of several components of a job interview training package on six participants' responses to commonly asked interview questions. We used a multiple baseline design across participants to present the following components: written instructions, rehearsal and video self‐feedback with a commercially available training program, and verbal feedback delivered by the experimenter. Results demonstrated that all participants required an additional behavioral skills training session to meet our mastery criterion. However, once training was complete, all participants showed generalized performance when the interview questions were presented in a varied format and by a novel interviewer outside of the training environment. In addition, their performance was maintained at follow‐up.     

Employee adaptive performance and job satisfaction during organizational crisis: the role of self-leadership

This study tests the hypothesis that self-leadership is positively related with employee adaptive performance and job satisfaction in rapid change and unpredictable work environments. This assumption was tested through a quasi-experimental study regarding the implementation of a self-leadership training programme in the Private Banking department of an international bank. Change in private bankers’ self-leadership, adaptive performance and job satisfaction was measured three times, over a period of 8 months. During the fourth month of the training programme implementation, the bank underwent an unexpected bailout. Fifty-two private bankers were randomly assigned to an experimental group (n = 28) and to a control group (n = 24). The results showed an increase in self-leadership, adaptive performance and job satisfaction for the experimental group, while job satisfaction decreased for participants in the control group. Our findings suggest that change in the level of self-leadership is positively related with change in the level of adaptive performance and job satisfaction over time. This study presents new evidence that individual adaptive performance and job satisfaction can be enhanced through self-leadership training. Self-leadership training can be used as a valuable tool to help organizations improve employees’ adaptive performance and job satisfaction, especially during organizational crisis.     

Supervisors’ relational transparency moderates effects among employees’ illegitimate tasks and job dissatisfaction: a four-wave panel study

Despite repeated calls for the inclusion of leadership in research on illegitimate tasks, little is known about what supervisors can actually do to mitigate negative effects of illegitimate tasks. We propose transparent leadership behavior as an effective means that buffers detrimental effects of illegitimate tasks. We further propose reciprocal effects between illegitimate tasks and job dissatisfaction. Based on a short panel study with four surveys across four consecutive weeks, data of 347 employees were analyzed using multiple group structural equation models. For the two facets of illegitimate tasks, results were more consistent for unnecessary than for unreasonable tasks. We found main and moderating effects in both the normal causal and the reversed causal direction for unnecessary tasks, with more consistent main effects in the reversed direction and stronger moderating effects in the normal direction: Job dissatisfaction rather led to unnecessary tasks than vice versa; while high transparency particularly buffered the effects of unnecessary tasks on job dissatisfaction. Thus, by means of transparent leadership behavior, supervisors are able to effectively intervene in the vicious circle between illegitimate tasks and employees’ job dissatisfaction and thereby benefit working conditions for leaders and followers alike.     

Body mass index,peer victimization,and body dissatisfaction across 7 years of childhood and adolescence: Evidence of moderated and mediated pathways

Numerous studies have reported that children and adolescents who are overweight are more likely to get bullied, yet the literature is replete with methodological limitations. We examined the transactional associations between peer victimization and body mass index (BMI), considering potential mediating (body dissatisfaction) and moderating (biological sex) factors. Participants (n = 631) came from the McMaster Teen Study, where students were assessed annually between Grades 5–11, approximately half were girls (53.9%), and the majority were white (76.4%). Peer victimization (from Grade 5) and body dissatisfaction (from Grade 6) were self‐reported by students, while parents reported their child's height and weight (from Grade 5). Cascade models were built up sequentially using path analysis across 2‐year increments (Grades 5, 7, 9, and 11). The final model had excellent fit to the data (χ² = 73.961, df = 66, p = 0.234). Grade 5 peer victimization had a direct effect on BMI across a 2‐year period in girls (b = 0.59, SE = 0.21, p = 0.005) and boys (b = 0.82, SE = 0.30, p = 0.006), and an indirect effect on BMI via body dissatisfaction across a 4‐year period (b = 0.074, 95% CI = 0.012–0.152, p = 0.036). At no point did BMI directly increase risk for peer victimization, yet there were indirect effects via body dissatisfaction among girls but not boys. Peer victimization and body dissatisfaction were proximally and longitudinally related at every time point and there was a transactional association in late‐adolescence among girls but not boys. Targeting modifiable factors in the social (peer victimization) and psychological (body dissatisfaction) domains may limit accelerated weight gain and the health risks associated with excess adiposity.     

The value of job crafting for work engagement,task performance,and career satisfaction: longitudinal and quasi-experimental evidence

We examine how job crafting (i.e. seeking resources, seeking challenges, decreasing demands) increases the person-job fit of employees. In Study 1, we studied job crafting’s effects over time. 111 employees filled out a questionnaire at two time points with 6 months in between. We found that seeking resources behavior at Time 1 positively affected work engagement, task performance, and career satisfaction at Time 2. Decreasing demands at Time 1 negatively affected work engagement, task performance, and career satisfaction at Time 2. In Study 2, we tested a job crafting intervention using a quasi-experimental design (i.e., intervention group, N = 60, and a control group, N = 59). The intervention was successful, as participants in the intervention group increased seeking resources and decreasing demands behaviors. Furthermore, seeking resources behavior was the main driver of increased participants’ work engagement, task performance, and career satisfaction.     

Transformational leadership,diversity climate,and job satisfaction in selected South African companies

This study investigated the relationship between transformational leadership, diversity climate, and job satisfaction in a selection of South African companies. Participants were a convenience sample of 263 employees from the Gauteng Province (white?=?69.3%). They completed measures for transformational leadership, diversity climate, and job satisfaction. Structural Equation Modelling analysis revealed transformational leadership to directly predict job satisfaction and diversity climate, and to mediate the relationship between transformational leadership and job satisfaction. Moreover, transformational leadership directly and positively predicted quality of workplace diversity climate. Future leaders and managers should leverage an organisation’s diversity climate for job satisfaction applying transformational leadership strategies.     

Job apathy and work engagement: Moderating influence of perceived leader integrity and spiritual intelligence in a Nigerian mass transit company

This study explored the direct and interactive roles of job apathy, perceived leader integrity, and spiritual intelligence on work engagement among 206 Nigerian employees of a leading mass transit company (females = 33%; mean age = 35.81years, SD = 5.04; mean organisational tenure = 6.27 years, SD = 2.26). Results following moderated hierarchical multiple regression showed that work engagement was lower with job apathy and higher with perceived leader integrity and employee spiritual intelligence. Moreover, employees with a high perception of leader integrity reported being more work engaged, regardless of feeling apathetic about their job, compared to those with a low perception of leader integrity. Perceived leader integrity and spiritual intelligence are important for work engagement in Nigeria’s transportation sector setting.     

职业生涯晚期工作重塑与工作中成功老龄化

随着人口快速老龄化, 劳动人口中老年人的比重持续扩大。工作中成功老龄化(successful aging at work)积极看待工作中的老龄化过程, 指出老年员工不仅能很好地适应自身与工作变化, 还能为组织持续创造价值、发挥“余热”, 进而有助于缓解劳动力老龄化和年轻劳动力短缺所带来的难题。工作重塑(job crafting)作为员工的一种主动性行为, 与个体和环境因素的交互作用, 能有效帮助老年员工实现可持续的人-环境匹配和资源有效管理, 适应年龄与工作环境的变化, 在职业生涯晚期带来积极的工作结果, 最终实现工作中成功老龄化。工作中成功老龄化、老年员工工作重塑的概念和测量皆须进一步研究, 进而深入开展老年员工工作重塑对工作中成功老龄化的作用机制及干预方法实证研究。