工作要求-资源模型新视角——基于心理社会安全氛围的分析

心理社会安全氛围(Psychosocial safety climate,简称PSC)指员工对组织是否重视员工工作过程中与心理健康和安全相关的政策、规程和行为实践的共同感知和看法.回顾相关研究,对PSC的理论建构、测量方法、效度验证及PSC在工作要求-资源模型(Job Demand-Resource Model,简称JD-R模型)中的作用机制等进行了系统梳理.在此基础上,总结JD-R模型完善的理论贡献与管理启示,并提出PSC理论与测量工具完善、工作要求与工作资源层次匹配、考虑组织外及个人因素、开展本土化研究等未来研究方向.     

Perception of threat and safety at work among employees in the Norwegian ministries after the 2011 Oslo bombing

Background and objectives: Terrorism can heighten fears and undermine the feeling of safety. Little is known, however, about the factors that influence threat and safety perception after terrorism. The aim of the present study was to explore how proximity to terror and posttraumatic stress reactions are associated with perceived threat and safety after a workplace terrorist attack. Design and methods: A cross-sectional questionnaire survey was administered to employees in 14 of 17 Norwegian ministries 9–10 months after the 2011 bombing of the government headquarters in Oslo (n = 3520). Results: About 198 of 1881 employees completing the survey were at work when the bomb exploded. Regression analysis showed that this high-exposed group had elevated perceived threat (β = 0.36; 95% CI = 0.19 to 0.53) and reduced perceived safety (β = ?0.42; 95% CI = ?0.62 to ?0.23) compared to a reference group of employees not at work. After adjusting for posttraumatic stress reactions, however, proximity to the explosion no longer mattered, whereas posttraumatic stress was associated with both high perceived threat (β = 0.55; 95% CI = 0.48 to 0.63) and low perceived safety (β = ?0.71; 95% CI, ?0.80 to ?0.63). Conclusion: Terror-exposed employees feel more threatened and less safe after a workplace terrorist attack, and this is closely linked to elevated levels of posttraumatic stress reactions.     

Substitutes for leadership in anaesthesia teams and their impact on leadership effectiveness

In this study we aim to increase our understanding of leadership in anaesthesia teams by investigating the relationship between substitutes for leadership, leadership behaviour, and team performance in situations with varying levels of routine and standardization. The present study relied on video recordings of 12 anaesthesia teams in a simulated setting with the occurrence of a nonroutine event. Clinical team performance was measured by the speed of adequate team reaction to this event. The leadership behaviours observed were coded either as content oriented (e.g., information transmission) or structuring (e.g., assigning tasks). Results showed that leadership behaviour changed depending upon the level of routine of a situation, the degree of standardization, and, to some extent, on the experience of team members. Leadership tends to be positively related to team performance during nonroutine and low standardized situations but negatively related to team performance in routine and highly standardized situations. Furthermore, leadership is only slightly related to team member experience. This study improves our understanding of influences of substitutes for leadership on successful leadership behaviour in anaesthesia teams. The findings also lead to suggestions for both further research and the enhancement of team leadership in critical care.     

Keep the fire burning: Reciprocal gains of basic need satisfaction,intrinsic motivation and innovative work behaviour

Drawing on insights from self-determination theory, we explored the dynamic relationship between intrinsic motivation and innovative work behaviour (IWB) over time. Specifically, we investigated how basic need satisfaction influences IWB through its effect on intrinsic motivation and how IWB in turn affects basic need satisfaction as measured the next day (i.e., a reciprocal relationship). The current study used a longitudinal design comprising a 6-day period and relied on multi-source data from 76 students in industrial product design and electronic engineering who participated in an innovation boot camp. In general, results provided support for the mediating role of intrinsic motivation in the relationship between basic need satisfaction and IWB, as well as the reciprocal relationship between basic need satisfaction and IWB.     

The prevalence,risk factors and outcomes of workplace bullying among junior doctors: a systematic review

ABSTRACT

Junior doctors’ exposure to bullying may impact their training and compromise quality healthcare, yet little is known in relation to its predictors and effects. The aim of this paper is to assess the prevalence, factors and outcomes of workplace bullying among junior doctors. Literature search was performed to identify all primary studies examining workplace bullying among junior doctors using the following electronic databases: Medline, Scopus, Web of Science, PsycINFO and Cochrane Library. A total of 18 articles were included, reporting on a total of 9,597 junior doctors. The quality of evidence can be rated as moderate according to the Newcastle Ottawa Scale. From the review, a wide range (30–95%) of bullying prevalence, significant differences in bullying rates according to gender, age, height, ethnicity and subspecialty, and significant associations between bullying and mental strain, job dissatisfaction, burnout, and increased accidents at work were observed. Concurrently, heterogeneity in the terms and methodologies used to examine workplace bullying as well as definitional issues in relation to the persistency of negative interactions were noted. Evidence suggests that workplace bullying is a serious occupational hazard for junior doctors, and more research is warranted to better understand this phenomenon and address its definitional and methodological issues.     

Speaking up in ad hoc multiteam systems: Individual-level effects of psychological safety,status, and leadership within and across teams

Speaking up in high-risk organizations plays a pivotal role in the mitigation of errors and can make the difference between life and death. To date, speaking up has been studied mostly within teams. However, many high-risk organizations rely on the effective collaboration across teams in ad hoc multiteam systems (MTS). This study widens the scope of research from teams to MTS and empirically compares the mechanisms involved in speaking up within versus across teams in ad hoc MTS-aircrews. In a sample of 1490 aircrew members of a European airline, we found that crewmembers’ individual level perceptions of psychological safety mediated both the relationship between status and speaking up and between perceived leader inclusiveness and speaking up within teams. Across teams, however, psychological safety and leader inclusiveness—as perceived by pursers in their role as boundary spanners—showed no effect. Instead, it was pursers’ within-team perceptions of psychological safety that mediated between status and speaking up across teams. Teams in ad hoc MTS may thus serve as safe harbours supporting their members also in interactions across team boundaries. Implications of findings for research on MTS and practical recommendations to improve speaking up within and across teams in ad hoc MTS are discussed.     

Local/foreign status,cultural background,and organizational citizenship behaviour: A study among foreign and local workers in The Netherlands

A study in Singapore (Ang et al., 2003 Ang, S., van Dyne, L. and Begley, T. M. 2003. The employment relationship of foreign workers versus local employees: A field study of organizational justice, job satisfaction, performance, and OCB. Journal of Organizational Behavior, 24: 561–583. [Crossref], [Web of Science ®] , [Google Scholar]) found that foreign employees displayed a lower tendency to engage in Organizational Citizenship Behaviour (OCB) than their local counterparts. The explanation was that foreign employees often experience their employment relation as more disadvantageous. The present study attempted to investigate possible differences in OCB between foreign and local workers in The Netherlands. In addition, it aimed to ascertain what role the cultural dimension of “individualism–collectivism” plays in this connection. Contrasting the expectations, the foreign employees reported a higher propensity to pursue OCB than local workers. The difference in behaviour could not be explained by cultural differences. It was argued that economic and personal motives of foreign workers might have affected the self-reports of their organizational behaviour.     

Willingness to accept occupational change when offered incentives: Comparing full-time and part-time employees

The ability to deal with occupational change is becoming increasingly important. We hypothesized that individual differences determining preferences for specific types of mobility (i.e., global personality traits and uncertainty tolerance) and decisional factors theoretically derived from the theory of planned behaviour (e.g., desirability of change; subjective norms) would be associated with higher willingness to accept occupational change when incentives such as greater autonomy were offered. These hypotheses were tested in a questionnaire study with samples of full-time and part-time employees. We further expected employment situation to function as a moderator in this process. Overall, results of regression analyses confirmed the relevance of the core components of the theory of planned behaviour. In addition, we found decisional factors to be more closely linked to the outcomes of full-time employees than to those of part-time employees. We discuss the practical implications of our results in terms of how best to support employees in adapting to the increasing demands for occupational change.     

The relationship between productive and counterproductive work behaviour across four European countries

Research suggesting a similar but different relationship between Organizational Citizenship Behaviour (OCB) and Counterproductive Work Behaviour (CWB) is dominated by North American samples. Little evidence exists on whether these findings are replicated in other countries. To assess if a similar pattern emerged, we used the Social Axioms model (Bond et al., 2004) as a cultural framework and surveyed employees in the UK (105), The Netherlands (203), Turkey (185), and Greece (70) on the relationship between OCB and CWB, and the relationship between these behaviours and personality, justice, and commitment. Analysis supported a multidimensional structure to OCB and CWB and indicated a nonbipolar relationship between these behaviours. Culturally, somewhat different to OCB research in general, we find support for a convergence perspective across countries. Conceptually, linguistically and structurally the scale assessing OCB/CWB was shown to be equivalent across countries and a nonbipolar pattern of relationships was consistent across countries. Overall, findings imply a universal nature to the relationship between OCB and CWB across societal cultural groups.     

The impact of feedback from job and task autonomy in the relationship between dispositional resistance to change and innovative work behaviour

Building on an interactionist approach, the present study investigated the moderating role of two task design characteristics, namely task autonomy and feedback from job, in the relationship between dispositional resistance to change and innovative work behaviour. Consistent with a trait activation perspective, it was specifically hypothesized that dispositional resistance to change would have a stronger, positive association with innovative performance when autonomy and feedback were high than when they were low. In a sample of 270 employees from the public sector, task autonomy was found to significantly interact with both composite resistance to change and with three of the four dimensions (routine seeking, short-term thinking, and emotional reaction). Simple slope analyses specifically revealed that individuals high in short-term thinking and emotional reaction exhibited positive relationships with innovative behaviour only in the case of high task autonomy, whereas in the case of low autonomy the relationship was nonsignificant. Furthermore, feedback from job was found to moderate the relationship between overarching dispositional resistance to change, short-term thinking, and emotional reaction, on one hand, and innovative performance, on the other, such that a positive and significant association emerged only in the case of high feedback.