Differences in occupational stress in three European countries

In this study, the reliabilities of the Dutch translation of the Occupational Stress Inventory, which is based on the theory of Cooper (Cooper & Marshall, 1976), was investigated. The sample comprised 436 nurses. A comparison is made of the individual and job satisfaction stress levels of Dutch and British nurses (N = 546), and of British managers (N =123) and German managers (N =133). The differences in the reliabilities of the Dutch version, compared to the British and German, are small. The differences between the stress and satisfaction scores are found to be greater between occupational groups than between nations.     

Distancing or drawing together: Sexism and organisational tolerance of sexism impact women's social relationships at work

This article examines the role of organisational climate in women's social responses to sexism at work. We argue that after experiences of sexism, women “draw together” with other women when they perceive that the organisational climate is intolerant of sexism. We assess the role of organisational climate at three levels: peer-, manager-, and policy-level. We conducted a correlational study (N_study1 = 405) and two experimental studies (N_study2 = 377, N_study3 = 391), in which we examined women's experiences of sexism at work (measured in Study 1; manipulated in Studies 2 and 3). We also measured perceived tolerance of sexism at the peer-, manager- and policy-level in all studies. The main DVs were women's workplace friendships with other women in Studies 1 and 2, and closeness to female co-workers in Study 3. Results showed that perceived tolerance of sexism from peers was especially important in shaping women's social relationships following experiences of sexism; tolerance from managers or at the policy level had less consistent effects. Specifically, experiences with sexism were positively associated with female participants' reported friendship (Studies 1 and 2) and closeness (Study 3) with their female colleagues, but only when peers were perceived not to tolerate sexism. When peers were perceived to tolerate sexism, female participants did not respond to sexism by drawing together.     

Antécédents et conséquences du comportement proactif au travail des cadres hospitaliers sur leur comportement d’innovation au travail : un modèle de médiation séquentielle-modérée

This article reports the results of the analysis of the antecedents and consequences of nurse managers’ proactive work behaviour. We tested a moderated sequential mediation model in which work engagement and proactivity mediate the relationship between work climate and innovation and analysed the moderating role of feedback in the relationship between proactivity and innovation. This study was conducted among 290 nurse managers and we found that work engagement and proactivity sequentially mediated the relationship between work climate and innovation. Moreover, feedback moderates the relationship between proactivity and innovation. We discuss the theoretical and managerial implications of these results.     

Reliability among Senior Managers of the Marlowe–Crowne Short-Form Social Desirability Scale

The majority of scholarly management studies are based on self-report surveys. Consequently, the need to control for social desirability response is important, although few management studies in fact include the use of relevant scales commonly incorporated in psychology research. The full Marlowe–Crowne scale is disaffectingly long for senior-manager sample usage, so one of its short forms is more practical. However, the reliability of the most popular of these, the Strahan–Gerbasi scale, has not been tested with senior-manager samples. This study tests the scale amongst several senior-manager samples and finds it consistently lacks adequate reliability and unidimensionality.     

The Development of Person–Vocation Fit: A Longitudinal Study Among Young Employees

This two-phase panel study examines the development of the congruence between vocational interests and perceived skill requirements. Participants were 492 Dutch men and women between 18 and 26 years old, with a paid job in both phases. Three hypotheses inspired by the theory of work adjustment (Dawis and Lofquist 1984) and congruence theory (Holland 1992) were tested, using a composite index of fit proposed by Cronbach and Gleser (1953). The first hypothesis proposing that participants experiencing incongruence between their vocational interests and their perceived skill requirements are dissatisfied with their job was supported. The hypothesis that incongruence has a positive relationship with job change and a negative relationship with tenure was not confirmed. The expectation that the congruence between vocational interests and perceived skill requirements increases over time was confirmed. Furthermore, exploring determinants of change in vocational interests and perceived skill requirements, it was found that change in these domains was predicted by different variables, educational level being the only common factor. It is concluded that this study supports the longitudinal propositions of prevailing work-related person-environment fit theories.     

Are immigrants in the nursing industry at increased risk of bullying at work? A one‐year follow‐up study

The purpose of this study was to explore whether (a) immigrant health care workers (HCW) are more at risk of bullying at work than Danish staff members, (b) this association is increased by previous exposure to bullying and (c) immigrants experience more bullying from supervisors, colleagues and clients/residents. We analyzed cross-sectional baseline data from 5,635 health care students of whom 10.4% were immigrants, and conducted a prospective analysis by following 3,109 of these respondents during their first year of employment. More than a third of the respondents had previous experiences with bullying. The baseline analyses showed that immigrants are more at risk of being bullied during both their theoretical education and trainee periods than their Danish co-students. At follow-up we found that 9.1% of the total cohort had been exposed to bullying at work during their first year of employment, hereof 1.8% frequently. "Non-Western" immigrants had a significantly higher risk of exposure to bullying at work during follow-up than the Danish respondents independent of previous experience with bullying. Danish and immigrant health care workers were more exposed to bullying from co-workers than from supervisors with no statistically significant difference between the Danes and the immigrant groups. Both "Western" and "non-Western" respondents were more at risk of bullying from clients/residents than the Danish respondents.     

Occupational Stress in Workers and Managers in Steelworks in China

Occupational stressors and strains of 121 Chinese steelwork employees and 122 managers were measured using the Chinese version of the Occupational Stress Indicator (OSI). It was found that factors intrinsic to the job, Type A behavior, logic, and organizational structure and climate were the main predictors of mental ill-health and physical ill-health in managers. Organizational structure and climate and relationships with other people were important predictors for workers. Management processes and organizational forces were the strongest predicting factors of job satisfaction in both samples. On certain OSI scales and subscales, managers scored statistically higher than workers. It is proposed that these results reflect the enormous economic and social changes currently taking place in China, together with certain features inherent in Chinese organizational and managerial processes.     

Perception of managers’ influence depending on status,power, and company performance

This research examines others’ perception of the influence of managers working in successful or unsuccessful companies who possess or lack status (to be respected by others) and power (control of valued resources). Study 1 shows that high‐status managers were judged as more influential in the firm than their low‐status peers, regardless of the company's situation. Study 2 finds that in a context of economic uncertainty, a manager with high status and power is perceived to be more capable of affecting the firm. The effect of power seems to be secondary since when a manager has low status, having high power does not significantly benefit the influence attributed to him or her. Furthermore, dominance (assertive behavior), not warmth, mediated the relationship between status and the attributed influence. Overall, these findings confirm that status is a very potent source of social influence, status and power are distinct constructs with different effects, and dominance rather than warmth is a key personal dimension linked to successful leadership.     

Generating and sharing of market intelligence in sales teams: an economic social network perspective

In this research, we take a multimethod approach to shed light on the potential costs to sales teams that generate and share market intelligence (MI). First, we introduce an analytical model to propose the respective levels of effort that sales managers, experts, and team members spend generating and sharing MI. To test our propositions, we utilize social network data from 40 independent, business-to-business (B2B) sales teams, representing 287 salespeople. Interestingly, our results support the premise that team members become dependent (reduce MI efforts) when their sales manager or team expert shares MI among the team. We term this a “sharing tax” that sales managers and team experts pay when they share MI. Consequently, sales managers demonstrate greater MI-generation efforts the more they share MI. We also find that experts who share more (less) also show greater (lesser) MI-generation efforts, but only for teams where sales managers share low (high) levels of MI. In summary, our research innovatively conducts an empirical test of the Nash Equilibrium pattern of sales team effort to show that two critical team members, the sales manager and expert, are at a disadvantage when they share valuable MI.