Journal of occupational health psychology
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J Occup Health Psychol · Jan 2006
Comparative StudyPredicting and preventing supervisory workplace aggression.
The authors examined factors that lead to and prevent aggression toward supervisors at work using two samples: doctoral students and correctional service guards. The results supported that perceived interpersonal injustice mediates the relationship between perceptions of supervisory control over work performance and psychological aggression directed at supervisors, and further that psychological aggression toward supervisors is positively associated with physical acts of aggression directed at supervisors, supporting the notion of an escalation of aggressive workplace behaviors. Moreover, employees' perceptions of organizational sanctions (i.e., negative consequences for disobeying organizational policies) against aggression appear to play an important role in the prevention of workplace aggression by moderating the relationship between injustice and aggression targeting supervisors.
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J Occup Health Psychol · Jan 2006
Relationships between felt accountability as a stressor and strain reactions: the neutralizing role of autonomy across two studies.
Felt accountability, conceptualized as a workplace stressor, has been gaining increased attention in terms of its importance for explaining variance in work attitudes and behaviors. Building on these investigations, the present research tests in 2 studies a conceptualization that positions job autonomy as a moderator of the relationships between felt accountability and strain reactions. ⋯ Study 2 extended the findings from Study 1 by replicating the form of the interactive effects, with job satisfaction and emotional exhaustion serving as strain reactions. Implications, strengths and limitations, and suggestions for future research are discussed.
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J Occup Health Psychol · Jan 2006
Relationships among organizational family support, job autonomy, perceived control, and employee well-being.
The authors analyzed data from the 2002 National Study of the Changing Workforce (N = 3,504) to investigate relationships among availability of formal organizational family support (family benefits and alternative schedules), job autonomy, informal organizational support (work-family culture, supervisor support, and coworker support), perceived control, and employee attitudes and well-being. Using hierarchical regression, the authors found that the availability of family benefits was associated with stress, life satisfaction, and turnover intentions, and the availability of alternative schedules was not related to any of the outcomes. Job autonomy and informal organizational support were associated with almost all the outcomes, including positive spillover. Perceived control mediated most of the relationships.
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J Occup Health Psychol · Jan 2006
Divergent effects of transformational and passive leadership on employee safety.
The authors concurrently examined the impact of safety-specific transformational leadership and safety-specific passive leadership on safety outcomes. First, the authors demonstrated via confirmatory factor analysis that safety-specific transformational leadership and safety-specific passive leadership are empirically distinct constructs. Second, using hierarchical regression, the authors illustrated, contrary to a stated corollary of transformational leadership theory (B. ⋯ Bass, 1997), that passive leadership contributes incrementally to the prediction of organizationally relevant outcomes, in this case safety-related variables, beyond transformational leadership alone. Third, further analyses via structural equation modeling showed that both transformational and passive leadership have opposite effects on safety climate and safety consciousness, and these variables, in turn, predict safety events and injuries. Implications for research and application are discussed.