Journal of occupational health psychology
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J Occup Health Psychol · Jul 2010
Transformational leadership and employee safety performance: a within-person, between-jobs design.
We investigated the extent to which the safety performance (i.e., self-reported safety compliance and safety participation) of employees with 2 jobs was predicted by their respective supervisors' transformational leadership behaviors. We compared 2 within-person models: a context-specific model (i.e., transformational leadership experienced by employees in 1 context related to those same employees' safety performance only in that context) and a context-spillover model (i.e., transformational leadership experienced by employees in 1 context related to those same employees' safety performance in the same and other contexts). ⋯ Having controlled for individual differences (negative affectivity and conscientiousness) and work characteristics (e.g., hours worked and length of relationship with supervisor), the context-specific model provided the best fit to the data among alternative nested models. Implications for the role of transformational leadership in promoting workplace safety are discussed.
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J Occup Health Psychol · Jan 2010
Employee personality as a moderator of the relationships between work stressors and counterproductive work behavior.
The current study, which is framed within the context of the Transactional Theory of Stress and Coping, examined counterproductive work behaviors (CWBs) as a response to ineffective coping with work stressors. More specifically, we examined whether the relationship between work stressors and CWBs was moderated by employee personality. Analyses using data collected from 726 adults employed in a diverse set of occupations found that work stressors were more strongly related to CWBs among workers who were low in conscientiousness, or high in negative affectivity (NA) than among workers who were high in conscientiousness, or low in NA. We found less consistent support, however, for the moderating effects of agreeableness.
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J Occup Health Psychol · Jul 2009
Distributive justice, procedural justice, and psychological distress: the moderating effect of coworker support and work autonomy.
Recent research has demonstrated that the perception of injustice at work may increase psychological health-related problems. The purpose of this study is to examine the moderating effect of coworker support and work autonomy on the relationships between both distributive and procedural justice and psychological distress. ⋯ Furthermore, work autonomy moderates the relationship between procedural justice and psychological distress but not the relationship between distributive justice and psychological distress. Thus, procedural injustice is less likely to increase psychological distress when the level of work autonomy is high.
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J Occup Health Psychol · Jul 2009
Feeling recovered and thinking about the good sides of one's work.
Consistent with a positive psychology perspective, this longitudinal study investigated relations between positive and negative nonwork experiences (i.e., feeling recovered, thinking about the positive and negative aspects of one's work during leisure time) with different job performance dimensions. In total, 358 employees working with persons with special needs responded to two questionnaires at an interval of 6 months. Results from hierarchical regression analyses showed that feeling recovered during leisure time predicted an increase in task performance after 6 months. ⋯ Positive work reflection was found to predict an increase in proactive behavior (personal initiative, creativity) and organizational citizenship behavior. Negative work reflection was unrelated to job performance. Our results emphasize the role of positive nonwork experiences for employees' job performance.
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J Occup Health Psychol · Apr 2009
Multicenter StudyThe moderating role of safety-specific trust on the relation between safety-specific leadership and safety citizenship behaviors.
The authors examined whether safety-specific trust moderates or mediates the relationship between safety-specific transformational leadership and subordinates' safety citizenship behavior. Data from 139 subordinate-supervisor dyads were collected from the United Kingdom construction industry and analyzed using hierarchical regression models. ⋯ However, in conditions of low safety-specific trust, leaders did not significantly influence subordinates' safety citizenship behavior. The implications of these findings for general safety theory and practice are discussed.