Journal of occupational health psychology
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J Occup Health Psychol · Apr 2007
Attenuating the effects of social stress: the impact of political skill.
This study investigates the impact of perceived social stressors on job and career satisfaction. Additionally, the authors investigate whether individuals' reported levels of political skill could attenuate the negative effects of social stressors on these outcome variables. ⋯ The authors' results provide support for the hypothesized negative influence of social stressors on job and career satisfaction and indicate that political skill can moderate these relationships. Practical implications and directions for future research are offered.
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J Occup Health Psychol · Apr 2007
Combining dispositions and evaluations of vocation and job to account for counterproductive work behavior in adolescent job apprentices.
In the present research, we investigated the joint impact of selected antecedents of counterproductive work behavior (CWB). A sample of German apprentices reported on their CWB and completed measures of situational evaluations (vocational preference, level and constructiveness of job satisfaction) believed to trigger CWB and of dispositional motivators (measured by integrity test subscales) and controls (self-control and another subset of integrity scales) of CWB. ⋯ When predictors were aggregated, a composite of dispositional control variables had the largest effect on CWB and moderated the effects of motivational dispositions and situational evaluations. These results extend the knowledge on antecedents of CWB by investigating previously overlooked variables and samples and partially replicate recent findings on the joint impact of dispositions and work-related evaluations on CWB.
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J Occup Health Psychol · Apr 2007
Job demands and job performance: the mediating effect of psychological and physical strain and the moderating effect of role clarity.
The aims of the present study were twofold: First, in differentiating between specific job characteristics, the authors examined the moderating influence of role clarity on the relationship between job demands and psychological and physical strain. Second, in providing a more comprehensive link between job demands and job performance, the authors examined strain as a mediator of that relationship. Participants were 1,418 Army cadets attending a 35-day assessment center. ⋯ Specifically, cadets experiencing high demands reported less physical and psychological strain when they reported high role clarity. Moreover, psychological strain significantly mediated the demands-performance relationship. Implications are discussed from theoretical and applied perspectives.
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J Occup Health Psychol · Apr 2007
The moderating role of employee positive well being on the relation between job satisfaction and job performance.
This research provides further clarification to the age-old quest to better understand the happy/productive worker thesis. Using data from 109 managers employed by a large (over 5000 employees) customer services organization on the West Coast of the United States, both job satisfaction (r=.36, p<.01, 95% CI=.18 to .52) and psychological well-being (PWB; r=.43, p<.01, 95% CI=.26 to .58) were associated with supervisory performance ratings. ⋯ Consistent with Fredrickson's model, performance was highest when employees reported high scores on both PWB and job satisfaction. This moderating effect of PWB may account for some of the inconsistent results of previous studies.
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The aim of the study is to test the assumption that laissez-faire leadership behavior is not a type of zero-leadership, but a type of destructive leadership behavior that shows systematic relationships with workplace stressors, bullying at work, and psychological distress. A survey of 2,273 Norwegian employees was conducted and analyzed. ⋯ Path modeling showed that these stressors mediated the effects of laissez-faire leadership on bullying at work and that the effects of laissez-faire leadership on distress were mediated through the workplace stressors, especially through exposure to bullying. The results support the assumption that laissez-faire leadership behavior is a destructive leadership behavior.