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The present study investigated the additive, synergistic, and moderating effects of job demands and job resources on well-being (burnout and work engagement) and organizational outcomes, as specified by the Job Demands–Resources (JD-R) model. A survey was conducted among two Chinese samples: 625 blue collar workers and 761 health professionals. A series of multi-group structural equation modeling analyses supported the two processes proposed by the JD-R model: (1) the stress process that originates from job demands and leads, via burnout, to negative organizational outcomes (turnover intention and low organization commitment); and (2) the motivational process that originates from job resources and leads, via work engagement, to positive organizational outcomes. In contrast to moderating effects, synergistic effects of job demands and job resources on burnout and work engagement were found in both samples. However, after controlling for additive effects of job demands and job resources, these synergistic effects largely disappeared. In conclusion, the hypothesized additive effects of the JD-R model were found but the evidence for additional synergistic and moderating effects was weak.
Safety behavior is the most critical task for air traffic controllers and other air traffic safety (ATS) employees. The literature shows that one of the main antecedents for ensuring safety is leadership. Yet, the understanding of leadership within air traffic control (ATC) is very limited. Drawing on both social learning theory and social exchange theory, the current research proposes and investigates the relationship between leadership aspects and ATS employees’ safety behaviors. Data were obtained from 49 ATS employees of a European air navigation service provider (ANSP), who rated their current supervisor’s servant leadership, trustworthiness, leader-member exchange, and support for safety as well as their own safety compliance and safety citizenship behavior during one to five consecutive shifts. The results of hierarchical regression analyses showed, unexpectedly, a significant negative association between supervisors’ trustworthiness and employees’ safety citizenship behavior. None of the other hypothesized relationships was significant. These findings as well as additional findings from post-hoc interviews and open comment fields suggest that the specific ATC context may require different processes than other industries. Additionally, trustworthiness may be related to lower safety citizenship behavior, possibly because ATS employees believe trustworthy supervisors take care of everything. Although a closer additional examination is warranted, ANSPs might want to take into account difficulties associated with supervisors’ trustworthiness.
No abstract is provided for this article.
Taking Bandura's Social Cognitive Theory as our starting point, we tested how efficacy beliefs (self-efficacy and perceived collective efficacy) reciprocally influence activity engagement (vigor, dedication, and absorption) indirectly through their impact on positive affect (enthusiasm, satisfaction, and comfort) over time. We conducted two longitudinal studies using independent samples. Study 1 is a two-wave longitudinal field study that examines gain cycles regarding the dynamic relationships among self-efficacy, positive affect, and work engagement in 274 secondary school teachers. Study 2 is a three-wave longitudinal laboratory study about gain spirals in the dynamic relationships among collective efficacy beliefs, positive affect, and task engagement in 100 university students working in groups. Our findings show that: (1) efficacy beliefs reciprocally influence activity engagement indirectly through their impact on positive affect over time; (2) enthusiasm is the positive affect with the strongest effect on activity engagement; and (3) a gain spiral exists whereby efficacy beliefs increase over time due to engagement and positive affect (most notably enthusiasm). Finally, we discuss the theoretical and practical implications in terms of Social Cognitive Theory.
No abstract is provided for this article.
Arising from interest concerning the possibility of causal relationships among the three components of the Maslach Burnout Inventory, several process models have been proposed for the development of burnout. The present paper first reviews the evidence in favour of the three most influential of these (Leiter and Maslach's model (1988); Golembiewski, Boudreau, Munzenrider, & Luo's (1996) phase model; and Lee and Ashforth's model (1993)). These three models, and our own model (which integrates of two of them, and includes feedback effects of depersonalization on emotional exhaustion) are then compared with each other using structural equation modelling, drawing on longitudinal data from two Dutch samples (total N=1185). The review revealed that none of the seven previous studies on this issue provided any convincing support for any particular causal order proposed so far. In contrast, our own study showed that high levels of exhaustion were associated with high levels of depersonalization over time across both samples. Further, higher levels of depersonalization led to higher levels of emotional exhaustion and lower levels of personal accomplishment. To our knowledge, the present research is the first to provide reliable longitudinal evidence for the conceptualization of burnout as a developmental process, although the effects are not large enough to be of practical use in the recognition of burnout. Keywords: BurnoutMaslach Burnout Inventoryprocess modellongitudinal researchstructural equation modellingcausalityteacherscare providers The authors would like to thank Michiel Kompier for his comments on an earlier draft of this paper.
No abstract is provided for this article.
This position paper introduces the emerging concept of work engagement: a positive, fulfilling, affectivemotivational state of work-related well-being that is characterized by vigour, dedication, and absorption. Although there are different views of work engagement, most scholars agree that engaged employees have high levels of energy and identify strongly with their work. The most often used instrument to measure engagement is the Utrecht Work Engagement Scale, a self-report instrument that has been validated in many countries across the world. Research on engagement has investigated how engagement differs from related concepts (e.g., workaholism, organizational commitment), and has focused on the most important predictors of work engagement. These studies have revealed that engagement is a unique concept that is best predicted by job resources (e.g., autonomy, supervisory coaching, performance feedback) and personal resources (e.g., optimism, self-efficacy, self-esteem). Moreover, the first studies have shown that work engagement is predictive of job performance and client satisfaction. The paper closes with an account of what we do not know about work engagement, and offers a brief research agenda for future work.