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Literature has conceptualized well-being in the work domain through specific constructs, such as job satisfaction, work alienation, work-family conflict, and the perception of decision-making. Research from a gender perspective has examined gender differences in relation to these variables, showing that-compared to men-women in most cases experience lower job satisfaction, less decision-making, and higher work-family conflict. Another body of studies has driven the attention to the impact of the occupational status, demonstrating a general positive effect of high-status occupations. However, considering disparities between men and women in career success, the documented gender differences may also be influenced by the fact that women generally hold lower positions, as well as the effects of status may be related to the prevalence of men in high-status job. The purpose of the present study was to extend past research by examining the effects of both gender and status on job satisfaction, work alienation, work-family conflict, and decision-making. To this aim 238 workers (52.5 % males) holding high-status (N = 98) and low-status (N = 140) positions were involved in the research. Results indicated that when the relative salience of both gender and status is considered to understand well-being at work, status counts more than gender. Nevertheless, gender remains a significant dimension that may not be neglected, as it plays a relevant role, along with status, on job satisfaction and perception of decision-making. Implications are discussed. [ABSTRACT FROM AUTHOR]

Prior research and managerial practices have often over-emphasized employees' performance and ignored their occupational well-being. However, a series of employee suicide scandals in China have drawn people's attention to employees' occupational well-being and heightened the importance of how ethical leadership can enhance such well-being. Based on social exchange theory, this study examined the main effect of ethical leadership on subordinates' occupational well-being in China, as well as the underlying mechanisms and contextual factors between them. Our sample comprised 302 employee questionnaires and 34 questionnaires completed by supervisors about their group. Using a multi-level approach, we implemented hierarchical linear modeling to examine the hypotheses. The results revealed that ethical leadership positively influenced the subordinates' occupational well-being. This effect was partially mediated by distributive justice and interpersonal justice. Moreover, group level collectivism moderated the influence of ethical leadership on employees' perception of distributive justice, interpersonal justice and their occupational well-being. [ABSTRACT FROM AUTHOR]