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Drawing on resource-based theories of self-regulation and the spillover–crossover model, we investigated not only how leadership role occupancy may affect job occupants’ obesity but also how its influences may crossover to shape their spouses’ obesity. Adopting a programmatic approach with three-panel data sets from the United States, the United Kingdom, and Australia, we found that leadership role occupancy was positively related to job demands, which in turn was positively related to job occupants’ loss of sleep and obesity. Moreover, the spillover–crossover influences of job demands were also revealed: incumbents’ job demands were also positively associated with spouses’ loss of sleep and obesity. Our research enriches the leadership research by offering a new spillover–crossover perspective to the consequences of leadership role occupancy and contributes to work–family research by highlighting the importance of holding a leadership position as an antecedent of the crossover effect of job demands on health outcomes. [ABSTRACT FROM AUTHOR]

This paper examines the impact of the use of work–nonwork supports on well-being. It first develops hypotheses regarding how a reduction in job demands, and an increase in both job control and supportive management may explain this relationship. We then test these hypotheses using data from Britain's Workplace Employee Relations Survey of 2011. The research reveals that the use of work–nonwork supports has a positive association with job control and supportive supervision. These in turn mediate a relationship between the use of supports and three dimensions of employee well-being, job satisfaction, anxiety-contentment and depression-enthusiasm, some of the effect being through their reducing work–to–nonwork conflict. Use of work–nonwork supports is, however, positively associated with job demands, but this effect of use on job demands does not affect well-being. Since job autonomy and supportive supervision are major mediators, and have a direct influence on work–nonwork conflict and well-being, policy should focus on integrating job quality and work–life balance issues. [ABSTRACT FROM AUTHOR]

Background There is evidence that firefighters are at risk of work-related stress and mental health problems, but little is known about the organizational hazards they experience. Insight is needed into the work-related factors that are most likely to threaten or protect their work-related well-being. Aims To identify levels of job demands and resources (including demands relating to workload, work patterns and the working environment, relationship conflicts, control, support, role clarity and change management) among firefighters, and to use a job demands–resources framework to examine their impacts on work-related well-being. The role played by recovery strategies in predicting work-related well-being was also considered. Methods Job demands and resources were assessed by the Health & Safety Executive (HSE) Management Standards Indicator Tool. Validated scales measured recovery strategies (detachment, affective rumination and problem-solving pondering) and work-related well-being (anxiety–contentment and depression–enthusiasm). The impact of job demands, resources and recovery strategies was tested by multiple linear regression. Results The sample comprised 909 firefighters across seven Fire and Rescue Services in the UK (85% male). Levels of job demands and resources did not meet HSE benchmarks. The main risk factors for poor work-related well-being were relationship conflicts and affective rumination, but resources such as role clarity and job control and the use of problem-solving pondering and detachment were beneficial. Conclusions Interventions that aim to reduce relationship conflicts at work and promote problem-solving rather than affective rumination, and detachment from work when off-duty, are likely to improve work-related well-being. Attention to enhancing job resources may also be beneficial. [ABSTRACT FROM AUTHOR]

Although much research indicates positive safety climate is associated with reduced safety risk, we argue this association is not universal and may even be reversed in some contexts. Specifically, we argue that positive safety climate can be associated with increased safety risk when there is pressure to prioritize production over safety and where workers have some detachment from the consequences of their actions, such as found in engineering design work. We used two indicators of safety risk: use of heuristics at the individual level and design complexity at the design team level. Using experience sampling data (N = 165, 42 design teams, k = 5752 observations), we found design engineers’ perceptions of team positive safety climate were associated with less use of heuristics when engineers were not working to deadlines, but more use of heuristics when engineers were working to deadlines. Independent ratings were obtained of 31 teams’ designs of offshore oil and gas platforms (N = 121). For teams that worked infrequently to deadlines, positive team safety climate was associated with less design complexity. For teams that worked frequently to deadlines, positive team safety climate was associated with more design complexity. [ABSTRACT FROM AUTHOR]

In this investigation, we draw from the job demands–resource model and conservation of resources theory to examine the relationship between job demands, the work–family interface and worker behaviours. Data collected from an online survey of workers revealed that hindrance demands indirectly increase interpersonal and organizational deviance through work interference with family and family interference with work. Challenge demands indirectly predict interpersonal and organizational deviance through work interference with family. Finally, hindrance demands indirectly decreased individual ‐ directed organizational citizenship behaviours through work ‐ to ‐ family enrichment. Taken together, these results stress the relevance of job demand management and resource drain/acquisition to counterproductive and extra ‐ role behaviours. Copyright © 2014 John Wiley & Sons, Ltd. [ABSTRACT FROM AUTHOR]

Understanding work ability, with the goal of promoting it, is important for individuals as well as organizations. It is especially important to study work ability in health care workers, who face many work-related challenges that may threaten work ability. We studied various job demands, job resources, and interactions of demands and resources relating to work ability using the Job Demands–Resources model as a framework. Acute care health care workers from six nations (US, Australia, UK, Brazil, Croatia, and Poland) completed a survey. Role demands related to work ability in the Australia sample only, and supervisor support related to work ability in the Australia sample only. Yet, high levels of supervisor support significantly moderated (buffered) negative relationships between physical demands and work ability in the US sample, along with negative relationships between role demands and work ability in both the Croatia and UK samples. Skill discretion related to work ability in every nation sample, and therefore appears to be particularly important to work ability perceptions. In addition, skill discretion moderated (buffered) a negative relationship between role demands and work ability in the Australia sample. We therefore recommend that interventions to help preserve or improve work ability target this important job resource. [ABSTRACT FROM AUTHOR]

Presenteeism or attending work while ill is a growing organizational problem. This study examined the association between job demands, presenteeism, and absenteeism. We tested a moderated mediation model of the effects of job demands on absenteeism with the key objective of exploring the mediation effects of presenteeism and the moderating effects of organizational justice on this relationship. Based on a sample of emergency services call centre workers ( N = 227), the research revealed that high job demands were associated with presenteeism, which in turn predicted longer absence spells. Furthermore, employee perceptions of distributive justice acted as an important mechanism through which presenteeism mediated the relationship between job demands and absenteeism. Practitioner points Organizations should be aware that work overload and strict attendance management practices can stimulate presenteeism., Managers should recognize that presenteeism can subsequently lead to longer spells of absence., Employee perceptions of fair outcomes minimize the deleterious effects of presenteeism on absenteeism. [ABSTRACT FROM AUTHOR]

This study relied on person-centered analyses to improve our understanding of how the four components of the work-family interface (i.e., work-to-family conflict, family-to-work conflict, work-to-family enrichment, and family-to-work enrichment) combine within specific profiles of employees. We also documented the stability of these profiles over time and their associations with theoretically-relevant predictors and outcomes. Finally, we examined whether these associations differed as a function of working remotely or onsite. A sample of 432 workers (152 working onsite and 280 working remotely) from the United States and the United Kingdom was recruited online and completed a questionnaire twice over a three-month period. Six profiles were identified and found to be moderately to highly stable over time: High Conflict, High Enrichment, Low Conflict and Low Enrichment, Low Conflict and High Enrichment, Low Conflict and Very High Enrichment, and Very Low Conflict. These profiles differed from one another in relation to work engagement, work-family balance satisfaction, work and family performance, and work and family authenticity, suggesting that the presence or absence of conflict between the work and home domains might be key in predicting workers' functioning. Harmonious passion for work predicted membership into the most desirable profiles, whereas obsessive passion, work centrality, and job demands had mixed effects on profile membership. Working onsite acted as a buffer against the detrimental effects of hindrance demands, while bolstering the benefits of challenge demands. Conversely, working remotely acted as a double-edged sword, maximizing the benefits of challenge demands and the risks of hindrance demands. • Work-family interface profiles are stable over three months and generalize to employees working remotely versus onsite. • All profiles display inversely matched levels of conflict and enrichment. • Job demands interact with work type: Working onsite is mainly beneficial; working remotely acts as a double-edged sword. • The conflict component of the profiles is key in the prediction of work and personal outcomes. [ABSTRACT FROM AUTHOR]

Research findings from several countries suggest that academic work has become comparatively stressful, with potentially serious consequences for the workforce and the quality of higher education. This article reports the findings of a study that examined work demands, work-life balance and wellbeing in UK academic staff. Job demands and levels of psychological distress were high and working during evenings and weekends was commonplace. Most academics surveyed, however, were at least moderately satisfied with their jobs. Work-life balance was generally poor and most respondents wished for more separation between their work and home lives. Academics who reported more work-life conflict and perceived a greater discrepancy between their present and ideal levels of work-life integration tended to be less healthy, less satisfied with their jobs, and more likely to have seriously considered leaving academia. On the whole, academics that perceived more control over their work, more schedule flexibility and more support from their institutions had a better work-life balance. These factors, however, failed to moderate the relationship between work demands and perceptions of conflict between work and home. [ABSTRACT FROM AUTHOR]