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Two studies examined the relation of personality on the interview process. Study 1 was designed to examine these behaviors and characteristics in a lab setting, while Study 2 examined similar variables in a field setting. Study 1 demonstrated that Type A achievement strivings, extraversion, work locus of control, neuroticism, and trait anxiety were related to interview outcomes in simulated employment interviews. Study 2 examined the relation of personality characteristics to outcomes of actual interviews conducted by college recruiters. Type A achievement strivings, work locus of control, and trait anxiety were found to be related to interviewer decision outcomes. [ABSTRACT FROM AUTHOR]

The popularity of online learning is growing exponentially. Accordingly, it is critical to understand how we can facilitate the learning experience for users in these unique online environments. Past research consistently finds that one important antecedent of online learning outcomes is social presence. However, there is limited research related to how to foster social presence perceptions among users. Further, research has yet to understand whether there are boundary conditions for the positive effects of social presence perceptions on user outcomes (e.g., perceived learning, satisfaction). The current work describes two studies to address these questions. The first study uses an experimental design to investigate how the perception of social presence can be increased in the online learning context. In the second study, we investigate the degree to which social presence perceptions are more beneficial for some individuals versus others. Specifically, we consider two personality traits (i.e., conscientiousness, extraversion) as moderators of the relationships between social presence perceptions and two outcomes – perceived learning and satisfaction. Overall, the results of these two studies provide important insights into how to enhance user outcomes in online learning and training environments. • Asynchronous comments enhance social presence in a video-centric online environment. • Social presence among users is linked to more satisfaction and perceived learning. • Social presence is especially beneficial for those lower in conscientiousness. [ABSTRACT FROM AUTHOR]

Most stress research focuses on the effect of workplace stressors on frontline employees. However, less research has focused on how employees affect leaders' stress. The purpose of this study is to highlight an important yet neglected type of stressor crossover: from employees to their leader. The current study used multisource data (i.e., subordinate and leader) from 588 employees working in 164 groups in Italy. Results indicated that subordinates' workloads were associated with their leaders' workload both directly and indirectly via subordinates' physical strain. The leaders' workload then related to their own physical strain. This study has implications for understanding the stressful role of managing subordinates and can inform practitioners interested in improving leaders' well-being. This is one of the first studies to address how subordinates' stressors contributes to their leaders' stressors, and the use of a multisource multilevel design helps overcome concerns of common method bias and increases our confidence in the results. [ABSTRACT FROM AUTHOR]

Contemporary trends in business have focused on enhancing the employee work experience. Proponents argue that doing so will improve employees' productivity and ultimately the firm's performance. However, critics argue that job satisfaction has only a modest relationship with an employee's job performance, and therefore, such an investment will likely have little impact on the firm's financial performance. To investigate the relationship between employees' job satisfaction and firm performance, we collected a sample of 404 employees working in 31 firms. We tested this relationship using latent growth modeling which allows us to latently examine how employees' job satisfaction at one time point can predict the trajectory of firm performance. Study results indicated that job satisfaction predicted a positive linear change in two financial indices of firm performance (i.e., return on assets and return on equity) over the course of four years when controlling for three indicators of firm size. These results suggest that the effects of job satisfaction on firm performance are not immediate but rather take time to manifest. [ABSTRACT FROM AUTHOR]

Since 2009, over 176 million patients in the United States have been adversely impacted by data breaches affecting Health Insurance Portability and Accountability Act–covered institutions. While the popular press often attributes data breaches to external hackers, most breaches are the result of employee carelessness and/or failure to comply with information security policies and procedures. To change employee behavior, we borrow from the organizational climate literature and introduce the Information Security Climate Index, developed and validated using two pilot samples. In this study, four categories of healthcare professionals (certified nursing assistants, dentists, pharmacists, and physician assistants) were surveyed. Likert-type items were used to assess the Information Security Climate Index, information security motivation, and information security behaviors. Study results indicated that the Information Security Climate Index was related to better employee information security motivation and information security behaviors. In addition, there were observed differences between occupational groups with pharmacists reporting a more favorable climate and behaviors than physician assistants. [ABSTRACT FROM AUTHOR]

Employees spend approximately 2 h per day engaging in cyberloafing (i.e., using the internet at work for nonwork purposes) behaviors, costing organizations almost $85 billion dollars per year. As a result, cyberloafing is often considered a counterproductive type of withdrawal behavior. However, recent research suggests that cyberloafing may have some unexpected positive workplace outcomes. Therefore, we argue that the role of workplace cyberloafing is more complex than previously assumed and posit that cyberloafing may provide employees with a way to cope with workplace stress such as exposure to workplace aggression. To examine this proposition, we used a heterogeneous sample of 258 employees to test whether cyberloafing buffers the detrimental effects of workplace aggression exposure on two outcome variables: employees' turnover intentions and job satisfaction. Overall, results supported the notion that employees use cyberloafing as a workplace coping mechanism, which runs counter to the majority of research that conceptualizes cyberloafing as a counterproductive workplace behavior. These findings suggest that managers may consider allowing some degree of cyberloafing so that employees can better cope with work stress. Moreover, managers should directly target stressful workplace conditions (e.g., aggression) that serve as the impetus for cyberloafing behaviors. • Aggression exposure at work relates to turnover intentions and job dissatisfaction. • Employees use cyberloafing to cope with work stressors, such as aggression exposure. • Cyberloafing buffers some of the negative effects of workplace aggression exposure. [ABSTRACT FROM AUTHOR]

Illegitimate tasks are tasks that violate norms for what the employee should do as part of the job, and have been found to harm employees' well-being. The current research uses a mixed methods design to examine the role of attributions on the two types of illegitimate tasks: unreasonable and unnecessary tasks. A sample of 432 engineers described a specific illegitimate task that was assigned to them, the attributions they made and their response. They also completed a quantitative questionnaire. Results from both the qualitative (event level) and quantitative (person level) portions of our study portray differences in the attributions made to unreasonable and unnecessary tasks, as well as differential negative effects on employees' emotions. In addition, hostile attribution bias was found to moderate the relationship between illegitimate tasks and negative emotions, particularly for unreasonable tasks. This supports the theoretical basis for illegitimate tasks because unreasonable tasks pose a potentially greater risk to the employee's self-worth than unnecessary tasks that are more often assigned at random. [ABSTRACT FROM AUTHOR]

The current study investigated the relationship between demands for organizational citizenship behaviors and future displays of organizational citizenship and counterproductive work behaviors. Such demands are conceptualized as organizational constraints, coworker failure, and supervisor pressure to commit organizational citizenship behaviors. The design of the current study is prospective with a week time lag between two self-report surveys. Four hundred sixty-four employed U.S. residents were recruited through Amazon's Mechanical Turk service. Of the initial 464 participants, 183 also completed the second survey a week later. The evidence from this study suggests that demands for organizational citizenship behaviors are antecedents to future displays of organizational citizenship behaviors and counterproductive work behaviors. Similarly, organizational citizenship behaviors preceded all measured demands for organizational citizenship behaviors reported a week later. The results of the current study indicate that managers should be aware that demands for organizational citizenship behaviors may be influencing employee displays of counterproductive work behavior. Moreover, managers should be prepared to intervene if they find evidence of any deleterious effects that may be associated with demands for organizational citizenship behaviors. [ABSTRACT FROM AUTHOR]

The goal of this study was to test cross-cultural/cross-national differences in the association between coworker interpersonal justice and coworker conflict and the implications of such differences for employee effectiveness. Harmony is a central value in China but is less important in the United States, and the individual value of harmony may influence Chinese and US employees differently in their response to low levels of coworker interpersonal justice. We collected data from employees and their coworkers in China (214 dyads) and the US (301 dyads). There were three major findings. First, coworker interpersonal justice was negatively related to coworker conflict. Second, coworker conflict significantly mediated coworker interpersonal justice in relation to the employee effectiveness variables of task performance, organisational citizenship behaviours, and counterproductive work behaviours. Finally, in the Chinese sample, harmony significantly buffered the indirect effect of coworker interpersonal justice on employee effectiveness via coworker conflict, whereas in the US sample, harmony significantly intensified the indirect effect of coworker interpersonal justice on employee effectiveness via coworker conflict. [ABSTRACT FROM AUTHOR]

The current study examined passive leadership as a potential antecedent of two commonly studied workplace stressors (i.e. workload and work-family conflict), and investigated its negative effect on employee burnout and physical symptoms via these stressors. We collected two waves of data from 274 focal participants, and one wave of data from their co-workers. Results showed that both self-reported and co-worker-reported passive leadership was positively related to employee burnout and physical symptoms, as well as workload and work-family conflict. Additionally, workload and work-family conflict partially mediated the effects of passive leadership on burnout and physical symptoms, respectively. Our findings support the notion that passive leadership can create a stressful workplace and have a detrimental effect on employees' health. [ABSTRACT FROM AUTHOR]

This paper describes two studies of a new relational variable social burden and its implications for employees' well‐being, job attitudes and counterproductive work behaviours. Social burden is defined as behaviours from colleagues that elicit the focal employees' social support. Across two separate samples (540 nurses and 172 university employees), we found that social burden differentiated from psychological aggression and incivility, respectively. A separate cross‐sectional sample of 273 nurses from Study 1 revealed that social burden from colleagues was positively associated with focal employees' anxiety, irritation, depressive mood, physical symptoms, job dissatisfaction and turnover intentions. Study 2 used a time‐lagged design with a separate sample of 383 university employees and 160 of their coworkers. In this study, social burden from supervisors and from coworkers were together predictive of employees' subsequent emotional strains and job attitudes, as measured 6 months later. With respect to sources of social burden, social burden from supervisors more strongly predicted job attitudes and counterproductive work behaviours directed at others, and social burden from coworkers more strongly predicted emotional strains. Copyright © 2014 John Wiley & Sons, Ltd. [ABSTRACT FROM AUTHOR]

Although studies have found that personality variables moderate the relationship between stressors and counterproductive work behaviour, few have examined the role of narcissism and those that did have found inconsistent results. Using a sample of 515 United States employees, we found that narcissism moderated the relationships between interpersonal conflict at work and counterproductive work behaviours directed at others, and between organizational constraints and counterproductive work behaviours directed at the organization, making both relationships stronger for those high on narcissism. We also found that narcissism moderated the relationship between organizational constraints and counterproductive work behaviours directed at others. Further, we demonstrated that the grandiose exhibitionism facet of narcissism moderated these same stressor–counterproductive work behaviours relationships, whereas the facets of leadership/authority and entitlement/exploitiveness did not. Our study indicates that organizational scholars should examine narcissism as an important antecedent of work behaviour, and that research needs to consider potential differential prediction by each of its facets. [ABSTRACT FROM PUBLISHER]

The aim of this research was to explore relations between work resources (supervisory support and organizational family supportive values), work-to-family conflict (WFC), and work- and nonwork-related outcomes in a cross-cultural comparative context involving Taiwanese and British employees. The authors surveyed 264 Taiwanese employees and 137 British employees using structured questionnaires. For both Taiwanese and British employees, work resources were found to be negatively related to WFC but positively related to work satisfaction. WFC was negatively related to work and/or family satisfaction. More important the authors found that nation moderated the relationship between supervisory support and WFC: Supervisory support had a stronger protective effect for Taiwanese than British employees. It is thus recommended that, in addition to introducing various family-friendly policies, companies should be more active in cultivating a family-supportive organizational culture and mobilizing managers to act as supporters of family life, especially in societies sanctioning collectivistic values and large power distance. [ABSTRACT FROM AUTHOR]

This work was part of the Collaborative International Study of Managerial Stress. Swedish managers (N = 288) from the 3 highest levels in the organizations were included. Swedish results were compared with managerial coping data from 4 other nations. Cross-national differences in support and control coping were found. Covert coping seemed to be a predominantly female strategy. In general, however, female and male managers are more alike with regard to coping patterns than men and women in the population. Some of the coping behavior of managers was associated with health risks. These data imply that coping strategies should be improved in organizational settings, particularly for females. [ABSTRACT FROM AUTHOR]

Introduction: The leadership literature has been dominated by the study of broad styles rather than the identification of specific key behaviors. To address this deficiency, a mixed method approach was utilized to explore how follower behavioral descriptions of their leaders would relate to potential outcomes of trust in that leader and job satisfaction., Methods: Data were collected from 273 hospital direct reports of 44 managers. They were asked to first describe the leadership approach of their managers in their own words, and then complete quantitative measures of the two potential outcomes., Results: The qualitative responses were coded into nine leadership behavior themes listed here in order from most to least often mentioned: Kindness, Supportive, Open to Input, Allow Autonomy, Engage with Team, Transparency, Fairness, Professionalism, Hold Accountable. All behavior themes related significantly to trust of the leader, with three themes relating significantly to job satisfaction (Transparency, Fairness, and Professionalism)., Discussion: These results provide a more specific view of leader behavior than does the typical style approach., Competing Interests: The authors declare that the research was conducted in the absence of any commercial or financial relationships that could be construed as a potential conflict of interest., (Copyright © 2024 Spector, Howard, Eisenberg, Couris and Quinn.)

Organizational leaders can make a large, positive impact on their employees during crises. However, existing research demonstrates that social support is not always effective in helping employees cope with stress, and existing research has not fully identified features of support attempts that determine their effectiveness. Using mixed methods, the authors investigate the efficacy of organizational leaders' support efforts during a crisis. In the first study, 571 employees (196 university administrative staff, 192 licensed nurses, and 183 licensed engineers) described actions their leaders engaged in to support them during a global pandemic. Nine themes differentiated helpful from unhelpful leadership support: autonomy, changes, communication, personal resources, safety, timing, tone, work equipment, and workload. Study 2 used a quantitative methodology (162 licensed nurses and 239 licensed engineers) to demonstrate that leadership actions employees deemed as helpful in Study 1 were associated with less employee burnout and fewer physical symptoms. Drawing from emerging social support literature and the stressor-strain model, the findings inform optimal leadership support practices during crises., (© The Author(s), under exclusive licence to Springer Science+Business Media, LLC, part of Springer Nature 2022.)

The burgeoning occupational callings literature has shown that feeling called to a job is associated with an array of positive job-, career-, and health-related outcomes. However, recent studies have begun to indicate that there may also be a "negative side" of callings. The present study builds on this emerging perspective to examine whether feeling called to a job makes helping professionals more vulnerable to the negative effects of acute stressors. Specifically, we integrated identity, cognitive rumination, and psychological detachment theories to explain how feeling called to one's job (i.e., the strength of one's calling intensity) might bolster the negative, indirect relationship between emotionally disturbing work and strain (i.e., mental exhaustion, sleep quality, and alcohol consumption) through negative work rumination. Results from a 10-week diary study with a national U.S. sample of 211 paramedics revealed that on weeks that paramedics experienced more emotionally disturbing work, they engaged in greater levels of negative work rumination, which in turn was associated with greater mental exhaustion and worse sleep quality, but not greater alcohol consumption. In addition, calling intensity moderated the indirect effect of emotionally disturbing work on both mental exhaustion and sleep quality, such that these indirect effects were stronger among those with higher (vs. lower) levels of calling intensity. These results provide evidence that employees who feel most called to their jobs may be particularly vulnerable to short-term negative outcomes associated with emotionally disturbing work. (PsycInfo Database Record (c) 2022 APA, all rights reserved).

Widespread concern has been raised about the possibility of potential biasing factors influencing the measurement of organizational variables and distorting inferences and conclusions reached about them. Recent research calls for a measure-centric approach in which every measure is independently evaluated to assess what factor(s) may uniquely bias it. This paper examines three popular stressor measures from this perspective. Across three studies, we examine factors that may bias three popular measures of job stressors: The Interpersonal Conflict at Work Scale (ICAWS), the Organizational Constraints Scale (OCS), and the Quantitative Workload Inventory (QWI). The first study used a two-wave design to survey 276 MTurk workers to assess the three stressor scales, four strains, and five measures of potential bias sources: hostile attribution bias, negative affectivity, mood, neutral objects satisfaction, and social desirability. The second study used an experimental design with 439 MTurk workers who were randomly assigned to a positive, negative, or no mood induction condition to assess effects on means of the three stressor measures and their correlations with strains. The third study surveyed 161 employee-supervisor dyads to explore the convergence of results involving the three stressor measures across sources. Based on several forms of evidence we conclude that potential biasing factors affect the three stressor measures differently, supporting the merits of a measure centric approach, even among measures in the same domain., (© The Author(s), under exclusive licence to Springer Science+Business Media, LLC, part of Springer Nature 2022, Springer Nature or its licensor holds exclusive rights to this article under a publishing agreement with the author(s) or other rightsholder(s); author self-archiving of the accepted manuscript version of this article is solely governed by the terms of such publishing agreement and applicable law.)

While social support is generally considered a helpful resource for employees, it can also serve as a job stressor. Unhelpful workplace social support (UWSS) is any action taken by a supervisor and/or colleague that the recipient believes was intended to benefit him or her but is perceived as unhelpful or harmful. Two studies, one qualitative and one quantitative, identified types of UWSS and demonstrated that unhelpful support can operate as a job stressor in relating to strains. In Study 1, critical incidents were collected from 116 employees, and a content analysis revealed 11 distinct categories of UWSS. In Study 2, the taxonomy of UWSS was further refined using quantitative methods. Results of two samples (176 diverse employees and 496 registered nurses) demonstrate that UWSS is associated with higher job-related negative affect, lower competence-based self-esteem, lower coworker satisfaction, higher work-related burnout, higher organisational frustration, and more physical symptoms (e.g. headache, nausea, and fatigue) among recipients. Together, the studies demonstrate that unhelpful workplace social support is a meaningful job stressor worthy of further investigation., Competing Interests: Disclosure statement No potential conflict of interest was reported by the authors.

We combined three independent streams of workplace climate research, safety, violence prevention, and civility, to devise a general safety climate scale that explicitly addressed a variety of risks. A confirmatory factor analysis suggested that a higher-order factor may be responsible for the similarity in relationships across these safety-related climate measures with exposure to organizational hazards and resulting employee outcomes. As a result, a concise 10-item measure was developed and validated to assess a possible general safety climate factor. Further analyses suggested that the use of a general safety climate measure did not attenuate the relationships with workplace hazards and employee outcomes. Although different safety-related climate variables may be theoretically distinct, there may not be a measurable benefit in promoting one form of climate over others. Future studies should consider employing the general safety climate measure in place of domain-specific climate measures, unless the domain-specific climate is solely of interest.

Background: Safety climate, violence prevention climate, and civility climate were independently developed and linked to domain-specific workplace hazards, although all three were designed to promote the physical and psychological safety of workers., Purpose: To test domain specificity between conceptually related workplace climates and relevant workplace hazards., Methods: Data were collected from 368 persons employed in various industries and descriptive statistics were calculated for all study variables. Correlational and relative weights analyses were used to test for domain specificity., Results: The three climate domains were similarly predictive of most workplace hazards, regardless of domain specificity., Discussion: This study suggests that the three climate domains share a common higher order construct that may predict relevant workplace hazards better than any of the scales alone.

In the current study we examined the role of 4 dimensions of political skill (social astuteness, interpersonal influence, networking ability, and apparent sincerity) in predicting subsequent workplace aggression exposure based on the proactive coping framework. Further, we investigated their buffering effects on the negative outcomes of experienced workplace aggression based on the transactional stress model. Data were collected from nurses at 3 time points: before graduation (Time 1, n = 346), approximately 6 months after graduation (Time 2, n = 214), and approximately 12 months after graduation (Time 3, n = 161). Results showed that Time 1 interpersonal influence and apparent sincerity predicted subsequent physical aggression exposure. Exposure to physical and/or psychological workplace aggression was related to increased anger and musculoskeletal injury, and decreased job satisfaction and career commitment. Further, all dimensions of political skill but networking ability buffered some negative effects of physical aggression, and all dimensions but social astuteness buffered some negative effects of psychological aggression., ((c) 2015 APA, all rights reserved).)

This meta-analytic study summarizes relations between workplace mistreatment climate-MC (specific to incivility, aggression, and bullying) and potential outcomes. We define MC as individual or shared perceptions of organizational policies, procedures, and practices that deter interpersonal mistreatment. We located 35 studies reporting results with individual perceptions of MC (psychological MC) that yielded 36 independent samples comprising 91,950 employees. Through our meta-analyses, we found significant mean correlations between psychological MC and employee and organizational outcomes including mistreatment reduction effort (motivation and performance), mistreatment exposure, strains, and job attitudes. Moderator analyses revealed that the psychological MC-outcome relations were generally stronger for perceived civility climate than for perceived aggression-inhibition climate, and content contamination of existing climate scales accentuated the magnitude of the relations between psychological MC and some outcomes (mistreatment exposure and employee strains). Further, the magnitudes of the psychological MC-outcome relations were generally comparable across studies using dominant (i.e., most commonly used) and other climate scales, but for some focal relations, magnitudes varied with respect to cross-sectional versus prospective designs. The 4 studies that assessed MC at the unit-level had results largely consistent with those at the employee level.

Objectives: This paper provides a quantitative review that estimates exposure rates by type of violence, setting, source, and world region., Design: A quantitative review of the nursing violence literature was summarized., Data Sources: A literature search was conducted using the CINAHL, Medline and PsycInfo data bases. Studies included had to report empirical results using a nursing sample, and include data on bullying, sexual harassment, and/or violence exposure rates. A total of 136 articles provided data on 151,347 nurses from 160 samples., Procedure: Articles were identified through a database search and by consulting reference lists of review articles that were located. Relevant data were coded by the three authors. Categories depended on the availability of at least five studies. Exposure rates were coded as percentages of nurses in the sample who reported a given type of violence. Five types of violence were physical, nonphysical, bullying, sexual harassment, and combined (type of violence was not indicated). Setting, timeframe, country, and source of violence were coded., Results: Overall violence exposure rates were 36.4% for physical violence, 66.9% for nonphysical violence, 39.7% for bullying, and 25% for sexual harassment, with 32.7% of nurses reporting having been physically injured in an assault. Rates of exposure varied by world region (Anglo, Asia, Europe and Middle East), with the highest rates for physical violence and sexual harassment in the Anglo region, and the highest rates of nonphysical violence and bullying in the Middle East. Regions also varied in the source of violence, with patients accounting for most of it in Anglo and European regions, whereas patents' families/friends were the most common source in the Middle East., Conclusions: About a third of nurses worldwide indicated exposure to physical violence and bullying, about a third reported injury, about a quarter experienced sexual harassment, and about two-thirds indicated nonphysical violence. Physical violence was most prevalent in emergency departments, geriatric, and psychiatric facilities. Physical violence and sexual harassment were most prevalent in Anglo countries, and nonphysical violence and bullying were most prevalent in the Middle East. Patients accounted for most physical violence in the Anglo region and Europe, and patient family and friends accounted for the most in the Middle East., (Copyright © 2013 Elsevier Ltd. All rights reserved.)

Previous research has clearly shown that work stressors are positively related to counterproductive work behavior (CWB). Most of these studies, however, used cross-sectional designs, which limits insight into the direction of effects. Nevertheless, it has been assumed that work stressors have a causal effect on CWB, but the role of CWB as an antecedent of work stressors has been neglected. The present study examined lagged reciprocal relationships between work stressors and CWB. We assumed that work stressors (organizational constraints and experienced incivility) are prospectively and positively related to CWB (interpersonal and organizational CWB) and that conversely CWB is prospectively and positively related to work stressors. We tested our hypotheses with a longitudinal study of 663 individuals who were assessed 5 times over an 8-month period. The results supported the possibility of a reciprocal relationship. Organizational constraints (but not experienced incivility) predicted subsequent CWB, and CWB predicted subsequent organizational constraints and experienced incivility. Because reciprocal effects point to a vicious cycle with detrimental effects of CWB to both actors and targets, the findings are not only of theoretical but also of practical importance., (PsycINFO Database Record (c) 2013 APA, all rights reserved.)

Our research examined short-term within-person effects of relationship and task conflict on angry mood and somatic complaints. We assumed that conflicts of both kinds would be prospectively related to both indicators of impaired well-being, that the effect of relationship conflict would be stronger than the effect of task conflict, and that the effect of relationship conflict would be stronger when task conflict is low than when it is high. We tested our hypotheses with a daily diary study with ratings made 3 times/day for 2 weeks, involving 131 participants. We found a prospective main effect of relationship conflict on angry mood, but not on somatic complaints. In contrast, controlling for relationship conflict, task conflict was unrelated to both angry mood and somatic complaints. Supporting our assumption, task conflict moderated the effect of relationship conflict. Relationship conflict had a prospective effect on angry mood and somatic complaints that lasted until the next day if, and only if, task conflict was low.

Background: Workplace violence towards nurses is prevalent and consequential, contributing to nurses' reduced health and safety, worsened job attitudes, and compromised productivity., Objectives: To examine if organizational violence prevention climate as perceived by nurses predicts nurses' physical violence exposure and if physical violence exposure predicts nurses' somatic symptoms and musculoskeletal disorder symptoms., Design: A two-wave longitudinal design with naturally occurring groups, with a 6-month interval., Methods: Analysis of covariance and logistic regression were applied to test the proposed hypotheses among 176 nurses from two hospitals in the U.S. who participated in both surveys required by this study. All nurses from the two hospitals were recruited to participate voluntarily. The response rate was 30% for the first survey and 36% for the follow-up survey. Among the subjects, only 8 were male. On average, the subjects were about 45 years old, had a job tenure of about 17 years, and worked approximately 37 h per week., Results: Violence prevention climate, specifically the dimension of perceived pressure against violence prevention, predicted nurses' chance of being exposed to physical violence over six months (odds ratio 1.69), with no evidence found that violence exposure affected change in climate reports. In addition, results supported that nurses' physical violence exposure had effects on somatic symptoms, and upper body, lower extremity, and low back pain over six months., Conclusions: Findings of this study suggest that reducing organizational pressure against violence prevention will help decrease the chance of nurses' physical violence exposure and benefit their health and safety., (Copyright © 2012 Elsevier Ltd. All rights reserved.)

A rigorous quasi-experiment tested the ameliorative effects of a sabbatical leave, a special case of respite from routine work. We hypothesized that (a) respite increases resource level and well-being and (b) individual differences and respite features moderate respite effects. A sample of 129 faculty members on sabbatical and 129 matched controls completed measures of resource gain, resource loss, and well-being before, during, and after the sabbatical. Among the sabbatees, resource loss declined and resource gain and well-being rose during the sabbatical. The comparison group showed no change. Moderation analysis revealed that those who reported higher respite self-efficacy and greater control, were more detached, had a more positive sabbatical experience, and spent their sabbatical outside their home country enjoyed more enhanced well-being than others., (Copyright 2010 APA, all rights reserved)

An experiment investigated whether measurement features affected observed relationships between counterproductive work behavior (CWB) and organizational citizenship behavior (OCB) and their relationships with other variables. As expected, correlations between CWB and OCB were significantly higher with ratings of agreement rather than frequency of behavior, when OCB scale content overlapped with CWB than when it did not, and with supervisor rather than self-ratings. Relationships with job satisfaction and job stressors were inconsistent across conditions. We concluded that CWB and OCB are likely unrelated and not necessarily oppositely related to other variables. Researchers should avoid overlapping content in CWB and OCB scales and should use frequency formats to assess how often individuals engage in each form of behavior.

Gender differences in job stress were investigated, collecting both qualitative (stressful incidents at work) and quantitative (rating scales of commonly experienced job stressors and strains) data from a sample of university employees. Content analyses of the qualitative data revealed 5 major job stressors, 5 major psychological strains, and 4 major physical strains experienced by both genders. When comparisons are made between men and women on their job stress experiences, a potential confounder is occupation, for which the authors controlled. While the authors controlled for occupation, women reported more overall psychological strains (as indicated by the qualitative data) and depression (as indicated by the quantitative data) than did men. Conversely, while the authors controlled for gender, faculty reported more anger and less frustration (as indicated by the qualitative data) and less turnover intentions (as indicated by the quantitative data) than did support staff. In this study, both qualitative and quantitative data indicated interaction effects between gender and occupation in predicting job stressors and strains. Finally, there was a stronger relation between interpersonal conflicts and negative emotions/job satisfaction were stronger for faculty than for staff.

This survey study of 176 participants from eight customer service organizations investigated how individual factors moderate the impact of emotional labor strategies on employee well-being. Hierarchical regression analyses indicated that gender and autonomy were significant moderators of the relationships between emotional labor strategies and the personal outcomes of emotional exhaustion, affective well-being, and job satisfaction. Females were more likely to experience negative consequences when engaging in surface acting. Autonomy served to alleviate negative outcomes for individuals who used emotional labor strategies often. Contrary to our hypotheses, emotional intelligence did not moderate the relationship between the emotional labor strategies and personal outcomes. Results demonstrated how the emotional labor process can influence employee well-being., ((c) 2007 APA, all rights reserved.)

The differential impact of conflict with supervisors and coworkers on the target of counterproductive work behaviors (CWB) was investigated using multiple data sources. The mediating role of negative emotions was also tested using an emotion-centered model of CWB. Data were obtained from 133 dyads (incumbents plus a coworker) of full-time working participants representing a variety of occupations at the University of South Florida. Participants in the incumbent role were asked to complete a questionnaire measuring demographics, conflict, negative emotions, and CWB. The coworker was asked to respond to a shorter questionnaire measuring conflict and CWB regarding the incumbent's job. Evidence for a differential relationship between conflict sources and the target of CWB was found. The emotion-centered model of voluntary work behavior received partial support., ((c) 2006 APA, all rights reserved.)

A meta-analytic approach was used to examine whether sexual and nonsexual forms of nonviolent workplace aggression (both verbal and nonverbal) share equivalent or differential relationships with victims' overall job satisfaction. When the meta-analytic comparison was restricted to all-female samples to hold victims' gender constant, nonsexual aggression was found to share a significantly stronger negative relationship with victims' overall job satisfaction than was sexual aggression. In addition, nonsexual aggression was found to share a stronger negative link with women's level of job satisfaction than with men's., (Copyright 2005 APA, all rights reserved.)

Despite the widespread use of self-report measures of both job-related stressors and strains, relatively few carefully developed scales for which validity data exist are available. In this article, we discuss 3 job stressor scales (Interpersonal Conflict at Work Scale, Organizational Constraints Scale, and Quantitative Workload Inventory) and 1 job strain scale (Physical Symptoms Inventory). Using meta-analysis, we combined the results of 18 studies to provide estimates of relations between our scales and other variables. Data showed moderate convergent validity for the 3 job stressor scales, suggesting some objectively to these self-reports. Norms for each scale are provided.