Search

The present research investigates whether employees felt more alienated from their work during the COVID-19 pandemic than before it, and examines the causes and consequences of this increase in work alienation. To do so, two longitudinal studies using data collected before (T1; October 2019 [Study 1] and November 2019 [Study 2]) and during the first wave of the COVID-19 pandemic (T2; May 2020 [Studies 1 and 2]) were conducted (i.e., repeated measures). Data of both studies were analyzed using unobserved effects panel data models. Results of Study 1 (N = 197) indicated that employees reported higher levels of work alienation during the COVID-19 pandemic. Going one step further, results of Study 2 (N = 295) showed that this higher feeling of work alienation may be explained by an increase in professional isolation and a decrease in meaningfulness of work induced by the COVID-19 pandemic. Results also demonstrated that this increase in work alienation negatively affected employees' job satisfaction, affective commitment, and turnover intentions. Findings are discussed and practical implications for managers are identified., Author(s): Constantin Lagios [sup.1] , Nicolas Lagios [sup.2] , Florence Stinglhamber [sup.1] , Gaëtane Caesens [sup.1] Author Affiliations: (1) grid.7942.8, 0000 0001 2294 713X, Psychological Sciences Research Institute, Université catholique [...]

This research sought to provide a better understanding of the psychometric multidimensionality of workers' responses to the Utrecht Work Engagement Scale (UWES; Studies 1 and 3) and the Dutch Work Addiction Scale (DUWAS; Studies 2 and 3). This research also aimed to document the relations between the components of work engagement and workaholism and workers' functioning (i.e., job satisfaction, work performance, work-family conflict, and sleeping problems). Three studies (N = 273, N = 241, N = 304) were conducted to reach these objectives. Results from these three studies indicated that a bifactor-exploratory structural equation modeling (bifactor-ESEM) representation of workaholism and work engagement ratings was superior to alternative representations. Specifically, employees' assessments of work engagement concurrently reflected a global work engagement factor which co-existed with specific vigor, dedication, and absorption components. Similarly, employees' ratings of workaholism revealed a global workaholism factor and simultaneous specific working excessively and working compulsively facets. Our findings also shed light on the criterion-related validity of these workaholism and work engagement components by documenting their differentiated associations with measures of job satisfaction, work performance, work-family conflict, and sleeping problems. Precisely, results from Studies 1 to 3 consistently showed the key role of global workaholism, global work engagement, and the specific vigor facet in predicting outcomes., Author(s): Tiphaine Huyghebaert-Zouaghi [sup.1] , Gaëtane Caesens [sup.2] , Émilie Sandrin [sup.3] , Nicolas Gillet [sup.3] [sup.4] Author Affiliations: (1) grid.11667.37, 0000 0004 1937 0618, Université de Reims Champagne Ardenne [...]

Organizational dehumanization, a concept that has garnered increasing scholarly attention, still faces two significant limitations within the current literature. First, there is a lack of rigorously validated scales in the field. Second, the effects of organizational dehumanization on the family domain have been largely overlooked. In light of these gaps, we embarked on a comprehensive research project comprising five studies (NTotal = 2635) to address these limitations. Our primary objectives were twofold: (1) to develop and validate a concise five‐item scale for measuring organizational dehumanization based on Caesens et al.'s (Eur. J. Work Org. Psychol., 26, 2017, 527‐540) 11‐item measure (Studies 1, 2 and 3) and (2) to investigate a novel spillover–crossover model of organizational dehumanization (Studies 4 and 5). Our results indicated that our proposed short scale has a good factorial structure and high reliability indices, correlates strongly with the 11‐item full scale, is invariant over time and demonstrates evidence for convergent, discriminant and incremental validity. In addition, using data from both employees and their family members, we showed that organizational dehumanization contributes to an increase in work‐to‐family conflict among employees, as perceived by their family members. This, in turn, heightens relationship tension within their family members, ultimately leading to a decline in their relationship satisfaction. Theoretical and practical implications and avenues for future research are also discussed. [ABSTRACT FROM AUTHOR]

Purpose: This research aims to investigate the mediating role of organizational dehumanization in the relationships between supervisor/coworker ostracism and employee outcomes (i.e., increased physical strains, decreased work engagement, increased turnover intentions). Moreover, this research explores the moderating role of supervisor's organizational embodiment and coworkers' organizational embodiment in these indirect relationships. Design/methodology/approach: A cross-sectional study (N = 625) surveying employees from various organizations while using online questionnaires was conducted. Findings: Results highlighted that, when considered together, both supervisor ostracism and coworker ostracism are positively related to organizational dehumanization, which, in turn, detrimentally influences employees' well-being (increased physical strains), attitudes (decreased work engagement) and behaviors (increased turnover intentions). Results further indicated that the indirect effects of supervisor ostracism on outcomes via organizational dehumanization were stronger when the supervisor was perceived as highly representative of the organization. However, the interactive effect between coworker ostracism and coworkers' organizational embodiment on organizational dehumanization was not significant. Originality/value: This research adds to theory by highlighting how and when supervisor and coworker ostracism relate to undesirable consequences for both employees and organizations. On top of simultaneously considering two sources of workplace ostracism (supervisor/coworkers), this research adds to extant literature by examining one underlying mechanism (i.e., organizational dehumanization) explaining their deleterious influence on outcomes. It further examines the circumstances (i.e., high organizational embodiment) in which victims of supervisor/coworker ostracism particularly rely on this experience to form organizational dehumanization perceptions. [ABSTRACT FROM AUTHOR]

This research examines how employee's perceptions of three sources of support in the workplace (i.e., organization, supervisor, and colleagues) combine within specific profiles and the nature of the relations between these profiles and indicators of employees' psychological health (i.e., stress, sleep problems, psychosomatic strains, and depression). Furthermore, this research examines the within-sample and within-person stability of the identified support profiles over the course of an 8-month time interval. Latent profile and latent transition analyses conducted on a sample of 729 workers indicated six identical profiles across the two measurement occasions: 1, moderately supported; 2, weakly supported; 3, isolated; 4, well-supported; 5, supervisor supported; and 6, highly supported. Profile membership was very stable over time for most profiles, with the exception of the isolated profile which was only moderately stable. Furthermore, the isolated and supervisor-supported profiles presented the lowest levels of psychological health, while the well-supported and moderately supported profiles presented the highest levels of psychological health. Of particular interest, results suggested that some risks might be associated with the highly supported profile, although this result could be a simple reflection of the women-dominant composition of this profile. This research has implications for theory and practice, which will be discussed in the article. [ABSTRACT FROM AUTHOR]

This research explores for the first time whether the two forms of organizational dehumanization (i.e., mechanistic and animalistic) are empirically distinct as well as their relationships with employees' well-being (i.e., decreased job satisfaction), attitudes (i.e., increased turnover intentions), and behaviors (i.e., decreased in-role performance). Three cross-sectional field studies involving employees from various occupational domains were conducted. Results of structural equation modeling showed that mechanistic and animalistic organizational dehumanization are empirically distinct constructs that are differently related to outcomes. Specifically, when considering the two forms of organizational dehumanization, (1) both animalistic and mechanistic organizational dehumanization are negatively related to job satisfaction, (2) only mechanistic organizational dehumanization is positively related to turnover intentions, and (3) only animalistic organizational dehumanization is negatively related to in-role performance. Theoretical contributions to the organizational dehumanization literature as well as promising future research avenues are discussed. [ABSTRACT FROM AUTHOR]

This research investigates whether experiencing workplace ostracism is positively related to employees' perceptions of organizational dehumanization, and examines one underlying mechanism of this relationship (i.e., thwarted need to belong), as well as its consequences for both employees and organizations. First, a crosssectional study (N = 256) highlighted that workplace ostracism positively relates to organizational dehumanization which, in turn, is related to employees' well-being (i.e., increased depression), attitudes (i.e., decreased job satisfaction) and behaviors toward the organization (i.e., increased turnover intentions, decreased loyalty behaviors toward the organization). Second, an experimental study manipulating workplace ostracism using vignettes (N = 199) showed that workplace ostracism has a positive impact on organizational dehumanization, which subsequently relates to employees' decreased job satisfaction, increased turnover intentions, and decreased loyalty behaviors. Finally, a third cross-sectional study (N = 423) revealed that employees' thwarted need to belong mediates the relationship between workplace ostracism and organizational dehumanization, which is ultimately associated with employees' increased depression, decreased job satisfaction, increased turnover intentions, and decreased loyalty behaviors. Theoretical contributions, directions for future research and practical implications are discussed. [ABSTRACT FROM AUTHOR]

This study addresses the lack of organizational research considering the functionality of employees' work-related affective experiences. More precisely, this research relied on person-centered analyses to gain a better understanding of the various configurations taken by the intensity and direction (i.e., seen as facilitating performance, or as interfering with it) of positive and negative affect among nurses. We also documented the stability of these profiles over time and their longitudinal associations with theoretically relevant predictors (job demands and resources) and outcomes (somatic complaints and musculoskeletal disorders). Questionnaires were completed twice, 3 months apart, by a sample of 1,143 French nurses. Five distinct affective profiles were identified, and found to be rather stable over time. Nurses' perceptions of their job demands and resources showed well-differentiated patterns of associations with these profiles. Finally, nurses' levels of somatic complaints and musculoskeletal disorders were more pronounced among nurses corresponding to a profile dominated by high levels of negative affect seen as interfering with performance. Overall, our results emphasize the importance of jointly considering affect intensity and direction, their combinations, and the role played by job characteristics, in order to understand the development of physical health problems among nurses. [ABSTRACT FROM AUTHOR]

Dr. Robert (Bob) Eisenberger passed away on May 2 SP nd sp , 2022 at the age of 79 after a brief illness. The dinners were both a way for coauthors, colleagues, and current and former students to honor Bob for his many accomplishments, and to gently tease Bob for his eccentricities, which Bob took in good humor. Conclusion In closing, it is clear from reading the many stories about Bob and his work, his life outside of work including his relationship with his wife of 53 years (Joanne), that Bob had an influence on many people in the fields of IO Psychology and Management. [Extracted from the article]

This research seeks to identify employees' profiles characterised by distinct perceptions of three sources of social support at work (i.e., organisation, supervisor, and colleagues), and the extent to which these profiles generalise across two samples of workers (N = 185 and 387). This research also investigates the associations between the profiles and a series of outcomes. Latent profile analysis revealed five identical profiles in both samples: (1) moderately supported; (2) isolated; (3) supervisor supported; (4) weakly supported; and (5) highly supported. The most desirable outcomes (job satisfaction, performance, and affective commitment) were associated with Profile 5 (highly supported), while the highest levels of emotional exhaustion were observed in Profile 2 (isolated). [ABSTRACT FROM AUTHOR]

This study illustrates complementary variable- and person-centred approaches to the investigation of the underlying dimensionality of the work engagement construct. A sample of 730 participants completed a questionnaire twice across a four-month period. The results showed that employees' ratings of their work engagement simultaneously reflected a global overarching work engagement construct, which co-existed with three specific dimensions (vigour, dedication, and absorption). Relying on factor scores from this initial measurement model, the present study examined latent profiles of employees defined based on their global (work engagement) and specific (vigour, dedication, and absorption) levels of work engagement. The results revealed five distinct work engagement profiles, which proved to be fully identical, and highly stable, across the two time points. These profiles characterized disengaged-vigorous, normative, totally disengaged, vigorously absorbed, and engaged yet distanced employees. These profiles were also showed to be meaningfully related to employees' levels of stress, intentions to leave the organization, health, and job satisfaction. [ABSTRACT FROM AUTHOR]

Perceived organizational support (POS) has been found to predict important organizational outcomes such as increasing employees’ well-being. In this research, we examine a new underlying mechanism of the relationship between POS and employees’ well-being, that is, employees’ perceptions that their organization dehumanizes them. This proposition was tested across two studies. Using an experimental design manipulating POS in a laboratory setting, Study 1 indicated that in the high POS condition, the subsequent feelings of being dehumanized by the organization were lower than in the low POS condition. More importantly, organizational dehumanization perceptions were found to mediate the POS condition and satisfaction link. Furthermore, using a sample of 1209 employees, results of Study 2 indicated that organizational dehumanization mediates the relationship between POS and three indicators of employees’ well-being (i.e., job satisfaction, emotional exhaustion, and psychosomatic strains). Implications for research on both organizational support theory and dehumanization theory are discussed. [ABSTRACT FROM AUTHOR]

Numerous studies have shown that perceived organizational support has positive consequences on both employees and organizations. However, no study has examined the causal relationship between perceived organizational support and proactive behaviour directed towards the organization and few studies have identified potential mechanisms underlying this relationship. We first investigated the direction of causality between perceived organizational support and proactive behaviour, and hypothesized that perceived organizational support leads to proactive behaviour directed towards the organization. Second, based on social exchange and motivational perspectives, we examined two potential mechanisms underlying this relationship, i.e., felt obligation and work engagement. Employees from a Belgian Federal Public Service were invited to take part in a three-wave longitudinal survey. Using a cross-lagged panel design, our results (N = 1963) revealed that Time 2 perceived organizational support was positively related to Time 3 proactive behaviour towards the organization, whereas the reverse was not true. Additionally, our results (N = 1293) showed that Time 2 felt obligation and Time 2 work engagement mediated the positive relationship between Time 1 perceived organizational support and Time 3 proactive behaviour directed towards the organization. [ABSTRACT FROM AUTHOR]

Purpose – The purpose of this paper is to examine why and when followers of transformational leaders exhibit increased affective organizational commitment. Particularly, the authors examined the role played by perceived organizational support (POS) and supervisor’s organizational embodiment (SOE), i.e. a perception concerning the extent to which employees identify their supervisor with the organization, in this relationship. Design/methodology/approach – In total, 287 employees of a water producer organization responded to a questionnaire. Findings – The results show that, when employees strongly identify their supervisor with the organization, transformational leadership is positively related to POS, with positive consequences in terms of emotional attachment to this organization. In contrast, when the supervisor is not identified to the organization, his/her transformational leadership does not extend to POS and, finally, to affective organizational commitment. Practical implications – The findings suggest that a high transformational leadership and a high SOE together engender the highest POS and affective commitment. Organizations should thus provide their managers with training programs and feedbacks over their performance as leaders to promote transformational leadership. Furthermore, to foster perceptions of SOE, organizations might implement socialization tactics aiming to strengthen managers’ organizational identification or person-organization fit, and give managers more power and influence in their day-to-day work to increase employees’ attributions of informal organizational status to managers. Originality/value – By showing that POS and SOE are important mechanisms in the transformational leadership-affective commitment relationship, this research explains why and when transformational leadership of supervisors has spillover effect on organization-directed attitudes. [ABSTRACT FROM AUTHOR]

Although several studies have empirically supported the distinction between organizational identification (OI) and affective commitment (AC), there is still disagreement regarding how they are related. Precisely, little attention has been given to the direction of causality between these two constructs and as to why they have common antecedents and outcomes. This research was designed to fill these gaps. Using a cross-lagged panel design with two measurement times, Study 1 examined the directionality of the relationship between OI and AC, and showed that OI is positively related to temporal change in AC, confirming the antecedence of OI on AC. Using a cross-sectional design, Study 2 investigated the mediating role of OI in the relationship between three work experiences (i.e., perceived organizational support, leader-member exchange, and job autonomy) and AC, and found that OI partially mediates the influence of work experiences on AC. Finally, Study 3 examined longitudinally how OI and AC combine in the prediction of actual turnover, and showed that AC totally mediates the relationship between OI and turnover. Overall, these findings suggest that favorable work experiences operate via OI to increase employees' AC that, in turn, decreases employee turnover. [ABSTRACT FROM AUTHOR]

Purpose -- The purpose of this paper are twofold. First, the authors examined the effects of two types of working hard (i.e. work engagement, workaholism) on employees' well-being (i.e. job satisfaction, perceived stress, and sleep problems). Second, the authors tested the extent to which both types of working hard mediate the relationship between three types of work-related social support (i.e. perceived organizational support, perceived supervisor support, and perceived coworker support) and employees' well-being. Design/methodology/approach -- An online questionnaire was administered to 343 PhD students. Findings -- Results revealed that work engagement mediates the relationships between perceived organizational support and job satisfaction and perceived stress. Perceived organizational support has also a direct positive impact on job satisfaction and a direct negative impact on perceived stress and sleep problems. Furthermore, work engagement mediates the influence of perceived supervisor support on job satisfaction and perceived stress. Finally, workaholism was found to mediate the relationships between perceived coworker support, and job satisfaction, perceived stress, and sleep problems. Practical implications -- The findings suggest that managers should promote practices in order to foster work engagement and prevent workaholism. In line with this, the findings indicated that the most powerful source of support that fosters work engagement is perceived supervisor support. Organizations should, therefore, train their supervisors to be supportive in their role of directing, evaluating and coaching subordinates or encourage supervisors to have regular meetings with their subordinates. Additionally, the results showed that perceived coworker support is the only source of work-related social support that has a negative influence on workaholism. Managers should foster coworker support, for instance by encouraging informal mentoring among employees in order to build a strong social network. Originality/value -- Because scholars argued that each type of work-related social support might have different consequences and might vary in terms of strength of associations with their outcomes, the study aimed to examine the concomitant effects of three forms of work-related social support on two types of working hard which, in turn, influence employees' well-being. [ABSTRACT FROM AUTHOR]

The present research examines how the social identity perspective contributes to a better understanding of the relationships between perceived organizational support, affective commitment, and employees’ performance at work. Using a sample of 253 employees from an engineering company, Study 1 found that organizational identification partially mediates the relationship between perceived organizational support and affective commitment. The results of Study 1 also indicated that the relationship between perceived organizational support and organizational identification is moderated by organizational prestige. In Study 2, using a sample of 179 postal employees, the authors replicated the mediating role of organizational identification in the relationship between perceived organizational support and affective commitment and found that affective commitment mediates the relationship between organizational identification and supervisor’s ratings of extra-role performance. [ABSTRACT FROM AUTHOR]

The present research investigates whether employees felt more alienated from their work during the COVID-19 pandemic than before it, and examines the causes and consequences of this increase in work alienation. To do so, two longitudinal studies using data collected before (T1; October 2019 [Study 1] and November 2019 [Study 2]) and during the first wave of the COVID-19 pandemic (T2; May 2020 [Studies 1 and 2]) were conducted (i.e., repeated measures). Data of both studies were analyzed using unobserved effects panel data models. Results of Study 1 ( N  = 197) indicated that employees reported higher levels of work alienation during the COVID-19 pandemic. Going one step further, results of Study 2 ( N  = 295) showed that this higher feeling of work alienation may be explained by an increase in professional isolation and a decrease in meaningfulness of work induced by the COVID-19 pandemic. Results also demonstrated that this increase in work alienation negatively affected employees' job satisfaction, affective commitment, and turnover intentions. Findings are discussed and practical implications for managers are identified., Supplementary Information: The online version contains supplementary material available at 10.1007/s12144-022-03372-9., Competing Interests: Conflicts of interest/Competing interestsOn behalf of all authors, the corresponding author states that there is no conflict of interest., (© The Author(s), under exclusive licence to Springer Science+Business Media, LLC, part of Springer Nature 2022.)

The aim of the present research was twofold. First, we examined the effects of perceived organizational support (POS) on workplace conflict (i.e., relationship conflict and task conflict). Second, we identified one mechanism explaining these relationships, namely failure-related trust. Using a sample of 263 teachers from Belgium, the results of Study 1 indicated that POS is negatively related to relationship conflict and is also, unexpectedly, negatively related to task conflict. Furthermore, using a sample of 477 Belgian employees, Study 2 replicated these results and further demonstrated that failure-related trust mediates the negative relationship between POS and both types of workplace conflict. Theoretical and practical insights of this research are discussed.