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Purpose: Employee sickness absence increased steadily in recent years posing an important challenge for organizations and research. The present study addresses this need by analysing the causal link of transformational leadership and sickness absence, while also taking into consideration the context of leadership by studying the moderation effect of a leader’s perceived organizational support (POS) in that association. Design/Method: 57 middle managers of two Spanish companies were randomly assigned to either the control (n = 22) or intervention (n = 35) condition. Multigroup linear regression in MPlus was carried out to compare the effect of transformational leadership on follower sick leave during a 6 months pre and post-test period for both groups, while also taking into account the moderation effect of a leader’s POS. Findings: The analysis confirmed the association between transformational leadership and sick leave days due to short-term spells, moderated by the leader’s levels of POS. Moreover, this relationship was stronger within the intervention as compared to the control group. Conclusion: The present research provides causal evidence for the link between transformational leadership and sickness absence, and offers an evidence-based and actionable leadership training method for organizations seeking to reduce employee sick leave.

Today’s societies are experiencing a digitalization that is transforming organizations and jobs. Scholars, practitioners, and policy makers tend to focus on digital competences as a way to adapt the general population and workers to the technological revolution, enhance competitiveness and employability, and reduce social exclusion. It is important to develop “digital competences”, but we propose that this strategy only provides a partial view of the necessary capabilities. To achieve a more complete picture, “digitalized competences” should also be considered, that is, non-digital competences that are transformed through the intervention of digital technologies. Increasingly, jobs in which purely digital skills are not core elements change dramatically when they incorporate digital objects and processes. This change forces workers and professionals to perform traditional tasks in a very different way. It is likely that the shift from non-digital to digitalized competences involves a more pervasive transformation for organizations, jobs, and workers than pure digital competences. With this in mind, this article has two main objectives. First, we provide a definition of digitalized competences, linked to job transformation. Second, we use a typology of competences (professional, core cognitive, transversal, and leadership) and some cases to illustrate this change.

The competitiveness of today’s markets requires employees to do more than is formally expected from them by collaborating with others to benefit the organization (e.g., organizational citizenship behavior focused on individuals, OCB-I). Based on the idea that eudaimonic wellbeing positively influences OCB-I, and considering that positive emotions lead to optimal functioning and important work outcomes, this study analyzes the mediating role of positive emotions in the relationship between activity worthwhileness and OCB-I. Results of hierarchical regressions in a two-wave longitudinal study with a sample of 108 white collar employees show that activity worthwhileness indirectly (but not directly) explains change in OCB-I through positive emotions. Therefore, when it comes to improving performance in the workplace, investment in both hedonic and eudaimonic wellbeing contributes to more effectively benefitting both employees and organizations.

Mindful organizing (also known as collective mindfulness) is a collective capability that allows teams to anticipate and swiftly recover from unexpected events. This collective capability is especially relevant in high-risk environments where reliability in performance is of utmost importance. In this paper, we build on current mindful organizing theory by showing how two front-line communication and participatory conditions (perceived safety for upward dissent and climate for employee engagement) interact to predict mindful organizing. We shed light on the controversy around mindful organizing’s effect on team’s subjective experience at work by showing that it leads to greater team job satisfaction and thus lowers individual turnover intentions. These relationships were tested using a time-lagged design with two data-collection points using a sample of 47 teams within the nuclear power industry.

Innovation enables organizations to respond successfully to rapid changes in a business environment. This innovation capability largely relies on employees. Although workers are required to be innovative, their jobs frequently contain higher demands that might make it difficult for them to innovate at work. The Job Demands-Control model active hypothesis suggests that highly demanding jobs that allow individuals enough discretion enhance innovative performance. Improving an important attentional resource such as mindfulness at work might also play a similar role, although there is a need for more research at this level. The main aim of this study is to examine the relative contribution of job control and increases in mindfulness as moderators in the job demands-innovation work behaviours relationship. The results obtained with 221 workers indicated that in previous situations characterized by high job demands (T1), workers who increase their capacity for mindfulness are more innovative in the future (T2).

Research investigating the relationship between organizational affective commitment and employee innovation has yielded scarce and inconsistent findings. This study examined the role of participative leadership in a team as a boundary condition of the effectiveness of organizational affective commitment predicting employee innovation. Data were collected from 343 employees in 34 teams from different Italian companies. The results from hierarchical linear modelling analysis indicated that the relationship between organizational affective commitment and employee innovation was stronger when team-level participative leadership was high. Our findings provide meaningful insights regarding the contextual conditions that strengthen the impact of organizational commitment on workplace innovation.

El Clima de Servicio resulta crítico en organizaciones del sector servicios. Refleja la importanciaque las organizaciones atribuyen a la calidad del servicio así como los esfuerzos para complacer a los clientes. Considerando el trabajo de Schneider, White y Paul (1998) como punto de partida, este trabajo valida una medida del clima de servicio en español. Para ello se han desarrollado dos estudios de campo. Un total de 120 hoteles, ubicados en España, participaron en la investigación. La muestra estuvo conformada por 508 empleados de hoteles distribuidos en 152 unidades de trabajo. Nuestros resultados confirmaron que la validez de constructo y predictiva son satisfactorias, con cuatro factores que limitan la descripción de las facetas del clima de servicio: Servicio Global del Clima, Comentarios del cliente, orientación al cliente, y prácticas de gestión. Los resultados apoyan que los empleados de primera línea pertenecientes a la misma unidad de trabajo son capaces de desarrollar percepciones compartidas de clima servicio más allá de las diferencias individuales. La escala se confirma como una buena medida del clima de servicio en el contexto español.

El presente trabajo estudia el contenido y estado del contrato psicológico en una muestra compuesta por 697 trabajadores pertenecientes a una organización de la Administración Pública española. Los resultados muestran que los empleados perciben que la organización realiza las promesas consideradas en un nivel medio (3.6 en una escala con rango de 1 a 7)) y presenta un grado de cumplimiento similar (3.7) mientras que las promesas realizadas por los empleados alcanzan niveles más elevados (5.6), según sus propias percepciones al igual que su cumplimiento (5.8). También se observa una mayor diversificación de la percepción de los tipos de promesas del empleador (agrupadas en: bienestar laboral, salario y estabilidad, y participación en la toma de decisiones) que en las del empleado (agrupadas en un único factor). Se han obtenido diferencias significativas en percepciones de promesas y cumplimiento en función del sexo (los varones presentan generalmente niveles más elevados en lo que se refiere a los empleadores) aunque no hay diferencias en las percepciones de equidad. En función del tipo de contrato, las promesas relativas al salario y a la estabilidad laboral muestran esultados mas elevados en los permanentes, aunque es mayor la percepción de equidad en los temporales. Finalmente, se han obtenido diferencias significativas en función del nivel jerárquico en el factor "bienestar laboral" y "participación en la toma de decisiones" de obligaciones del empleador, en los tres factores relativos al cumplimiento del empleador, en justicia y en confianza. Todos estos resultados se discuten y analizan señalándose las implicaciones teóricas y prácticas.

This paper gives an overview of developments of work, organization and personnel psy- chology in Spain over the 20th Century. In the review, some relevant periods were examined: from 1900 to 1936 -early years and developments; from 1940 to 1968-, slow and increa- sing post-war recovering; from 1968 to 1980 -takeoff in the academic and professional fields; and finally, from 1980 to 1992-, consolidation within scientif, academic and profes- sional fields; and finally from 1990 to 2002, spreading and maturity within those same fields. A number of reflections ara also raised in this paper, concerning the main challenges that the discipline is facing on the threshold of the 21st Century in areas such as research, teaching and professional practice. The reflections are an invitation to debate and strategic thinking about science and profession to provide a new drive for the development at the individual, group and institutional levels.