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How experiences and perceptions of pay and pay setting relate to employees’ job performance, willingness to remain in the organization, and health has been the subject of much debate. Previous research has typically used a variable-centered approach to investigate associations between different pay-related factors and such outcomes. In contrast, we used latent profile analysis to explore combinations of compensation characteristics (pay level, perceived horizontal pay dispersion, and procedural quality, i.e., transactional leadership and procedural pay-setting justice), combining relevant theories on the subject. Based on a nationally representative sample of private sector employees in Sweden (N = 1,146), our study identified six compensation profiles. Our key findings show, first, that higher levels of pay were generally associated with better performance, lower turnover intention, better self-rated health, and lower work-related exhaustion, especially when combined with perceptions of high procedural quality. Second, in terms of perceived horizontal pay dispersion, the results indicate that pay compression may be associated with beneficial outcomes, particularly when combined with high procedural quality. Third, procedural quality was generally associated with favorable work-related and health-related outcomes, although such positive effects may be contingent upon pay level and perceived horizontal pay dispersion. In conclusion, while pay level, perceptions of horizontal pay dispersion, and procedural quality may all matter for employee outcomes, it is important to consider their combinations.

Building on the Ability-Motivation-Opportunity framework, we investigate managers’ ability, motivation, and opportunity as predictors of managers’ self-reported justice enactment during pay setting. Data from 168 managers from a large industrial company in Sweden were analyzed with hierarchical multiple regression analyses to predict the four dimensions of enacted justice (distributive, procedural, informational, interpersonal). Ability indicators contributed to all justice enactment dimensions, with self-efficacy in one’s role as pay-setting manager being positively related to all justice enactment dimensions. Motivation indicators contributed to three justice enactment dimensions (not informational), with managers’ outcome expectations of pay setting being positively related to distributive justice enactment. Opportunity indicators contributed to three justice enactment dimensions (not interpersonal), where social support in the pay-setting process predicted these justice enactment dimensions. Demographics and personality variables only explained additional variance in interpersonal justice enactment. The paper sheds light on the managers’ side of justice in pay setting, and highlights the relevance of resources to equip managers with ability, motivation, and opportunities in order to perceive that they can be fair during pay setting., The present study is based on data from the project “Legitimacy in Pay-setting: A Psychological Perspective on Work-related Pay-setting and Employee-related Pay-setting”, financed by a grant to Magnus Sverke from the Confederation of Swedish Enterprise (no. 313002).

This study sets out to investigate the potential differences between social workers using voice- or silence strategies in their experience of organisational resources, attitudes and health, and whether social workers moving between strategies (voice or silence) over time have a different experience of the same outcomes than those who stay with the same strategy group. The participating social workers (n = 1356) responded to two web-based questionnaires over a one-year period. Findings The results show that voice strategies are related to the experience of more positive organisational resources, more positive attitudes (greater job satisfaction and organisational commitment, but lower intention to exit) and more positive health (greater recovery, but less emotional exhaustion and stress symptoms) than those using silence strategies. The results also show that moving from silence to voice is related to the experience of increased organisational resources, more positive attitudes and more positive health at T2, while those moving from voice to silence reported the opposite. Applications The longitudinal approach applied in this study adds empirical evidence of the relationship between voice/silence and work-related attitudes, as well as health and well-being. The close relationship between organisational resources, employee voice behaviour and related individual outcomes regarding attitudes and health imply that Human Resources (HR) management has a lot to gain by developing and securing a voice-friendly and considerate climate in their organisations.

Non-standard employment includes a variety of contractual arrangements which deviate from permanent, open-ended, full-time work. There are several types of non-standard work, including project work, seasonal work, on-call work, solo self-employment, and temporary agency work. Non-standard workers are typically younger, have lower levels of education, and are more often women in comparison with standard employees. Despite substantial heterogeneity between different types of non-standard work, and research illustrating that the consequences may vary between contract forms, the overall picture suggests that non-standard employment is associated with more negative work-related, safety-related, and health-related outcomes than standard employment. Findings also suggest that these associations may be influenced by factors related to an individual’s preference for their employment contract or the job specifically. Non-standard employment may have implications for the individual, policy-makers, employers, and unions. There is a need for additional research focusing on disentangling various contractual arrangements and investigating how various types of non-standard workers differ in terms of demographic characteristics, work environment conditions, and consequences., This research was carried out within the NOWSTARS research program, with financial support from the Swedish Research Council for Health, Working Life and Welfare (FORTE Grant No. 2019-01311)., NOWSTARS

Bakgrund: Genom att samverka med arbetsgivarparter och organisera yrkesverksamma personer har fackföreningar bidragit till flera förändringar som främjat en positiv utveckling på arbetsmarknaden. Den här utvecklingen inkluderar reglering av arbetstid, semester, sjukfrånvaro och säkerhet i arbetet. Sammantaget har detta fackliga arbete bidragit till att främja en god arbetsmiljö. Likväl finns idag en diskussion kring legitimiteten i fackföreningarsarbete. Den diskussionen utgår från det faktum att den fackliga anslutningsgraden minskat över tid, med lägre anslutningsgrad särskilt bland individer som arbetar deltid, har tidsbegränsade anställningskontrakt eller i övrigt har osäkra anställningsvillkor. Det bidrar till frågor om vilken kunskap som egentligen finns när det gäller fackets roll och attityder till facklig anslutning i ett arbetsliv som i allt högre grad utmärks av osäkra anställningsvillkor. Syfte: Mot bakgrund av det syftade den här systematiska litteraturöversikten till att sammanställa aktuell forskning om facket och anställda med olika typer av osäkra och tillfälliga anställningar. Mer specifikt var fokus riktat mot att undersöka attityder till facket och facklig anslutningsgrad bland anställda med otrygga anställningar, i vilken utsträckning fackligt medlemskap kan utgöra ett skydd mot otrygga anställningsvillkor, vad fackligt medlemskap kan betyda för arbetsrelaterade attityder och beteenden samt olika aspekter av hälsa samt hur fackliga organisationer arbetar för att rekrytera personer med atypiska anställningskontrakt. Metod: Tidigare studier identifierades genom systematisk litteratursökning i för området relevanta databaser med avgränsning till litteratur publicerad från 2010 och framåt. Dessa bedömes sedan av oberoende bedömare som relevanta eller irrelevanta för frågeställningen. Slutligen sammanställdes resultat för olika delområden. Resultat: Över lag visar resultaten att medlemskap i, Arbetet och konferensmedverkan finansierades av det Forte-finansierade forskningsprogrammet Nowstars (Forte dnr: 2019-01311) och Stockholms universitet.

Building on the Ability-Motivation-Opportunity framework, we investigate managers’ ability, motivation, and opportunity as predictors of managers’ self-reported justice enactment during pay setting. Data from 168 managers from a large industrial company in Sweden were analyzed with hierarchical multiple regression analyses to predict the four dimensions of enacted justice (distributive, procedural, informational, interpersonal). Ability indicators contributed to all justice enactment dimensions, with self-efficacy in one’s role as pay-setting manager being positively related to all justice enactment dimensions. Motivation indicators contributed to three justice enactment dimensions (not informational), with managers’ outcome expectations of pay setting being positively related to distributive justice enactment. Opportunity indicators contributed to three justice enactment dimensions (not interpersonal), where social support in the pay-setting process predicted these justice enactment dimensions. Demographics and personality variables only explained additional variance in interpersonal justice enactment. The paper sheds light on the managers’ side of justice in pay setting, and highlights the relevance of resources to equip managers with ability, motivation, and opportunities in order to perceive that they can be fair during pay setting.

The use of performance-based pay is increasing rapidly, but empirical evidence on how and why it relates to job performance, as well as its relative strategical importance, remains unclear. The present study examined the relative importance of performance-based pay variables and support of psychological needs variables for task and contextual performance in a sample of 582 white-collar employees in Sweden. Multiple regression results, based on survey and register data, showed that the instrumentality of the pay system related to lower levels of task and contextual performance. However, supplementary relative weight analysis (RWA) showed that, in relative terms, instrumentality of the pay system was of minor importance for performance. Performance-based pay-raise amount was positively related to contextual performance but not predictive of task performance. Procedural pay-setting justice was unrelated to both outcomes. Among the support of psychological needs variables, feedback and job autonomy had positive associations with both outcomes while social support from colleagues was not predictive of performance. Considering the explained variance (16–17%), the performance-based pay variables combined accounted for up to a third (12.6–29.2%) while support of psychological needs variables accounted for more than half of the explained variance (56.1–68.1%) in task and contextual performance. The results indicate that organizations would benefit from putting support of psychological needs to the forefront of their motivational strategies as a complement to administrating complex compensation systems.

Background: There is considerable evidence that leadership influences workplace safety, but less is known about the relative importance of different leadership styles for safety. In addition, a leadership style characterized by an emphasis and a focus on promoting safety has rarely been investigated alongside other more general leadership styles. Methods: Data were collected through a survey to which 269 employees in a paper mill company responded. A regression analysis was conducted to examine the relative roles of transformational, transactional (management-by-exception active; MBEA), and safety-specific leadership for different safety behavioral outcomes (compliance behavior and safety initiative behaviors) and for minor and major injuries. Results: A safety-specific leadership contributed the most to the enhanced safety of the three different kinds of leadership. Transformational leadership did not contribute to any safety outcome over and above that of a safety-specific leadership, whereas a transactional leadership (MBEA) was associated with negative safety outcomes (fewer safety initiatives and increased minor injuries). Conclusion: The most important thing for leaders aiming at improving workplace safety is to continuously emphasize safety, both in their communication and by acting as role models. This highlights the importance for leadership training programs aiming to improve safety to actually focus on safety-promoting communication and behaviors rather than general leadership. Furthermore, an overly monitoring and controlling leadership style can be detrimental to attempts at achieving improved workplace safety.

Purpose: In organizations using individualized pay setting, where pay raises are based on job performance and the quality of work, managers have a central role as they execute the organizations’ pay systems. The present study aims at increasing the understanding of pay-setting managers’ beliefs and perspectives on their role in connection to pay setting. Design/Methodology: The study is based on seven focus group interviews with pay-setting supervisors from four different companies in the Swedish private sector. In the past few years, all four companies have implemented new pay-systems with a greater focus on employee performance. The semi-structured focus group interviews were analyzed with an inductive thematic analysis. Results: Data analysis is ongoing. A preliminary thematic analysis revealed several tentative themes. These concern difficulties in assessing employee performance and in ensuring that employees fully understand the pay setting process (especially the performance assessments), the importance of regular constructive feedback, need for guidance and support, and lack of resources to reward high performing individuals. Limitations: While focus groups with managers from four organizations provide a wealth of perspectives, individual interviews may have allowed for more in-depth insights. The results also need replication using questionnaire data to examine how wide-spread various experiences are. Implications: This study contributes to a better understanding of the challenges that pay-setting supervisors perceive. This knowledge could be used by organizations to facilitate the pay-setting process for managers. Originality: This is one of few studies focusing on pay-setting managers, who are the ones executing organizations’ pay setting systems.

The private sector in Sweden is rapidly moving towards more performance-oriented pay systems in order to increase employees’ work motivation. In the research literature there has been a long lasting debate on whether pay for performance increases or decreases motivation, especially in relation to intrinsic motivation (the crowding-out effect), and scholars are still debating the effects of pay-for-performance systems on employee motivation and performance. The overall aim of this study is to contribute to an increased understanding of how pay relates to employee motivation and performance within the context of a pay-for-performance system. More specifically, drawing on self determination theory (SDT) and goal setting theory this study investigates how psychological needs (autonomy and feedback), goal setting (goal clarity), pay level and performance-based pay raise (assessed at Time 1) relate to subsequent motivation (intrinsic and extrinsic) as well as self-rated and supervisor-rated performance (assessed at Time 2), after controlling for demographic factors (age and sex). Questionnaire data was collected in 2015 and 2016 among all employees in a private Swedish industrial company (N=512, response rate approximately 40 percent). This was supplemented with register data on monthly pay level and individual pay raise along with performance ratings from their pay-setting managers. The findings indicate that pay for performance may have a positive impact on employee motivation and performance but that psychological need satisfaction and goal-setting also seems to be crucial for motivation and job performance. The study gives an input to the pay-motivation-performance puzzle with implications for managers and organizations.

Purpose: Individualized pay-setting, where pay raises are based on job performance, are used in many organizations. Research suggests that employees’ justice perceptions are important for pay to have beneficial outcomes. It can also be expected that the level of agreement between employee and supervisor regarding the fairness of the pay-setting process may have similar positive effects. The aim of this study was to investigate how congruence in pay justice perceptions between supervisor and employee relates to employees’ work-related attitudes and behaviour. Methodology: An online questionnaire was administered to all white-collar employees (N=744) and their pay-setting supervisors (N=188) of an industrial enterprise in Sweden, which had recently implemented a more individualized pay-setting system. The matched data was analysed using polynomial regression analysis. Results: Preliminary results of the polynomial regression analyses show that employee experiences of pay-related justice related to more positive work-related attitudes, a lower inclination to leave the organization, and better job performance. The preliminary findings also indicate a tendency for more favourable outcomes among employees who experienced higher fairness congruence with their supervisor. Limitations: The cross-sectional design does not allow for causal inferences. The study needs replication among other occupational groups, in other sectors, and in different countries. Implications: The results highlight the importance of a transparent pay-setting process, which is perceived as fair by both supervisors and employees. Originality/Value: While supervisors’ enacted justice has been highlighted in research on organizational justice, there is a lack of research on the congruence between supervisors and employees regarding pay-related justice perceptions.

Purpose: Employee perceptions of pay as fair have been suggested to be important for motivation and performance. This circumstance, together with an increase in pay-systems where annual pay raises in part are based on employees’ performance, has directed attention to the justice of pay. The aim of this systematic literature review was to describe research focusing on (1) what contributes to perceptions of pay justice and (2) the potential consequences of pay justice. Methodology: Literature search in large databases were performed. Major search terms were “pay justice” and” pay-related justice”, supplemented with searches of concepts that emerged as important such as “performance evaluation” and “feedback”. Priority was given to studies published in the year 2000 and later. Results: In terms of predictors, performance assessments, knowledge of pay-setting criteria, feedback, performance appraisal and the supervisor´s ability to fulfil the requirements as pay-setters, were important for employee perceptions of pay justice. Consequences of pay justice were less studied but a positive relation with pay satisfaction was reported. Limitations: The literature search was done on pay justice specifically. This means that studies focusing on organizational justice were generally not included, even if such studies could include pay. Research/Practical Implications: The results provide insights regarding how different aspects of the pay-setting process relate to pay justice and indicate that less is known about the consequences of pay justice. Originality/Value: Although several reviews and meta-analyses concerning organizational justice in general exists, to our knowledge, this is the first review focusing on pay justice specifically.

Previous research has shown that job insecurity is linked to a range of performance outcomes, but the number of studies exploring this relationship is still limited and the results are somewhat mixed. The first aim of this study was to meta-analytically investigate how job insecurity is related to task performance, contextual performance, counterproductive work behavior, creativity, and safety compliance. The second aim was to test two method-related factors ( cross-sectional vs. longitudinal associations and self-vs. supervisor-ratings of performance) and two macro-level indicators of social protection ( social welfare regime and union density) as moderators of these associations. The results show that job insecurity was generally associated with impaired employee performance. These findings were generally similar both cross-sectionally and longitudinally and irrespective of rater. Overall, the associations between job insecurity and negative performance outcomes were weaker in welfare regimes characterized by strong social protection, whereas the results concerning union density produced mixed results. A majority of the findings confirmed the negative associations between job insecurity and types of employee performance, but future research is needed to elaborate on the effects of temporal aspects, differences between ratings sources, and further indicators of social protection in different cultural settings in the context of job insecurity.

Nella loro carriera lavorativa tutti, prima o poi, sperimentano cambiamenti organizzativi. Il modo in cui le persone fanno fronte e reagiscono ai cambiamenti che incontrano nelle loro carriere e nella vita in generale dipende da molti fattori e da molte circostanze. È stato mostrato che un fattore importante del modo in cui i dipendenti reagiscono a un cambiamento organizzativo è la percezione e la valutazione del cambiamento stesso – se come una minacciao come un’opportunità. Quando il cambiamento è percepito come qualcosa di stressante, le persone tendono ad assumere un atteggiamento difensivo e a mettere in atto vari meccanismi di difesa per affrontare la situazione. Se invece il cambiamento è interpretato positivamente, e c’è la speranza che certi desideri e certe aspettative troveranno realizzazione, le persone possonoaccogliere con favore il cambiamento e possono anche contribuire ad esso. Poiché la maggior parte delle persone sembra preferire la prevedibilità, la sicurezza e la stabilità quando si tratta del proprio impiego e della propria situazione lavorativa, i cambiamenti organizzativi tendono a essere vissuti,almeno in una certa misura, come una fonte di stress. Questo capitolo illustra i modelli correnti del cambiamento organizzativo e ne descrive diversi tipi, soffermandosi sugli elementi più importanti per comprendere e spiegare imodi in cui le persone li interpretano e reagiscono ad essi.

Job insecurity, which reflects employees’ concerns about losing one’s job, is generally characterised as a predominant work stressor. The research literature in this field has been steadily growing since the early 1980s and numerous studies have concluded that job insecurity may have detrimental consequences for both employees and organisations. Thus far, two meta-analyses have been published on the consequences of job insecurity for employee work attitudes, work-related behaviour, and health. However, these meta-analyses were published in 2002 and 2008 and contain only a few broad outcomes. Since then, the amount of published job insecurity studies have increased substantially, investigating a wider range of outcomes. There are still a number of important research gaps, including how job insecurity relates to a wide range of potential outcomes, and whether the associations differ between cross-sectional and longitudinal data. The aim of the present meta-analysis was to extend previous knowledge by (1) investigating the effects of job insecurity on a broader spectrum of outcomes than the previous meta-analyses have done, and (2) comparing cross-sectional and longitudinal associations. A literature search with the search terms “job insecurity”, “job uncertainty”, “job security”, and “job security satisfaction” in Psycinfo, Web of Science, and EBSCO produced a sample of 553 samples from peer-reviewed papers published between 1980 and June 2017. The associations between job insecurity and various types of work-related and health-related outcomes were coded based on whether the associations reported were cross-sectional and longitudinal. The results indicate that job insecurity has a substantial and negative influence on employees’ work-related attitudes, job performance, and mental and physical health, and may also result in impaired safety outcomes and negative spillover effects to life outside work. In general, the cross-sectional and longitudinal associations were o

Purpose: While previous research has shown that job insecurity is linked to job performance, the number of studies exploring this relationship is limited and the results are mixed (Cheng & Chan, 2008; Sverke et al., 2002). This duality is also reflected in theoretical frameworks. For instance, psychological contract theory implicates that job insecurity may result in lower performance (De Cuyper & De Witte, 2006; Vander Elst et al., 2016), whereas impression management theory suggests that performance may increase as a consequence of perceived job insecurity (Huang et al., 2013). Further, the type of performance ratings used in previous studies has been discussed, and the sole use of self-ratings of performance is upheld as potentially problematic (e.g. Probst et al., 2017). In response to previous criticism of studies in this field regarding self-ratings of performance, both self- and supervisor-ratings of job performance are included in this study. Lastly, there have also been calls for more longitudinal studies in job insecurity research, addressing the question of short- and long-term effects of job insecurity (Greenhalgh & Rosenblatt, 2010). Taken together, this study seeks to address the mixed results found in previous research regarding the relationship between job insecurity and job performance. More specifically, the aim is to investigate how job insecurity is related to self- and supervisor-rated performance, both cross-sectionally and over time. Design: The study is based on survey data collected among white-collar employees in a large industrial enterprise in Sweden. The data collection had a longitudinal design with 2 data waves. The questionnaire data will be supplemented with supervisor ratings of overall performance. Findings: Questionnaire data from employees have been collected, and preliminary results indicate that job insecurity can result in lower job performance. Supervisor-ratings are currently being collected. Research limitations

Lönesättningen i privat sektor sker med olika grad av koppling till den individuellaprestationen. Vissa avtal ger inget eller endast begränsat utrymme för verksamhets- ochindividnära lönesättning. I andra avtal ges stort utrymme, som i varierande gradanvänds av företagen för att koppla samman lön och arbetsresultat. Generellt setthar tjänstemännens avtal betydligt större utrymme för verksamhets- och individnäralönesättning än de avtal som LO-förbunden träffar. Syftet med den här rapporten är att undersöka hur anställda i privat sektor, såväl tjänstemän som arbetare, upplever lönesättningen samt att bidra till ökad kunskap om lönens och lönesättningens betydelse för motivation och prestation i arbetet. Någon motsvarande studie av lönesättningen inom privat sektor har inte tidigare gjorts i Sverige. I rapporten beskrivs de anställdas erfarenheter av och uppfattningarom hur deras lön sätts. Här undersöks också hur lön och lönesättning hänger sammanmed motivation och prestation i arbetet. Även andra faktorer – såsom legitimitet ilönesättningen (det vill säga upplevelsen av om lönen sätts på ett sätt som upplevsrättvist), arbetsklimat och personlighet – undersöks i relation till motivation ochprestation.Rapportens resultat baseras på en enkätundersökning som genomfördesår 2016 bland ett nationellt representativt urval av anställda i åldern 20–65 år som arbetade inom fem sektorer: bygg och installation, handel och besöksnäring, industri, service och tjänster samt transport. Undersökningen visar att färre än hälften hade haft lönesamtal under det senaste året. Av de som hade haft lönesamtal var det ungefär en tredjedel som inte hade förstått hur chefen hade bedömt deras arbetsinsats. Ungefär 40 procent av samtliga svarande angavatt de inte kände till vilka kriterier deras lön baseras på. Av de som kände till lönekriteriernavar det cirka två tredjedelar som ansåg att lönekriterierna följdes. Resultatenvisar att det fanns en stor variation mellan sektorerna när det gäller er

The private sector in Sweden as well as other industrial countries is rapidly moving towards more performance-oriented pay systems in order to increase employees’ work motivation. In the research literature there has been a long lasting debate on whether pay for performance increases or decreases motivation, especially in relation to intrinsic motivation (the crowding-out effect), and scholars are still debating the effects of pay-for-performance systems on employee motivation and performance. The overall aim of this study is to contribute to an increased understanding of how pay relates to employee motivation and performance within the context of a pay-for-performance system. More specifically, drawing on self-determination theory (SDT) and goal setting theory this study investigates how psychological needs (autonomy and feedback), goal setting (goal clarity), pay level and performance-based pay raise (assessed at Time 1) relate to subsequent motivation (intrinsic and extrinsic) as well as self-rated and supervisor-rated performance (assessed at Time 2), after controlling for demographic factors (age and sex). Questionnaire data was collected in 2015 and 2016 among all employees in a private Swedish industrial company (N=512, response rate approximately 40 percent). This was supplemented with register data on monthly pay level and individual pay raise along with performance ratings from their pay-setting managers. The findings indicate that pay for performance may have a positive impact on employee motivation and performance but that psychological need satisfaction and goal-setting seem to be crucial for both motivation and job performance. The study gives an input to the pay-motivation-performance puzzle with implications for managers and organisations.

Företags- och medarbetarnära lönebildning blir allt vanligare. Den utvecklingen baseras på antaganden om att lön och löneutveckling bidrar till ökad motivation och goda arbetsprestationer, och att den gör det lättare för arbetsgivare att rekrytera och behålla attraktiva medarbetare. En tydligare uttalad koppling mellan anställdas arbetsutförande och lön antas alltså bidra till att verksamheten utvecklas. Samtidigt är lön en av flera olika faktorer som kan bidra till ökad motivation hos medarbetare och det finns andra faktorer än lön som kan ha större betydelse för motivationen. En förutsättning för att lön ska fungera som en motivationsfaktor är att lönesättningen upplevs som legitim och rättvis. Men för att nå dit behövs det kunskap om de psykologiska mekanismerna som ligger bakom upplevelser av legitimitet, liksom om hur lön och lönesättning hänger samman med motivation och prestation i arbetet., Den här rapporten är en sammanfattning av en kunskapssammanställning som heter Lön, motivation och prestation: psykologiska perspektiv på verksamhetsnära lönesättning.

Den svenska lönebildningen har de senaste decennierna kommit att bli allt mer lokal och tillämpningen av individuella prestationsbaserade lönesystem ökar stadigt. Det grundläggande antagandet bland arbetsmarknadens parter är att löneökningar som baseras på arbetsutförande leder till ökad motivation och prestation hos de anställda. Evidensen gällande hur väl individuella och prestationsbaserade lönesystem lever upp till sitt grundantagande är tvetydig, men en förutsättning för att dessa lönesystem skall verka motiverande och prestationshöjande antas vara att lönesättningen upplevs som rättvis. Det är i de flesta fall den närmaste chefen som gör bedömningen av prestationen, vilket skulle kunna innebära att könsstereotyper får en inverkan vid prestationsbedömningen, och därmed löneökningen, för de anställda. Kunskapen är begränsad om vilken betydelse könet på den lönesättande chefen har för såväl anställdas upplevelser av lönesättningen som för löneutfallet. Kvinnor har generellt en lägre lön än män, även efter justering för individ- och arbetsrelaterade faktorer. Tidigare forskning har visat att skillnaden mellan kvinnor och mäns lön är större än skillnaden mellan kvinnor och mäns när det gäller bedömningar av deras arbetsprestation. De få studier som har undersökt anställdas upplevelser av rättvisa i lönesättningen indikerar att kvinnor upplever lönesättningen som mer rättvis än män. Denna studie syftar till att undersöka hur individuell och prestationsbaserad lönesättning upplevs av anställda på ett företag som 2014 introducerade ett nytt lönesystem. Genom att jämföra kvinnor och män, som har en kvinna respektive man som lönesättande chef, undersöks skillnader mellan dessa fyra grupper när det gäller (1) lönenivå och löneökning (i absolut och relativ nivå), (2) upplevelser av lönesättningen och erfarenheter av lönesystemet samt (3) bedömningar av upplevd rättvisa i lönesättningen. Resultatet indikerar att män generellt hade en högre lön och fick en högre lönehöjning

While it is well established that women have lower pay than men, it is not known if women and men perceive the justice of a pay setting process differently or if perceptions of justice differ depending on the gender of the supervisor. The aim of this study was to investigate differences between women and men employees, who have a woman or man as pay-setting supervisor, in perceived pay-related justice as well as actual pay level and pay raise (in relative and absolute levels). Questionnaire data were collected from 841 employees in a Swedish private sector company that has implemented a new pay-for-performance system. 2 (employee’s gender) * 2 (supervisor’s gender) MANOVAs indicate that women experienced higher levels of perceived pay justice than men. There was no gender difference in relative pay increase, whereas men, on average, had a higher pay-level and absolute pay increase than women. On average, men pay-setting supervisors gave a higher pay-increase than women pay-setting supervisors. There only significant interaction effects was for pay level. The data derives from one company that has worked hard to implement a new pay-setting system. The study needs replication in other organizational contexts as well as in nationally representable samples. Implementing pay-for-performance systems has the potential to create a more gender equal pay-setting process. This is one of few studies investigating gender equity in pay-related justice and the potential effects of the pay-setting supervisors’ gender in a performance-based pay-system.

Purpose: A rapidly growing body of literature has shown that perceptions of job insecurity are related to negative outcomes, but less is known about the relative importance of different societal contexts. It has for instance been argued that the consequences of job insecurity may be more negative in countries that have a high level of social protection, because of the social stigma of unemployment. On the other hand, the lack of unemployment insurance programs may aggravate the negative consequences. The aim of this meta-analysis was to investigate if work- and health-related consequences of job insecurity vary between cultural and welfare contexts. Design/Methodology: A literature search with the search terms “job insecurity”, “job uncertainty”, “job security”, and “job security satisfaction” in Psycinfo, Web of Science, and EBSCO produced a sample of 523 peer-reviewed papers published between 1980 and July 2016. Economic and social development, national welfare system, and tolerance for ambiguity were tested as moderators in the relationship between job insecurity and outcomes. Results: The results indicate that the magnitudes of effects of job insecurity differ depending on the choice of classification system. Limitations: The literature search was limited to published, peer-reviewed papers. This demarcation may have introduced a publication bias to the study. Research/Practical implications: In addition to being an important individual and organizational concern, job insecurity is also intimately linked with societal level factors. Originality/Value: This study contributes to an increased understanding of the importance of macro-level factors in the association between job insecurity and outcomes.

Organizational changes are becoming a common response to financial and operational needs. The changes may be systematic and gradual or dramatic and sudden in an attempt to face various business demands. Different types of organizational changes are discussed in this chapter, focusing on the impact they may have on employees. One factor affecting employees' reactions to an organizational change is how the change is perceived and appraised – whether as a threat or as an opportunity. Individuals' health, well-being, and work-related attitudes may all be impacted, potentially carrying with it negative consequences for the organization as well as the individuals. Various individual and organizational factors that can influence the strength of the consequences of organizational change are also presented. These include individual factors such as personality, coping strategies, social status, and demographic characteristics as well as organizational factors such as organizational justice, opportunities for participation, and social support.

Enkätmetodik ger såväl teoretisk som praktisk kunskap om enkätundersökningar från att identifiera ett problem och formulera lämpliga frågor, till att analysera och tolka resultatet. Boken har ett evidensbaserat perspektiv där läsaren får lära sig olika verktyg som bidrar till undersökningens tillförlitlighet. Fokus ligger på metodiken, som förklaras och sätts in i sitt sammanhang med hjälp av många exempel, faktarutor och tydliga beskrivningar. Läsaren får således god förståelse för centrala områden såsom mätteori, reliabilitet, validitet och faktoranalys.

In many of today's organizations, there is a growing concern regarding workplace safety. As a result of this, there is an increase in organizational activities aimed at enhancing the employees’ safety awareness’ and eliminating organizational factors that may lead to the employees being exposed to risks.Communication is considered a vital aspect of the functioning and success of an organization, and is potentially relevant even in a workplace safety context. However, there are gaps in research regarding the ways in which a leader’s communication with his or her subordinates could affect safety at the workplace. The question in the present study is how and in what way a leader’s communication with his or her subordinates (e.g. in the form of feedback, communication of safety values, and openness in dialogues) relate to safety issues such as perceived safety and safety behaviors. Questionnaire data was collected from a ward belonging to an emergency hospital operating in a rural area in Sweden. The data will be analyzed using structural equation modeling. The results will be described and discussed in terms of theoretical implications relating to the linkage between a leader’s communication with his or her subordinates and safety, as well as in terms of practical implications for policy-makers and managers. The paper highlights the importance of taking leadership communication into account in the pursuit of increasing workplace safety.

Bonus systems are a common means in trying to motivate employees to perform well. However, there is still disagreement regarding the effects of bonus systems. Some theories even suggest that such systems could cause an increase in risk-behavior. This makes further research regarding bonus systems warranted, especially when applied in high-risk organizations. This study aims to explore potential effects on safety-related behavior associated with bonus systems currently used at Swedish nuclear power plants. Fifteen semi-structured interviews with employees were performed based on an eclectically composed framework from motivational and organizational theories. Results do not indicate any negative effects on safety-related behaviors, but rather that safety behaviors may be promoted insofar as bonus rewards are linked to performance goals concerning safety. Differences in bonus system design appeared to affect behavioral outcomes. The comparative and qualitative approach of this study contributes valuable information by highlighting the types of factors that may serve to stimulate greater incentive for employees to engage in safe behavior.

The present study investigates the relationship between felt jobinsecurity and union membership accounting for potential differencesbetween temporary and permanent workers. Consistentwith the idea that felt job insecurity leads workers to seek socialprotection from the unions, and with earlier studies, we hypothesizea positive relationship between felt job insecurity and unionmembership (Hypothesis 1). Furthermore, we argue that thisrelationship may be stronger among temporary compared withpermanent workers (Hypothesis 2): insecure temporary workersare in a situation of 'double vulnerability', hence they have strongmotives for unionization. Hypotheses are tested in a cross--sectional sample of 560 Flemish (Dutch-speaking part ofBelgium) workers. Our results were as follows: the relationshipbetween felt job insecurity and union membership was not significant.The interaction term between contract type and felt jobinsecurity was significantly related to union membership: the relationship between felt job insecurity and union membership waspositive among temporary workers, but not among permanentworkers. This pattern of results may inspire unions to target futurerecruitment strategies on temporary workers. A route for futureresearch could be to test our hypotheses also longitudinally.

Modern working life involves higher demands on individual responsibility, blurrier lines between work and private life, increasing flexibility as regards the scheduling of work hours including a high variability from week-to-week or day-today, temporary employment contracts and job insecurity, and unstable organizational conditions. This development has raised concerns regarding job-related stress in Sweden, as well as in other countries, and underscored the need to create sustainable psychosocial work conditions for economic competitiveness and occupational health and safety. This chapter aims to provide an overview of psychosocial risk factors characterizing the contemporary Swedish working life, to describe the institutional frameworks that regulate work environment issues, and to describe how various actors work to prevent psychosocial risk factors. The following section outlines work environment trends and the Swedish system in terms of legislation, various actors on the labor market and so on. Drawing on this, we highlight four sets of psychosocial risk factors (flexible work, working hours, new demands at work, and organizational restructuring) before describing activities related to prevention, health promotion at work and healthy work practices., This work was carried out within the Stockholm Stress Center, a center for excellence supported by FORTE.

Job insecurity as a work-related stressor is well established through three decades of research. It has been related to outcomes such as decreased job satisfaction, organisational commitment and performance as well as increased ill-health and organisational turnover. However, some important conceptual and theoretical issues are still under discussion, with implications for the measurement of the construct. We administered a short version of the measure of job insecurity originally devised by De Witte (2000), which distinguishes between cognitive and affective job insecurity. Data on job satisfaction, commitment, psychological ill-health and emotional exhaustion were also gathered from employees in a variety of South African organisations (N=1925) by means of anonymous surveys. Exploratory and confirmatory factor analyses revealed that the cognitive and affective dimensions of job insecurity could be distinguished in this sample of South African employees, and the two dimensions evidenced adequate reliability. Equivalence analyses showed that the measurement properties of the scale were invariant across various demographic groups. The relationships with outcome variables were investigated by means of correlations and regression analyses. Cognitive job insecurity was predictive of all outcome variables, whereas affective job insecurity primarily played a role for emotional exhaustion. Norm data concerning levels of cognitive and affective job insecurity are presented to guide future South African studies.

Genom detta temanummer i Arbetsmarknad & Arbetsliv vill vi uppmärksamma den forskning och det arbete för svenskt arbetsliv som professor Gunnar Aronsson har bedrivit under sin långa verksamhet som forskare. Under sina anställningar vid Psykologiska institutionen på Stockholms universitet och på Arbetslivsinstitutet har Gunnar kommit att bli en av de absoluta centralfigurerna inom svensk arbetslivsforskning. Han har på ett högst påtagligt sätt själv bedrivit, medverkat i och inspirerat till forskning som på många viktiga sätt bidragit till att utveckla förståelsen av arbetsvillkor, arbetsmiljöns betydelse för de anställdas hälsa och välbefinnande samt vad arbetslivets förändring betyder för personer på arbetsmarknaden. Som tema för detta numer har vi valt ”Ett gränslöst arbetsliv”. Gränslöst arbete är ett tema i forskningen som Gunnar bedrivit i samarbete med en lång rad prominenta kolleger och som bland annat resulterat i två böcker (Allvin m fl 2006, 2011). I det fallet har gränslöshet handlat om hur avregleringen av arbetet när det gäller tid, rum och innehåll gjort arbetet mer otydligt. Men gränslöshet kan också appliceras på en enskild persons – i detta fall Gunnar Aronssons – arbetsliv. Det är i högsta grad gränslöst i dessa aspekter. När det gäller Gunnars gränslösa arbetsliv kan vi, i termer av tid, konstatera att det i hans fall inte finns någon åldersgräns för hur länge man kan vara produktiv och bidra till arbetslivsforskningen. När det gäller den rumsliga dimensionen har Gunnar gjort gränsöverskridande insatser på både Stockholms universitet och Arbetslivsinstitutet men också genom samarbete med kolleger på andra platser. Innehållsligt sett har Gunnar Aronsson svept över en mängd olika teman men trots denna gränslöshet finns ändå en gemensam nämnare – att göra arbetslivet till en så bra plats som möjligt för den anställde. Med detta temanummer har vi haft som ambition att särskilt belysa några teman i Gunnar Aronssons forskning. Vi har bjudit in en mä

Genom detta temanummer i Arbetsmarknad & Arbetsliv vill vi uppmärksamma den forskning och det arbete för svenskt arbetsliv som professor Gunnar Aronsson har bedrivit under sin långa verksamhet som forskare. Under sina anställningar vid Psykologiska institutionen på Stockholms universitet och på Arbetslivsinstitutet har Gunnar kommit att bli en av de absoluta centralfigurerna inom svensk arbetslivsforskning. Han har på ett högst påtagligt sätt själv bedrivit, medverkat i och inspirerat till forskning som på många viktiga sätt bidragit till att utveckla förståelsen av arbetsvillkor, arbetsmiljöns betydelse för de anställdas hälsa och välbefinnande samt vad arbetslivets förändring betyder för personer på arbetsmarknaden. Som tema för detta numer har vi valt ”Ett gränslöst arbetsliv”. Gränslöst arbete är ett tema i forskningen som Gunnar bedrivit i samarbete med en lång rad prominenta kolleger och som bland annat resulterat i två böcker (Allvin m fl 2006, 2011). I det fallet har gränslöshet handlat om hur avregleringen av arbetet när det gäller tid, rum och innehåll gjort arbetet mer otydligt. Men gränslöshet kan också appliceras på en enskild persons – i detta fall Gunnar Aronssons – arbetsliv. Det är i högsta grad gränslöst i dessa aspekter. När det gäller Gunnars gränslösa arbetsliv kan vi, i termer av tid, konstatera att det i hans fall inte finns någon åldersgräns för hur länge man kan vara produktiv och bidra till arbetslivsforskningen. När det gäller den rumsliga dimensionen har Gunnar gjort gränsöverskridande insatser på både Stockholms universitet och Arbetslivsinstitutet men också genom samarbete med kolleger på andra platser. Innehållsligt sett har Gunnar Aronsson svept över en mängd olika teman men trots denna gränslöshet finns ändå en gemensam nämnare – att göra arbetslivet till en så bra plats som möjligt för den anställde. Med detta temanummer har vi haft som ambition att särskilt belysa några teman i Gunnar Aronssons forskning. Vi har bjudit in en mä

Begrepp som ”karriär” och ”karriärutveckling” nämns ofta i vardagliga samtal om arbetslivet och har varit föremål för ett stort forskningsintresse under flera årtionden. Det är inte att undra på eftersom en stor del av individens vakna tid tillbringas på arbetet. Förvärvsarbete ger inte bara sysselsättning och en inkomst – och därmed möjlighet till försörjning – utan även ett mått av social status via inkomsten och yrket i sig. Det är även av stor vikt att beakta själva situationen i vilken arbetet utförs – i termer av sådant som organisatoriska villkor, ledarskap och arbetsmiljö – eftersom forskningen visat att den övergripande arbetssituationen har betydelse för individens hälsa och välbefinnande liksom för engagemanget i arbetet och själva arbetsutförandet. Yrkesarbetet är en av de multipla roller en individ har i sitt övergripande livspussel. Andra roller kan återfinnas inom exempelvis familjelivet, bland vänner, i samband med fritidsintressen och i föreningslivet. Vissa människor förvärvsarbetar under hela sitt vuxna liv, möjligen med uppehåll för studier, medan andra gör uppehåll i yrkesarbetet för att stanna hemma med barn. Detta kapitel syftar till att belysa arbete, karriärvägar och multipla roller. Ett inledande avsnitt ger en kort genomgång av teorier om arbetsmiljö och arbetsklimat. Därefter ligger fokus på karriärvägar, där vi definierar karriär inte bara utifrån yrkesarbete utan även beaktar betydelsen av utbildning och familjeliv. Dessa avsnitt följs av en genomgång av några studier inom IDA-programmet (Individual Development and Adaptation) som undersökt en del av de teman vi behandlar. Avslutningsvis skisserar vi det moderna arbetslivets utmaningar och vad de kan betyda för arbete och karriärvägar – och vilka möjligheter IDA-programmet har att bidra till även den framtida kunskapsutvecklingen.