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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.

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.

PurposeThe purpose of this paper is to study the human resource management (HRM)–performance linkage by exploring alternative relationships between different HRM practices, categorised as either calculative or collaborative, and employee turnover and organisational and financial outcomes, in Uruguayan multinational companies (MNCs) and domestic companies, to better understand the implications of the Latin American context in this relationship.Design/methodology/approachThe study is performed at the firm level, using data from a representative sample of 274 firms, including both multinationals and locally owned firms in Uruguay, collected through the Cranet 2009 survey. The authors tested the hypotheses of the proposed model using structural equation modelling (SEM) and hierarchical multiple regression analysis.FindingsEmpirical results show that collaborative HRM practices are significantly related to lower employee turnover rates, whereas calculative HRM practices are significantly associated with higher organisational and financial outcomes. These findings show the importance of the Latin American context in the relationships between HRM practices and firms’ outcomes.Research limitations/implicationsThe use of survey data with single respondents might produce reliability problems. Additionally, the data used are cross-sectional, making it difficult to determine causality.Practical implicationsManagers in MNCs and local firms in the context of developing economies and Latin American cultures must be aware that different types of HRM practices will influence different outputs and impacts on overall outcomes.Originality/valueThe paper examines the extent to which HRM practices have a significant relationship with firm performance. In addition, it identifies the differential effects of calculative and collaborative HRM practices on performance, using data from a Latin American contextual setting rarely examined, in order to determine similarities and differences from results obtained in US and European contexts.

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). La innovación permite que las organizaciones respondan eficazmente a cambios rápidos en su entorno empresarial, residiendo en gran medida tal capacidad innovadora en sus trabajadores y trabajadoras. Mientras que estos deben ser innovadores, sus puestos con frecuencia suponen demandas elevadas que pueden hacerles difícil innovar en su trabajo. La hipótesis activa del modelo demandas-control sugiere que puestos muy exigentes pero con suficiente autonomía mejoran el desempeño innovador. La mejora de un importante recurso atencional en el trabajo como el mindfulness podría desempeñar un papel similar, precisándose más investigación a este nivel. El objetivo principal de este estudio es examinar la contribución relativa de la autonomía y el incremento en mindfulness como moderadores de la relación de las exigencias del puesto con el desempeño innovador. Los resultados obtenidos con 221 trabajadores indicaron que en situaciones previas de gran demanda de trabajo (T1) aquellos trabajadores que aumentan su capacidad de mindfulness serán más innovadores en el futuro (T2).

A large amount of research has focused on job insecurity, but without obtaining consistent results. Some authors have pointed that this variability might be due to the operationalization of job insecurity. Different types of job insecurity can provoke different employee reactions. The aim of this study is to analyse the effect of job insecurity, understood as temporary employment (objective job insecurity) and personal perception (subjective job insecurity), on affective well-being. In addition, the moderator roles of job self-efficacy and collective efficacy are examined in the relationship between job insecurity and employees’ affective well-being. This study was carried out with 1435 employees from 138 Spanish and Austrian organizations. The results showed a different effect of job insecurity depending on its conceptualization. Only subjective job insecurity was negatively related to affective well-being. Moreover, both self- and collective efficacy moderated the subjective job insecurity–outcomes relation, ameliorating employees’ well-being levels when they perceived job insecurity.

PurposeThe purpose of this paper is to explore varieties of capitalism (VoC) as a moderator of the effect of: the strategic HR function role; and the level of union presence on the adoption of different human resource management (HRM) practices categorized as either person-centered or performance-centered.Design/methodology/approachThe authors use data on both multinationals and locally owned firms from 14 OECD countries, collected through the Cranet 2009 survey. The hypotheses of the proposed model were tested using hierarchical multiple regression analysis.FindingsEvidence shows that the strategic HR function is positively related to the adoption of both types of HRM practices, whereas higher levels of union presence inhibit the adoption of performance-centered practices and promote the adoption of person-centered practices. In addition, although VoC does not show any significant direct effects on HR practices, there is a moderating effect of VoC on the HR function role – HRM practices and union presence – HRM practices relationships.Research limitations/implicationsThe use of survey data with single respondents might produce reliability problems. Additionally, the data used are cross-sectional, which means that causality cannot be determined.Practical implicationsManagers in multinationals corporations and local firms must be aware of the distinct effects of the strategic HR function and trade union presence in different market economies. In particular, special attention must be paid when a firm expands globally, “outside the reach” of the national market economy or type of capitalism, and operates in different VoC.Originality/valueThe present paper contributes to better understanding the influence of VoC, not only on HRM practices, as in previous research, but also on the relationships between the HR function role and the level of union presence and the types of practices promoted.

We investigated whether a set of indicators of the employability dimensions proposed by Fugate, Kinicki, and Asforth (i.e., career identity, personal adaptability, and human and social capital) are related to university graduates’ employment status and five indicators of the quality of their jobs (pay, hierarchical level, vertical and horizontal match, and job satisfaction). We analyzed a representative sample of university graduates ( N = 7,881) from the population of graduates who obtained their degree from the University of Valencia in the period 2006–2010. The results showed that indicators of human and social capital were related to employment status, whereas indicators of human and social capital and career identity were related to distinct job quality indicators. These results support the validity of the conceptual model proposed by Fugate et al. to investigate employability in samples of university graduates.

Building on the interactionist approach and the consideration of service organizations as open-systems, this study examines the moderating role of team climate for innovation on the relationship between team engagement and service performance. The sample consisted of 599 customers, 344 boundary employees, and 86 supervisors nested in 86 teams from 60 hotels. Multilevel analyses showed significant positive direct relationships between team engagement and service quality indicators. We also found a consistent moderating role of climate for innovation on the association between team engagement and different service performance indicators (functional and relational service quality, overall satisfaction, and loyalty), which means that the relationship between team engagement and service performance becomes stronger as climate for innovation increases. There is a crossover process from team engagement (internal facet) to customers’ evaluations of service performance (critical external stakeholders) especially w...

The Guest Editors also wish to acknowledge the Leverhulme Trust (UK), the Spanish Psycologists’ Association (Consejo Nacional de Colegios Oficiales de Psicólogos, COP-CV and COP’s Division on Work, Organizations and Personnel Psychology), the Valencian Government (Conselleria de Educación, Generalitat Valenciana), the University of Valencia and the European Association of Work, and Organizational Psychology (EAWOP) for their kind funding contributions that made this Special Issue possible.

Research has progressed in theoretically and conceptually defining career sustainability and its indicators. However, research is needed to understand the relationship between those indicators and the way individual and organizational factors contribute to it over time. We add to this literature by considering performance and wellbeing as indicators of sustainable careers. Specifically, we considered patterns in the relationship between performance and wellbeing, used as proxies for a sustainable career, and the effects of different human resource (HR) practices and age on career sustainability. Data came from two waves of 653 employees and their supervisors in 26 organizations in Spain. Multinomial regression showed no direct relationships between HR practices and a sustainable career pattern. However, we found interactions between age and six HR practices in their relationship with four wellbeing-performance patterns. Specifically, performance appraisal, recruitment and selection, security, and exit management were more beneficial to younger employees, whereas contingent pay and a competitive salary were more beneficial to older employees. This study highlights that HR practices and age together act as antecedents of employees' wellbeing and performance, that is, a sustainable career pattern. It enhances our understanding of the role of HR practices in career sustainability and demonstrates the value of a contingency approach to HRM.

We test a justice–quality model in which peer justice and justice climate are related to the service quality provided by the work unit. Based on the effort–reward imbalance model, we propose that units perceiving fair treatment provide better delivery of the core service (functional service quality) and better relational service beyond the core service (relational service quality). We also test whether the cross-level relationship of high service quality delivered by work units translates into high customer ratings of the service quality they receive. Furthermore, we propose that high service quality increases the work unit’s influence on their customers’ quality of life (QoL). We test these hypotheses using hierarchical linear modelling with 724 employees and 1,137 customers nested in 89 health care organizations providing services to persons with intellectual disabilities (PID). Customers’ ratings were assessed by the legal guardians of the PID. Results showed that justice climate is related to function...

Organizations worldwide are confronted with different contextual constraints. Jackson and Schuler [1995, ‘Understanding Human Resource Management in the Context of Organizations and their Environments,' Annual Review of Psychology, 46, 237–264], in their classical review, highlight the importance of the impact of the internal and external organizational context on human resource management (HRM) practices. This paper uses data collected through a survey of firms located in Uruguay, in a context where HR function and trade unions have gone through significant changes, to determine their impact on the adoption of different HRM practices. The authors find that organizations with an HR function strategically involved and with higher degree of union presence have more person-centred HRM practices, while performance-centred HRM practices were positively influenced by HR function strategic role. However, the findings do not support the moderating role of trade union presence on the relationship between the HR fu...

Authentic leadership is changing our understanding of what makes good leadership. However, few studies have explored how followers’ individual differences and the nature of the task they perform affect its relation to followers’ work outcomes. We examine the moderator role of two core task types (intellective vs. generative) and two personality traits (conscientiousness and emotional stability) in the relationship between two leadership feedback styles (authentic vs. transactional) and task performance or work result satisfaction in a two-wave experiment. The sample consisted of 228 participants enrolled in an organizational psychology course, 34% of whom had work experience. Our results show that over time the effect of an authentic feedback style on task performance became stronger for those participants who previously scored very low on intellective tasks or very high on generative tasks. Furthermore, a significant three-way interaction between these two traits and our leadership feedback styles indica...

Based on a two-dimensional perspective of group cohesion, this study examines the emergence of task cohesion and interpersonal cohesion in project teams and their roles in changes in members’ individual satisfaction with the team. Specifically, we tested a direct-effect and mediation model of the cross-level relationship between team task and interpersonal cohesion and individual satisfaction with the team over time. With a sample of 74 newly created project teams, the hypotheses were tested using a two-wave panel design. Results indicate that task cohesion emerges more strongly than interpersonal cohesion during the first stages of work in project teams. Moreover, the cross-lagged relationship between team interpersonal cohesion and individual satisfaction with the team was mediated by team task cohesion.

The Spanish labor market is currently an example of a flexible labor market. However, it involves a set of detrimental conditions for its workforce, such as lower employability in the labor market and underemployment (i.e. over-qualification and underemployment in time). In this study, we assume that all these conditions promote higher job instability, which is especially serious for the younger population. Hence, the present study aims to examine, on the one hand, how these specific labor conditions affect younger employees' concerns about job loss or job insecurity and, on the other, how this job insecurity can affect their current job performance and the future development of their career. The study sample was composed of 3000 Spanish younger employees. Results showed a significant relationship between employability and underemployment and job insecurity, as well as a significant association between job insecurity and work involvement. Indeed, the relationship between employability and underemployment and work involvement was mediated by job insecurity. Lowemployable, overqualified and temporary young workers experience higher levels of job insecurity, which, in turn, negatively affects their work involvement.

Applying an innovative typology based on preference for temporary em- ployment and perceived employability, the authors empirically examine four types of temporary workers (and a group of permanent workers for comparison). In a sample of 1,300 employees from six countries, they find significant differences between the four types on a broad set of variables - including demographic and job characteristics, attitude and insecurity - but not in life satisfaction and well-being. They conclude with an argument against the equation of temporary employment with low-skilled workers unable to find a permanent job, stressing the valuable implications of more sensitive research for policy-making on flexicurity. emporary work is an inherent feature of current employment relations in T Europe. In the EU-27 in 2005, an average of 22 per cent of employees were working under non-permanent contracts; 7 per cent of them had no for- mal employment contract at all and the remaining 15 per cent worked under a variety of temporary arrangements (such as fixed-term contracts or temporary employment agency contracts), with substantial differences between countries. In the EU-15, temporary employment increased from 4.3 per cent in 1983 to about 14 per cent in 2005 (Parent-Thirion et al., 2007; see also Paoli and Merl- lie, 2001). Given that temporary workers are traditionally seen as a homoge- neous group of low-skilled employees who would prefer a permanent job, there is an urgent need for a better understanding of this group of workers because a considerable share of the workforce is now employed under temporary con- tractual arrangements. This article contributes to existing research in several ways. It starts by showing why it is important to understand the heterogeneity of temporary workers.

This study examines whether climate strength has a direct, moderating, or curvilinear effect in the relationship between service climate and customer service quality perceptions. To this end, we carried out cross-sectional and lagged empirical studies in the Spanish hospitality sector. Our cross-sectional results confirmed that high climate strength in managerial practices fosters a positive impact of managerial practices on customer service quality evaluations. However, other results related to customer orientation of services question the idea that service climate strength is always a precursor of service quality. High climate strength in customer orientation enhanced the negative relationship between customer orientation and functional service quality in a cross-sectional study, and between customer orientation and relational service quality in a lagged study. In addition, an examination of curvilinear effects of climate strength revealed an inverted U-shaped relationship between climate strength in customer orientation and relational service quality over time. The article concludes with a discussion of these results.

PurposeThe purpose of this paper is to examine the relationships between both job insecurity and fairness and employees' attitudes (job satisfaction, organisational commitment and turnover intention). Moreover, of even greater interest, it aims to test whether fairness mitigates the negative correlates associated with job insecurity.Design/methodology/approachThe aproach takes the form of a cross‐sectional study based on self‐reported data. The sample was composed of 697 employees from a Spanish public organisation.FindingsThe findings showed that job insecurity is detrimental to employees' attitudes, whereas fairness is beneficial. Moreover, the results showed the negative correlates of job insecurity to be less strong in the presence of fairness.Research limitations/implicationsFirst, this is a cross‐sectional study, and therefore no causal relationships can be assumed. Second, the study is based on self‐reported data, which could lead to common variance source and method problems.Practical implicationsJob insecurity is a widespread concern in contemporary societies. Thus, research on how to palliate its negative correlates is valued. This study suggests fairness judgements might buffer the negative correlates associated with job insecurity.Originality/valuePrevious research has shown job insecurity to be detrimental to both individuals and organisations (e.g. job satisfaction, organisational commitment and turnover intention). Nonetheless, differences observed across studies in the strength of these relationships suggest the presence of moderating factors. The study provides evidence on the moderating role of fairness judgements.

A great amount of research has illustrated the evident prevalence of job insecurity in working life and its harmful outcomes for employees and organizations. Some authors have identified factors that can reduce this negative influence. However, up until now, most of these factors have only been studied at an individual level, without taking into account the fact that contextual conditions can play a moderating role in organizations. Following this perspective, this article analyses the moderator role of organizational justice and organizational justice climate in the relationship between job insecurity and its outcomes. The study was carried out with a sample of 942 employees from 47 Spanish organizations and a subsample composed of 597 employees from 29 of these organizations. The results showed that both organizational justice and organizational justice climate moderated the relationship between job insecurity and job satisfaction and intention to leave the organization.

Extensive use of temporary employment may create a climate of job insecurity among permanent workers in a specific organization. This climate is likely conditional upon the proportion of temporary workers in the organization, and upon the reasons for hiring temporary workers. The percentage of temporary workers may relate to permanent workers’ shared perceptions of job insecurity. Employers’ motives for hiring temporary workers may relate to permanent workers’ perceptions of job insecurity when these motives threaten the position of permanent workers. Conversely, the relationship with a climate of job insecurity is likely negative when the organization hires temporary workers to support permanent workers. Analyses are based on samples of Belgian ( N = 216) and Spanish ( N = 404) permanent workers among 14 and 29 organizations, respectively. The results show a positive relationship between the percentage of temporary workers and a climate of job insecurity among permanent workers. Few motives were predictive for permanent workers’ climate of job insecurity. The findings are interpreted with reference to the specific Belgian and Spanish context.

An important amount of literature about job insecurity and its consequences has been developed during the past few decades (Sverke, Hellgren, & Naswall, 2002). Most of this research has focused on an individual-analysis perspective, without taking into account social context. Although job insecurity climate has not been empirically examined, several authors have implicitly assumed that job insecurity contexts exist in some organizations where layoffs have occurred. Therefore, they examined layoff survivors' reactions. From this perspective, the aim of this study was to validate the job insecurity climate concept and examine its influence on employees' job attitudes. In order to provide additional support, this objective was examined in two samples: 428 employees belonging to 20 Spanish organizations and 550 employees in 18 Belgian organizations. The results showed that job insecurity climate emerged within the organizations in both samples, and that it influenced employees' job satisfaction and organizati...

The increase of education in younger people and the relative scarcity of qualified jobs available for them make the overeducation of young workers a social issue. We explored the relationships between overeducation and extra-role behaviors (job content innovation and career-enhancing strategies) as well as the direct and moderating role of personal initiative and intrinsic work values in these relationships. We collected data from a sample of 638 young Spanish employees. As expected, there were negative relationships between overeducation and content innovation and career-enhancing strategies. Personal initiative and intrinsic work values related positively to extra-role behaviors. Moreover, high levels of intrinsic work values and personal initiative emerged as moderating factors that buffered the negative effect of overeducation on extra-role behaviors.

The purpose of this article is to propose and test a model of extrarole customer service (ERCS). We propose that organizational justice (distributive, procedural, interpersonal, and informational) promotes well-being at work (low burnout and high engagement). Well-being at work, in turn, engenders more effective ERCS. Thus, well-being at work is considered a mediator of the relationships from organizational justice to ERCS. This fully mediated model was compared to an alternative fully direct model. The sample consisted of 317 contact employees who were working in the Spanish service sector. The results of structural equation modelling supported the importance of the mediating role of the positive side of well-being at work (engagement) in the relationship between organizational justice and ERCS. The article concludes with a discussion of the theoretical and managerial implications.

We analysed whether relationship conflict mediates the link between task conflict and shared affect at the team level of analysis. Moreover, we tested the hypothesis that the relationship between these two types of intra-team conflict would be moderated by team members' interaction. The sample was composed of 156 bank branches. Data were gathered at two points in time. Two affect dimensions (tension and enthusiasm) were measured. The results obtained supported our hypotheses. Relationship conflict fully mediated the relationship between task conflict and team affect. Team members' interaction about team issues moderated the relationship between task conflict and relationship conflict, so that when team members' interaction was low, the relationship enhanced, whereas when team members' interaction was high, the relationship weakened.

The aim of the present study was to analyse the moderator influence of psychological climate on the relationship between leader – member exchange (LMX) quality and role overload. Hierarchical regression analyses were conducted in a sample of 383 employees. Results showed that LMX quality was negatively related to role overload and that three out of the four climate dimensions considered moderated the LMX – role overload relationship. This relationship was stronger when innovation climate, goals orientation, and rules orientation were high than when these climate dimensions were low.

The present longitudinal research among 558 teachers focused on the role of upward comparisons (with others performing better), downward comparisons (with others performing worse), and coping styles in relation to burnout. Assessed were identification (recognizing oneself in the other) and contrast (seeing the other as a competitor) in upward and downward comparison. Cross-sectionally, downward identification and upward contrast were positively related to burnout and negatively related to a direct coping style, whereas upward identification was negatively related to burnout and positively related to a direct coping style. Downward identification was positively related to a palliative coping style. Direct and palliative coping styles were independent predictors of burnout: those who reported using a direct coping style had lower levels of burnout and those who reported using a palliative coping style had higher levels of burnout. Longitudinally, the use of a direct coping style was associated with a decrease and downward identification with an increase of burnout over time.

PurposeThis introductory paper aims to provide a contextualization of recent research and applications on work team effectiveness in organizational contexts carried out in Spain and Portugal and to describe connections between this research and the main trends in the international scene.Design/methodology/approachSince the 1990s, new occupational and organizational realities have deepened scientific interest in work teams in both Spain and Portugal. A range of recently published (1992‐2004) works in this area are reviewed. The selected sources are papers published in Spanish, Portuguese and international journals.FindingsReviewing this work, four major trends are identified that synthesize the key concerns of researches in both countries: work teams and new information/communication technologies; intra‐ and inter‐group conflicts in organizational contexts; definition, dimensions and measurement criteria for work team effectiveness; and teams in innovation and change processes.Originality/valueThis paper fulfils a panoramic vision of this research area in both Spain and Portugal, and provides an overview of the papers included in this special issue and an outlook for the future.

PurposeTo analyze the direct and combined effects of the communication media and time pressure in group work on the affective responses of team members while performing intellective tasksDesign/methodology/approachA laboratory experiment was carried out with 124 subjects working in 31 groups. The task performed by the groups was an intellective one. A 2 × 3 factorial design with three media (face‐to‐face, video‐conference, and e‐mail) and time pressure (with and without time pressure) was used to determine the direct and combined effects of these two variables on group members' satisfaction with the process and with the results, and on members' commitment with the decision.FindingsResults show a direct effect of communication media on satisfaction with the process, which confirms the prediction of the media‐task fit model, and a negative effect of time pressure on satisfaction with group results and commitment to those results. Most interestingly, the interaction effects for the three dependent variables are significant and show that the most deleterious effects of time pressure are produced in groups working face‐to‐face, while groups mediated by video‐conference improve their affective responses under time pressure.Research limitations/implicationsSome limitations are the use of a student sample, so generalizability of the findings is limited, and the use of only one task type.Practical implicationsIt can help one to know how to design work to improve satisfaction and implication of workers.Originality/valueThis paper shows some innovations as the combined effects of media and time pressure, controlling for the task type on group members' affective responses to their work and achievements.

Over the past few decades, the number of flexible workers has increased, a situation that has captured researchers’ attention. Traditionally, temporary workers were portrayed as being disadvantaged compared to permanent workers. But in the new era, temporary workers cannot be treated as a homogeneous group. This study distinguishes between four types of temporaries based on their contract preference and employability level. Furthermore, it compares them with a permanent group. Whether these groups differ on job insecurity and health-related outcomes in a sample of 383 Spanish employees was tested. Differences in well-being and life satisfaction were found, and the hypotheses were supported. The results point out that the temporary workforce is diverse. Therefore, in order to attain a better understanding of the experiences and situations of these workers, it is preferable not to consider them as one homogeneous group.

On Monday February 22, Robert Roe, prof. em. passed away, in a hospital in Leipzig, exactly one year after he was informed about his illness—in the city he and his wife Marika had chosen to live in...

The aim of the present study is to test the moderating role of levels of self-efficacy specificity (i.e., generalized and computer self-efficacy) in the Job Demand-Control (JD-C) Model, and its effects on burnout (i.e., exhaustion and cynicism). Previous research on Karasek's model failed to corroborate the demand control interaction effect on different strain variables. In order to refine and extend the JD-C model, we propose a specific measure for job demands (i.e., quantitative overload) as well as for job control (i.e. method and time control). Furthermore, research on self-efficacy beliefs shows that the more specific the self-efficacy beliefs, the more predictive they are. In the current study, two levels of self-efficacy beliefs are introduced as moderators (i.e., generalized and computer self-efficacy). Based on data collected from 405 workers using information technology in their jobs, the expected Job Demand Control Interaction effect was found in both burnout dimensions (i.e., exhaustion and cy...

The main aim of this article is to study the social processes occurring during the implementation of radical organizational innovation. Our aim is to understand the nature of the development of radical innovation by identifying the social processes, that are taking place. The perspective for the analysis stems from “grounded theory” as a generative and inductive analytical strategy (Glaser & Strauss, 1967). An in-depth case study was thoroughly analysed. A total of 14 indepth interviews were conducted with key informants selected according to “theoretical sampling” criteria. The systematic use of the “constant comparative method” allowed us to differentiate grounded theories leading to a “conceptual saturation” of the categories generated from the empirical data. Results show the emergence of two basic processes, “learning” and “adaptation”, during the development of radical innovation. A “grounded” theory concerning the development of radical innovation is proposed, emphasizing the organization's selfreg...

We examined from a cultural perspective how well-being was collectively defined, what were the sources of collective stress, and what kind of collective coping mechanisms were used to alleviate such stress in three divisions of a multinational company. In the first phase of the study we collected data on organizational culture by using individual thematic interviews ( N = 63). Applying the grounded theory methodology and an inductive analysis, specific cultures describing the divisions were identified. In terms of co-operation we found the following fundamental cultural recipes: joint focused efforts on money-making, despite the awareness of the common goals employees interested only in fulfilling their own role (jig-saw puzzle), and the awareness of the common goals lacking (scattered islands). In the second phase we conducted group interviews ( N = 32) using the critical incident technique to assess collective definitions of well-being, sources of collective stress and respective collective coping mechanisms. These data were complemented with observations at the work site, participant observations at meetings, and analysis of documents. The definitions of well-being varied across cultures as regards their emphasis either on work or on other life domains as sources of well-being. Furthermore, the more hectic the organizational context, the more permissive the collective conception of well-being was. Collective stress emerged as a response to two types of signals: (1) adaptation to the environment of the division or work unit was imperfect (fluctuation, risk of unemployment, continuously changing customer needs, poor client satisfaction, multinational game, group bonus, culture shock due to a merger, work overload, and pressure toward more extensive autonomy), or (2) friction inside the community (undervaluation of a group of employees, and the “penal colony” reputation). Of the corresponding coping mechanisms, a large proportion were found to be collective, learned uniform responses to remove the stressor, to change the interpretation of the situation or to alleviate negative feelings. In conclusion, our results suggest that stress experiences and coping strategies have collective qualities. Culture not only seems to moderate the appraisal of stress, but also contains collective coping responses to stressors, which seem to have their origin either in the organizational environment or inside the community itself.

A survey was conducted using a convenient sample of employees (N = 999) from various industries to examine the main and combined effects of organizational and individual values on organizational commitment, perceived organizational support, and procedural justice. Moderated multiple regression analyses showed that employees' reactions were mainly explained by perceived organizational values and value preferences. In contrast, person-organization value fit and interaction effects were marginal. The implications of these findings are discussed.

This article presents a case study in a savings bank in which a change of managerial culture is conducted over several years. A survey feedback was carried out where special attention was paid to subordinates' perceptions on managerial behaviours of the immediate manager. This intervention intended to stimulate and facilitate changes of managers' values, competences, and practices by means of providing them with relevant feedback from subordinates and by developing a team-centred process of climate analysis and change. However, perceptions and interpretations developed by managers and their subordinates about the actions undertaken emphasized political processes and power games, which caused emotional reactions such as fear, suspiciousness, and discomfort. In light of this situation, the aims, meaning, and process of the intervention, as understood and interpreted by the participants, were taken as the focus of a subsequent target of analysis and intervention. Information obtained on participants' views a...

The objective of this study is to test the validity of the collective climate concept. It was expected that membership in collective climates was related to membership in the collectivities defined by departmental membership, hierarchical level, shift, job location and organizational tenure. The study sample was composed of 195 employees from a central administration agency. Using a combination of hierarchical and non-hierarchical clustering methods, three different collective climates were obtained. The results showed that only hierarchical level was related to collective climate membership. Based on all the results obtained, the debate on the validity of collective climates is reconsidered, and research on climate formation and relevant factors in that process is emphasized.

This study tests a longitudinal model of the model of the processes of development of career-enhancing strategies and job content innovation during the first 18 months of transition from school to work. We conducted the analysis of the model using LISREL-7 (Joreskog & Sorborn, 1988) and double cross-validated the results on random samples (N = 859) of young workers from eight countries. Modifications made to the initial model were also cross-validated on both samples. The results indicate that several mutual influence processes operating between newcomers and social others (supervisors, co-workers) account for the development of career-enhancing strategies and job content innovation attempts. The results of this study support a number of previous research findings and are consistent with several theories of this initial encounter period. We discuss several potential directions for future research on this initial work entry period.

The article examines and seeks to clarify some of the conceptual, epistemological, methodological and developmental outcome issues raised by Hesketh (1995), Blustein (1995) and Eldredge (1995). We point out conceptual differences in views of the corresponding construct, clarify our epistemological vantage point, clarify the issue of the timing of measurement in longitudinal data collection, and argue for the contemporary significance of the developmental outcomes studied by Feij et al. (1995). We conclude on a hopeful note that the results of this ′debate′ will help advance science.

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.

We tested the hypothesis that the relationship between team climate and team performance is moderated by climate strength. The study sample was composed of 155 bank branches, and a two-wave panel design was implemented. We measured four team climate facets (support, innovation, goal achievement and enabling formalization). We obtained two subjective indicators of team performance (ratings provided by team members and by team managers) and a financial indicator of team performance. Seven out of the 12 interaction effects tested were statistically significant and showed the expected sign. When financial team performance was the criterion, only the interaction term was significant. This suggests that only strong climates are related to financial team performance over time.

En el presente trabajo examinamos el ajuste al retiro laboral, examinando la satisfacción con la jubilación y bienestar psicológico en una muestra de 260 prejubilados y jubilados. Se consideraron tres factores: el tipo de retiro (prejubilación o jubilación), la percepción de la medida en que la salida del rol laboral fue voluntaria (voluntariedad) y el género. Los resultados muestran que las personas que se jubilaron y que lo hicieron voluntariamente perciben mayores niveles de satisfacción con la jubilación y bienestar psicológico en comparación con los que se prejubilaron y aquellos que lo hicieron obligatoriamente, respectivamente. Además se puso de manifiesto la interacción entre las variables consideradas en sus efectos sobre la satisfacción y el bienestar. En esta línea, entre los obligatoriamente prejubilados, las mujeres experimentan menor nivel de satisfacción con la jubilación que los hombres. Sin embargo, entre los obligatoriamente jubilados, son los hombres los que experimentan menor nivel de satisfacción con la jubilación. En relación a dichos resultados, el presente trabajo subraya la importancia de estudiar e intervenir sobre la mejora del ajuste en la experiencia del retiro laboral atendiendo tanto a las características de género como a las del proceso de transición (jubilación-prejubilación, voluntariedad-obligatoriedad).

With globalization and increased international competition have come more flexible forms of employment and increased job insecurity. The authors address the impact of perceived job insecurity on employees' work attitudes and intentions. After reviewing relevant research on stress theory and the relationship between job insecurity and its consequences, they test two hypotheses on 942 employees in Spain, namely: first, that job insecurity relates negatively to job satisfaction and organiza- tional commitment and positively to intention to leave; and, second, that job insecur- ity, economic need and employability interact in the prediction of these outcomes. s a result of globalization and international competition, the labour mar- A ket has undergone rapid change over recent decades. Organizations have therefore had recourse to various measures to reduce costs and increase efficiency, for example downsizing, restructuring, merging, privatization and outsourcing (Hellgren and Sverke, 2003; Allen et al., 2001; Reisel and Banai, 2002; Tivendell and Bourbonnais, 2000; Probst, 2003). Out of these transform- ations there have emerged new forms of employment relationship based on flexi- bility - and these can increase workers' feelings of insecurity about actual jobs (Sverke and Goslinga, 2003; Chirumbolo and Hellgren, 2003). Job insecurity has been defined as "perceived powerlessness to maintain desired continuity in a threatened job situation" (Greenhalgh and Rosenblatt, 1984, p. 438). In re- sponse to job insecurity, workers' attitudes evolve in ways that can have import- ant consequences for their health and behaviour (Davy, Kinicki and Scheck

This study analyzes the influence of individual (age, education level, and job tenure) and contextual factors (type of establishment and number of subordinates) on managerial competency needs. The sample is composed of 80 Spanish managers from tourist organisations. Results show that managers from restaurants perceive more competency needs in tourist organisation management and communication skills than managers from hotels. Also education level is negatively related to competency needs in customers and employees management and efficiency at work. On the contrary, job tenure is positively linked to needs in customers and employees management and facilities and infrastructure management. Age and number of subordinates do not show any significant relation to competency needs. Implications and limitations of the study are discussed, and future research directions are presented.