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The job crafting literature has not devoted much attention to the effects of specific forms of job crafting, particularly cognitive crafting. The present study builds on Conservation of Resources theory to explain how cognitive crafting might influence work meaningfulness for employees, and in turn, increase their experienced thriving at work. Moreover, we hypothesise that the impact of cognitive crafting on these outcomes is influenced by two motivational job characteristics: skill variety and job autonomy. To test our hypotheses, we collected three‐wave survey data from 223 employees employed in a variety of occupations and industries in China. Results indicate that engaging in cognitive crafting enhances employees' work meaningfulness, resulting in thriving at work. Furthermore, skill variety and job autonomy are crucial moderators of these relationships. Specifically, when employees perceived low levels of skill variety or job autonomy, engaging in cognitive crafting was more likely to lead to enhanced work meaningfulness, which in turn resulted in higher levels of thriving at work. Implications for research, theory and practice are discussed. [ABSTRACT FROM AUTHOR]

Conducted two studies to develop and provide evidence supporting the construct validity of scores on a scale to measure two aspects of workplace friendship: friendship prevalence and friendship opportunities. Data from samples of 200 graduate students and 116 graduate students and employees support convergent, discriminant, and nomological validity. (SLD)

Recent research on job embeddedness has found that both on- and off-the-job forces can act to bind people to their jobs. The present study extended this line of research by examining how job embeddedness may be integrated into a traditional model of voluntary turnover. This study also developed and tested a global, reflective measure of job embeddedness that overcomes important limitations and serves as a companion to the original composite measure. Results of this longitudinal study found that job embeddedness predicted voluntary turnover beyond job attitudes and core variables from traditional models of turnover. Results also found that job embeddedness interacted with job satisfaction to predict voluntary turnover, suggesting that the job embeddedness construct extends beyond the unfolding model of turnover (T. R. Mitchell & T. W. Lee, 2001) it originated from. Keywords: job embeddedness, turnover, intention to quit, construct validity, job search

Using a stressor--strain framework, this research examined the role of supervisory support at 2 organizational levels in the relationship between the work stressor of interpersonal conflict and organizational commitment in a military sample. In all analyses, supervisory support at both levels was conceptualized and modeled as a shared group attribute. Results indicated that perceptions of interpersonal conflict within the organization were related negatively to both affective and continuance commitment. Support from both first-line supervisors and midlevel managers was related to employees' affective commitment. First-line supervisor support was related also to employees' continuance commitment. Furthermore, midlevel management support attenuated the relationship between interpersonal conflict and continuance commitment. Implications for the assessment of different levels of supervisory support, different variants of organizational commitment, and interpersonal conflict are discussed.

This study represents a secondary analysis of existing data that were used in Spector and Jex's (1991) paper. The self-report and rater-report job-stress data were identical to those used in the study by Spector and Jex (1991). To gain a greater insight into the connections between the objective work environment and employees' job strains, this study added the job-stress data from a newly developed objective data source--the Occupational Information Network (O*NET) database. We found that an O*NET stressor was related to physical and behavioural strains. There is something in the objective environment that plays a role in employees' physical well-being and behaviour. Objectively measured stressors, however, were unrelated to psychological strains. Explanations were given to the lack of the relationship. Based on these findings, we suspect that there may be somewhat different factors at work for each type of strain., The study of occupational stress has become one of the major areas of organizational research. The majority of research in the area utilizes single-source, incumbent reports that limit conclusions about [...]

This study examined two components (achievement strivings and impatience-irritability) of the Type A Behavior Pattern as moderators of job stressors and job complexity on health and job satisfaction. It was predicted that achievement strivings would moderate the impact of job stressors and impatience-irritability would impact responses to job complexity. Data from 525 employed adults provided mixed support for the moderator hypotheses. Relations between job stressors and both health and job satisfaction were strongest among employees reporting high levels of achievement strivings. Impatience-irritability had no moderating effect. For job complexity, only one moderator effect was found. Mental demands were positively related to job satisfaction among those reporting low levels of impatience-irritability. Implications of these findings are discussed.

This study built on previous exploratory research (S. M. Jex & D. M. Gudanowski, 1992) that examined both self-efficacy and collective efficacy as moderators of stressor-strain relations. Based on survey data collected from 2,273 U.S. Army soldiers representing 36 companies, it was found that both self- and collective efficacy moderated the relationship between stressors and strains. Multilevel random coefficient model results revealed that respondents with strong self-efficacy reacted less negatively in terms of psychological and physical strain to long work hours and work overload than did those reporting low levels of efficacy. In addition, respondents with high levels of self-efficacy responded more positively in terms of job satisfaction to tasks with high significance than did those with low efficacy. The results also revealed that group-level collective efficacy moderated the relationship between work overload and job satisfaction and between task significance and organizational commitment. Limitations of the study and implications of these findings are discussed.