In this article, we develop and meta-analytically test the relationship between job demands and resources and burnout, engagement, and safety outcomes in the workplace. In a meta-analysis of 203 independent samples (N = 186,440), we found support for a health impairment process and for a motivational process as mechanisms through which job demands and resources relate to safety outcomes. In particular, we found that job demands such as risks and hazards and complexity impair employees' health and positively relate to burnout. Likewise, we found support for job resources such as knowledge, autonomy, and a supportive environment motivating employees and positively relating to engagement. Job demands were found to hinder an employee with a negative relationship to engagement, whereas job resources were found to negatively relate to burnout. Finally, we found that burnout was negatively related to working safely but that engagement motivated employees and was positively related to working safely. Across industries, risks and hazards was the most consistent job demand and a supportive environment was the most consistent job resource in terms of explaining variance in burnout, engagement, and safety outcomes. The type of job demand that explained the most variance differed by industry, whereas a supportive environment remained consistent in explaining the most variance in all industries.

Safety at work: a meta-analytic investigation of the link between job demands, job resources, burnout, engagement, and safety outcomes

Although a flurry of meta-analyses summarized the justice literature at the turn of the millennium, interest in the topic has surged in the decade since. In particular, the past decade has witnessed the rise of social exchange theory as the dominant lens for examining reactions to justice, and the emergence of affect as a complementary lens for understanding such reactions. The purpose of this meta-analytic review was to test direct, mediating, and moderating hypotheses that were inspired by those 2 perspectives, to gauge their adequacy as theoretical guides for justice research. Drawing on a review of 493 independent samples, our findings revealed a number of insights that were not included in prior meta-analyses. With respect to social exchange theory, our results revealed that the significant relationships between justice and both task performance and citizenship behavior were mediated by indicators of social exchange quality (trust, organizational commitment, perceived organizational support, and leader‐member exchange), though such mediation was not apparent for counterproductive behavior. The strength of those relationships did not vary according to whether the focus of the justice matched the target of the performance behavior, contrary to popular assumptions in the literature, or according to whether justice was referenced to a specific event or a more general entity. With respect to affect, our results showed that justice‐performance relationships were mediated by positive and negative affect, with the relevant affect dimension varying across justice and performance variables. Our discussion of these findings focuses on the merit in integrating the social exchange and affect lenses in future research.

http://media.terry.uga.edu/socrates/publications/2013/05/ColquittScottRodellLongZapataConlonWesson2013.pdf

Justice at the millennium, a decade later: a meta-analytic test of social exchange and affect-based perspectives.

There is a widely shared consensus that charismatic–transformational leadership is a particularly effective form of leadership. In a critical assessment of the state-of-the-science in this area of research, we question the validity of that conclusion. We identify four problems with theory and research in charismatic–transformational leadership. First, a clear conceptual definition of charismatic–transformational leadership is lacking. Current theories advance multi-dimensional conceptualizations of charismatic–transformational leadership without specifying how these different dimensions combine to form charismatic–transformational leadership, or how dimensions are selected for inclusion or exclusion. Second, theories fail to sufficiently specify the causal model capturing how each dimension has a distinct influence on mediating processes and outcomes and how this is contingent on moderating influences. Third, conceptualization and operationalization confounds charismatic–transformational leadership with i...

A Critical Assessment of Charismatic—Transformational Leadership Research: Back to the Drawing Board?

The present meta-analysis examined the tenure, age, and gender differences in the relationship between job insecurity and its job-related and health-related consequences. A total of 133 studies, providing 172 independent samples, were included in the analysis. Our results basically replicated Sverke et al.'s (2002) meta-analytic findings with an updated methodological approach and a larger database. The main differences between our findings and Sverke et al.'s are that the negative association between job insecurity and job performance was significant and that the relationship between insecurity and job involvement was smaller in our study. The moderator analysis also indicated that: (1) the positive association between job insecurity and turnover intention was stronger among employees with shorter tenure than those with longer tenure, and was stronger among younger than older employees; (2) the negative effect of insecurity on its health outcomes was more severe among employees with longer tenure than those with shorter tenure, and was more severe among older than younger employees; (3) the relationship between insecurity and the criterion variables was similar across gender. Results are discussed with reference to Hulin's (1991) theory of job adaptation and Greenhalgh and Rosenblatt's (1984) job dependence perspective.

Who suffers more from job insecurity? A Meta-Analytic review

This paper proposes a definition and a descriptive model of destructive leadership behaviour. Destructive leadership behaviour is defined as the systematic and repeated behaviour by a leader, supervisor or manager that violates the legitimate interest of the organisation by undermining and/or sabotaging the organisation's goals, tasks, resources, and effectiveness and/or the motivation, well-being or job satisfaction of his/her subordinates. Three categories of such destructive leadership are identified in the proposed model: tyrannical, derailed, and supportive–disloyal leadership behaviour. The model may provide a useful link between the field of leadership and research on bullying, counterproductive behaviour, and aggression at work. The model contributes to a more nuanced concept of destructive leadership showing how destructive leadership behaviours also may have constructive elements.

Destructive leadership behaviour: A definition and conceptual model.

The authors concurrently examined the impact of safety-specific transformational leadership and safety-specific passive leadership on safety outcomes. First, the authors demonstrated via confirmatory factor analysis that safety-specific transformational leadership and safety-specific passive leadership are empirically distinct constructs. Second, using hierarchical regression, the authors illustrated, contrary to a stated corollary of transformational leadership theory (B. M. Bass, 1997), that passive leadership contributes incrementally to the prediction of organizationally relevant outcomes, in this case safety-related variables, beyond transformational leadership alone. Third, further analyses via structural equation modeling showed that both transformational and passive leadership have opposite effects on safety climate and safety consciousness, and these variables, in turn, predict safety events and injuries. Implications for research and application are discussed.

Divergent effects of transformational and passive leadership on employee safety.

Counterproductive work behavior as protest

Tout en considerant l'injustice percue comme une forme de stress et en tenant compte de la variable de l'insecurite d'emploi, nous avons examine les relations principales et interactives propres aux injustices en matiere d'interaction, de procedure et de categorie, et la fatigue psychologique. Une analyse de regression multiple soumise a un echantillon de 1 083 employes du gouvernement nous a permis de demontrer que les injustices en matiere d'interaction, de procedure et de categorie sont toutes des variables independantes de la fatigue psychologique qui peuvent expliquer une variance unique significative differente de celle de l'insecurite d'emploi. Les personnes qui percoivent, dans leur milieu de travail, un plus grand nombre d'injustices en matiere d'interaction, de procedure et de categorie rapportent une fatigue plus intense. Cependant, aucun effet interactif significatif n'a ete observe, ce qui donne a penser que ces trois categories d'injustice percue n'interviennent pas dans la prediction des symptomes de fatigue psychologique.

/pdf/organizational-injustice-and-psychological-strain-m68gl9bkfs.pdf

Organizational Injustice and Psychological Strain.

Vic Catano and Lori FrancisSaint Marys UniversityTed Haines, Haresh Kirpalani, Harry Shannon, and Bernadette StringerMcMaster UniversityLaura LozanzkiCanadian Association of University Teachers, Ottawa, ON, CanadaStress surveys in U.K. and Australian universities demonstrated high occu-pational stress levels among faculty. This study investigated whether the sameoccupational stressors and stress outcomes applied at Canadian universities. Ran-domly selected staff ( n 1440) from 56 universities completed a Web-basedquestionnaire. The response rate 27%, was similar to those in the U.K. and Austra-lian studies, as were most of the results. With respect to strain, 13% of the respon-dents reported high psychological distress and 22% reported elevated physicalhealth symptoms. Less secure employment status and work-life imbalance stronglypredicted job dissatisfaction; work-life imbalance strongly predicted increased psy-chological distress. Overall study participants were satised with their jobs andemotionally committed to their institutions. These results warrant consideration ofcontemporary academic work by both academic staff associations and universityadministrations with respect to the implementation of changes in policies andprocedures that might lead to reductions in work-related stress and strain.

Occupational Stress in Canadian Universities: A National Survey

Adults described and dated two kinds of first remembrances: a personal event memory (the recollection of a personal episode that had occurred at some time in some place) and a memory fragment (an isolated memory moment having no event context and remembered, perhaps, as an image, a behavior, or an emotion) First fragment memories were judged to have originated substantially earlier in life than first event memories—approximately 3 1/3 years of age for first fragment memories versus roughly 4 years of age for first event memories We conclude that the end of childhood amnesia is marked not by our earliest episodic memories, but by the earliest remembered fragments of childhood experiences

/pdf/fragment-memories-mark-the-end-of-childhood-amnesia-4ean0v6oq1.pdf

Lori Francis

Papers

Divergent effects of transformational and passive leadership on employee safety.

Counterproductive work behavior as protest

Organizational Injustice and Psychological Strain.

Occupational Stress in Canadian Universities: A National Survey

Fragment memories mark the end of childhood amnesia