Positive Workplace Outcomes Research Articles

Promotion or prevention: regulatory foci as moderators in the job demands–resources model

BackgroundBuilding on the job demands–resources (JD–R) model and regulatory focus theory, this study examined how regulatory foci shaped the effects of different job demands and resources on both negative and positive workplace outcomes among medical staff.MethodsTwo independent studies (NStudy 1 = 267; NStudy 2 = 350) were designed for cross-validation. Participants completed a battery of measures evaluating job demands (workload, emotional demands, interpersonal stress), job resources (psychological safety, perceived organizational support, servant leadership), and well-being (job burnout, affective commitment, job satisfaction).ResultsMultiple linear regression analyses showed employees’ well-being was affected by job demands and resources through energetic and motivational processes, respectively. The deleterious effect of emotional demands on job burnout was pronounced in individuals with weak prevention focus (B = 0.392, standard error [SE] = 0.069, p < .001). Psychological safety (Study 1) and servant leadership (Study 2) had stronger positive associations with motivational outcomes among individuals with weak promotion focus than those with strong promotion focus (B = 0.394, SE = 0.069, p < .001; B = 0.679, SE = 0.121, p < .001; and B = 0.476, SE = 0.072, p < .001, respectively).ConclusionWe used two samples to examine and cross-validate the joint effects of job characteristics and personal traits on workplace well-being among Chinese medical staff. Although heterogenous, the results showed regulatory foci were especially important in determining the effects of job demands and resources on well-being when there was (autonomous) self-regulation in the workplace.

Stigma by association among alcohol and other drug and harm reduction workers: Implications for workplace outcomes.

The negative attitudes people hold towards those who use alcohol or other drugs (AOD) can also affect the people who work with this community, leading to lowered productivity and wellbeing. The impact of this stigma by association in the AOD and harm reduction sector is particularly significant because workers may have lived experience of AOD use and identify strongly with their client group. This study aimed to examine how stigma by association among health workers in the AOD/harm reduction sector relates to workplace outcomes. A secondary aim was to explore how lived experience influences experiences of stigma by association. The research used a cross-sectional survey design and data collection occurred in 2023. Australian AOD/harm reduction workers (n = 228) completed an online survey assessing stigma by association as well as various workplace outcomes measures. Participants who reported experiencing more stigma by association experienced poorer workplace wellbeing, higher burnout and greater intentions to leave the AOD/harm reduction field. Experiences of stigma by association were unrelated to job satisfaction. Additional analyses revealed that participants with lived experience reported higher levels of job satisfaction and lowered intentions to leave the sector, but findings of stigma by association and its impacts on workplace outcomes did not differ from those without lived experience. Identifying staff experiences of stigma by association and developing support and advocacy mechanisms to address this is likely to be key to reducing these experiences and ultimately to increasing positive workplace outcomes for AOD and harm reduction staff.

Validation of the Italian version of the Dark Tetrad at Work scale.

This study presents and validates the Italian adaptation of the Dark Tetrad at Work (DTW) scale, an instrument for assessing four socially aversive personality traits (narcissism, Machiavellianism, psychopathy and sadism) in the context of the workplace. A total of 300 Italian-speaking participants (50% female, M age = 32 years ± 9.2) and 253 English-speaking participants (38% female, M age = 39 years ± 12.1) were recruited via an online survey platform. The Italian-speaking sample was used to test the factorial structure, reliability and criterion-related validity of the Italian version of the DTW, whereas the English-speaking sample was used to test cross-language measurement invariance. Results from confirmatory factor analysis showed that the original four-factor model provided the best fit to the data. The Italian DTW scale demonstrated acceptable internal consistency, with reliability coefficients of ω = .77 for narcissism, ω = .80 for Machiavellianism, and ω = .81 for both psychopathy and sadism. Concurrent associations between the DTW scales and negative and positive workplace outcomes supported the criterion validity of the scale. Machiavellianism, psychopathy, and sadism positively correlated with counterproductive work behaviors and workplace bullying, and negatively with organizational citizenship behaviors and affective organizational commitment. In contrast, narcissism exhibited a unique pattern: It correlated positively with positive workplace behaviors and negatively with counterproductive behaviors toward the organization, but it was also found to be a significant predictor of workplace bullying. This finding may reflect multidimensional nature of narcissism, but a note of caution is warranted in interpreting this result, as all measurements relied on self-report instruments, introducing the possibility of socially desirable associations influencing the outcomes. Finally, the comparison with the English sample established configural, full metric and partial scale invariance, allowing for valid cross-language comparisons between Italian and English-speaking populations in the future. Preliminary Italian normative data were provided to offer a benchmark for the interpretation of DTW values. This study provides a reliable and valid instrument tailored to the Italian workforce, enhancing our understanding of dark personality traits within organizational contexts and providing organizations with an effective means to address and manage dark personality traits for a healthier workplace culture.

Applying Organizational Psychology Principles for Positive Workplace Outcomes

Purpose: This study aims to apply organizational psychology principles to foster positive workplace outcomes. It focuses on developing practical interventions that integrate theoretical and empirical findings from organizational psychology to enhance organizational effectiveness, employee well-being, and overall productivity. Key areas explored include employee engagement, job design, organizational justice, teamwork, and leadership development. Research Design and Methodology: This research employs a qualitative approach, primarily through a literature study, to explore organizational psychology principles. A comprehensive literature search strategy was implemented using academic databases such as PubMed, PsycINFO, and Google Scholar to identify relevant peer-reviewed articles, books, and other scholarly sources. Thematic and content analyses were used to interpret the collected data. Findings and Discussion: The findings indicate that effective leadership, employee engagement, a positive organizational culture, and organizational justice are critical pillars in shaping a healthy and productive work environment. Transformational and authentic leadership significantly enhance employee motivation and performance. High employee engagement is associated with greater job satisfaction, higher productivity, and increased loyalty. A positive organizational culture promoting trust and collaboration enhances employee engagement and organizational outcomes. Organizational justice—procedural, distributive, and interactional—contributes to improved perceptions of fairness, trust, and employee commitment. Implications: The practical implications emphasize the importance of leadership development programs focusing on transformational and authentic leadership behaviors, efforts to foster a supportive organizational culture, and the implementation of fair policies and procedures to build employee trust and commitment. Future research should explore the long-term effects of these principles in diverse organizational contexts.

Multidimensional analysis of schoolteachers' occupational stress by the New Brief Job Stress Questionnaire: focusing on gender differences.

This study investigated teachers' occupational stress using a comprehensive job stress questionnaire, or the New Brief Job Stress Questionnaire, while considering gender differences. A total of 1,825 elementary and junior high school teachers participated in the study. The results revealed that female teachers significantly exhibited more psychological and physical stress reactions and perceived less job resource availability than did male teachers. Moreover, multiple regression analyses demonstrated that support from family and friends was a larger factor associated with mental health outcomes among female teachers than among male teachers. The impacts of marital status also differed between male and female teachers. Job demands were strongly associated with psychological and physical stress reactions among teachers. Meanwhile, job resources were more strongly associated with positive workplace outcomes, such as workplace engagement and social capital, than were job demands. Administrators should consider the distinctive nature of teachers' occupational stress in addition to its gender specific influence. Organizational support, such as securing teachers' autonomy, encouraging their career development, and acknowledging diversity, should be considered to foster teachers' work engagement and create a cohesive environment in the school workplace.

Assessing the impact of a comprehensive mental health program on frontline health service workers.

Mental health issues are a growing concern in the workplace, linked to negative outcomes including reduced productivity, increased absenteeism, and increased turnover. Employer-sponsored mental health benefits that are accessible and proactive may help address these concerns. The aim of this retrospective cohort study was to evaluate the impact of a digital mental health benefit (Spring Health) on frontline healthcare service workers' clinical and workplace outcomes. The benefit was sponsored by a national health services company from 2021-2022 and included mental health screening, care navigation, psychotherapy and/or medication management. We hypothesized program use would be associated with improvements in depression and anxiety symptoms, and increased productivity and retention. Participants were employees enrolled in the benefit program, had at least moderate anxiety or depression, at least 1 treatment appointment, and at least 2 outcome assessments. Clinical improvement measures were PHQ-9 scale (range, 0-27) for depression and GAD-7 scale (range, 0-21) for anxiety; workplace measures were employee retention and the Sheehan Disability Scale (SDS) for functional impairment. A total of 686 participants were included. Participants using the mental health benefit had a 5.60 point (95% CI, 4.40-6.79, d = 1.28) reduction in depression and a 5.48 point (95% CI, 3.88-7.08, d = 1.64) reduction in anxiety across 6 months. 69.9% (95% CI, 61.8%-78.1%) of participants reliably improved (≥5 point change) and 84.1% (95% CI, 78.2%-90.1%) achieved reliable improvement or recovery (<10 points). Participants reported 0.70 (95% CI, 0.26-1.14) fewer workdays per week impacted by mental health issues, corresponding to $3,491 (95% CI, $1305-$5677) salary savings at approximately federal median wage ($50,000). Furthermore, employees using the benefit were retained at 1.58 (95% CI, 1.4-1.76) times the rate of those who did not. Overall, this evaluation suggests that accessible, proactive, and comprehensive mental health benefits for frontline health services workers can lead to positive clinical and workplace outcomes.

2차 베이비붐 세대 1인 가구 임금근로자의 긍정적 업무해결력 영향 요인 연구

This study identify factors that contribute to positive workplace outcomes among middle-aged wage workers in single-person households second-generation of baby boomers. The research subjects were 383 male and female out of 9,358 participants in the 2021 KLoEE, and path model analysis was conducted using SPSS and AMOS programs. As a result of the analysis, subjective health had a significant positive effect on job satisfaction, while gross household income had a negative effect on coworker relationships and workload, and a significant positive effect on job satisfaction. There were direct effects of coworker relationships and workload and job satisfaction on positive work problem solving, and gross household income had a significant effect on positive work resolution, mediated by coworker relationships and workload and job satisfaction. Based on the study, we propose to continue discussions and conduct research to improve work competence and problem solving skills in preparation for super old age.

Pragmatic prospection is linked with positive life and workplace outcomes

ABSTRACT Pragmatic prospection is the ability to think deeply about the future in order to identify and to work productively toward goals. It involves imagining desirable future outcomes, setting sensible goals, making plans, and flexibly executing those plans. We conducted an exploratory survey of full-time working U.S. adults (N = 1541), measuring individual differences in pragmatic prospection along with life- and job-related outcomes. All data from the present survey are publicly available. Pragmatic prospection correlated positively with positive outcomes (e.g. life satisfaction, work productivity), correlated negatively with negative outcomes (e.g. anxiety, depression), and tracked with other adaptive personality traits associated with achievement and psychological adjustment (e.g. high conscientiousness, low neuroticism). These results point to pragmatic prospection as an important component of flourishing, both in the workplace and in daily life.

Emotional Intelligence in Autistic Adults: A Review with Considerations for Employers

Emotional intelligence is important within the workplace, as indicated by the multitude of positive workplace outcomes associated with heightened emotional intelligence. Research has demonstrated that many autistic individuals exhibit lower levels of trait emotional intelligence, potentially putting them at a disadvantage within the workplace. Emotional intelligence, however, is multifaceted, yet research on how autistic adults fare in these facets separately has remained siloed. All four facets are important and should be considered alongside one another to allow for a complete understanding of emotional intelligence and autism. The purpose of this paper is to review existing research with respect to how autistic individuals fare for each of the four facets of emotional intelligence, namely, perceiving emotions, using emotions to facilitate thought, understanding emotions, and managing emotions. This review is primarily intended to be descriptive and not prescriptive, though areas for consideration within the workplace—particularly regarding how autistic individuals may experience difficulties in meeting the necessary demands for sustainable career success—based on the reported findings are provided. Given this and the recognition that neurodiversity is an important component of organizational diversity, this paper is important for both individual employment sustainability efforts and organizational sustainable competitive advantage efforts.

The mediating impact of motive fulfilment on the relationship between supervisors and volunteers' intention to stay

In this study, the effects of relationships with immediate supervisors, or Leader-Membership Exchange (LMX), on volunteers' intentions to stay with their organisations through motive fulfilment are examined. Data were collected from 213 volunteers working in community non-profit organisations in Queensland, Australia, and hypotheses tested with simple and multiple linear regression analysis. The findings show that the fulfilment of values, understanding, enhancement, social, and career motives partially mediated the effect of LMX on volunteers' intentions to stay. The results indicate that motive fulfilment is important in promoting positive workplace outcomes by enhancing volunteer-supervisor relationships.

The Influence of Health-Promoting Leadership on Employees' Positive Workplace Outcomes: The Mediating Role of Employability and the Moderating Role of Workplace Civility.

The COVID-19 pandemic has severely accelerated the transformation and rapid organisational change in the workplace. The impact of the COVID-19 pandemic on the hotel industry will not fade in a short time, and the long-term coexistence with the COVID-19 pandemic pressure is a real dilemma for the hotel industry. The topic of How to create employee positive workplace outcomes (task performance and innovative work behaviour) during the COVID-19 pandemic has garnered increasing interest in both practical and academic fields. Leaders play a critical role in influencing employee workplace outcomes, yet few studies have explored the predicting role of health-promoting leadership. Drawing upon the conservation of resources (COR) theory, this study aims to examine the employability mediator effect and workplace civility as the moderator effect in the relationship between health-promoting leadership and employee-positive workplace outcomes (task performance and innovative work behaviour). We conducted a two-wave survey of 421 participants from the hotel industry in China and formulated a series of hypotheses that were tested with structural equation modelling. The results showed that health-promoting leadership has a significant positive effect on employees' employability (β = 0.479, p &lt; 0.001), task performance (β = 0.250, p &lt; 0.001), and innovative work behaviour (β = 0.446, p &lt; 0.001). Employability has a significant positive effect on task performance (β = 0.438, p &lt; 0.001) and innovative work behaviour (β = 0.296, p &lt; 0.001). This study makes certain contributions to the extant hotel industry employees' positive workplace outcomes literature by attending to the healthy leadership styles that promote employability during the COVID-19 pandemic, and its novel point is to evaluate the workplace civility moderating effect between the above model. It also provides practical insight that mutual transformation in workplace relationships inspire those positive outcomes.

How Smart Technology Affects the Well-Being and Supportive Learning Performance of Logistics Employees?

The rapid improvement of technologies such as artificial intelligence in recent years has resulted in the development of smart technologies (ST) that can influence learning performance in different fields. The purpose of study is to explore the link between smart technology and learning performance. Using the S-O-R model as a framework, the researchers argue that smart technology (Stimuli) will increase corporate trust, self-efficacy, and well-being (Organism), resulting in improved learning performance (Response). The current model regards corporate trust and self-efficacy as relationship factors and investigates their direct influence on employee well-being and learning performance and the mediating role played by these variables. Additionally, the function of employee well-being in moderating the relationship between corporate trust, self-efficacy, and employee learning performance is also explored. The respondents (n = 516) in the present study are made up of employees from 10 logistics companies located in China. The data analysis is conducted using the AMOS software. The results show that that smart technologies can affect learning performance through corporate trust, self-efficacy, and employee well-being. The implementation of smart technology initiatives by corporations may provide positive workplace outcomes for employees (increased well-being), corporations (more engagement in workplace learning performance), and the relationship between employees and the companies that employ them (corporate trust and self-efficacy).

FACTORS AFFECTING JOB STRESS AND IMPACT OF STRESS ON ABSENTEEISM: A STUDY ON THE BANKING SECTOR IN BANGLADESH

The purpose of the study is to explore the factors affecting stress and the impact of stress on absenteeism in the public and private banking sector in Bangladesh. An attempt was also made to investigate how stress is related to absenteeism. The number of samples was 272. With help of the structured questionnaire data was collected. The research applied the confidence interval, univariate, bivariate, multivariate analysis and t-test analysis for analyzing the collected data. It is found that the degree of stress is high in this sector, and stress factors (workload, role characteristics, time pressure &amp; deadline and non-work pressure) are positively related to employee absenteeism. Whereas it has also found that, stress level is almost same for male and female employees in the banking sector. This study is advantageous to human resource practitioners and managers in developing workplace strategies and in improving positive workplace outcomes from the workplace by reducing stress.

Role of Trust in the Relationship between Authentic Leadership and Job Satisfaction and Organizational Commitment among Indian Bank Employees

The present study was aimed to explore the mediating effect of three different types of trust namely dispositional trust, trust in supervisor and trust in coworker in the relationship between authentic leadership and job satisfaction and organizational commitment among Indian banking employees. Data were collected from (N = 115) banking professionals recruited from the branches of five major nationalized banks located in Varanasi (U.P., India). The results of hierarchical regression analysis indicated that the employee’s perceptions of authentic leadership significantly positively predicted multiple forms of trust (dispositional, trust in supervisor, trust in coworker) as well as both job satisfaction and organizational commitment of employees included in the study after controlling the effects of demographic variables. Regarding the relationship between multiple forms of trust and outcomes, the findings indicated that all the three forms of trust significantly positively predicted organizational commitment of employees while only trust in coworker and trust in supervisor significantly positively predicted job satisfaction of employees. The results of mediated regression analysis revealed that only trust in coworker significantly partially mediated the relationship authentic leadership and job satisfaction and only trust in supervisor significantly partially mediated the relationship authentic leadership and organizational commitment. The findings of the study implicated that organizations should understand the role trust plays in an organization and it should be viewed as a strategy to enhance job satisfaction and organizational commitment of Indian Banking Employees. Given the importance of authentic leadership top management should consider major dimensions of authentic leadership not only in developing strategies, evaluation, and selection of employees but also to transform the entire organization and producing positive workplace outcomes.

Staff structural empowerment-Observations of first-line managers and interviews with managers and staff.

The aim was to study how first-line managers act to make structural empowerment accessible for nursing staff and furthermore to relate these observations to the manager's and their nursing staff's descriptions regarding the staff's access to empowering structures. Staff access to empowering structures has been linked to positive workplace outcomes. Managers play an important role in providing the conditions for structural empowerment. Five first-line managers were observed for two workdays. Managers and staff (n = 13) were thereafter interviewed. Field notes and interviews were analysed using directed content analysis. The managers displayed intentional actions that could enable their staff access to empowering structures. Managers and staff described the importance of staff's access to empowering structures. Staff who perceive to have access to structural empowerment have managers who are present and available. Unanimity among managers and staff existed in regard to the importance of staff having access to structural empowerment. The managers work continually and intentionally, doing many things at the same time, to provide the staff access to empowering structures. The study shows the importance of promoting managers' awareness of staff's access to structural empowerment and maximizing managers' presence and availability to their staff.

LEADERSHIP STRATEGY IN MANAGING WORKPLACE DIVERSITY

Leadership is how all the possible dimensions of diversity are managing an organization develops an essential ingredient for any workplace that wants to build happier, more productive and more effective workplaces. Leadership sets the tone for the rest of the organization, recognizing and assessing cultural differences helps the organization to frame sound workforce management strategy and in developing positive workplace outcomes. The way leaders working in global arena have to take cultural differences and values into the main consideration while formulating an effective motivation and leadership strategy. Diversity carries out specific strategies to get leaders have initiated efforts that highlighting a conceptual paper concept and few challenges of workforce diversity. It needs to be the official set application of motivation, leadership practices and also discusses the real-life diversity management. The key area to look within the leadership team workplace diversity is a challenge for everyone, especially managers and business owners. This paper underlines a necessary step to ensure that diversity remains a core business value, even leadership contributes an idea to management policy makers for designing an oriented motivational and leadership strategy for managing a diversified workforce. KEYWORDS : Leadership, Workplace, Diversity, Motivation, Competencies, Challenges,

Team Belonging: Integrating Teamwork and Diversity Training Through Emotions

With the worldwide focus shifting toward important questions of what diversity means to society, organizations are attempting to keep up with employees’ needs to feel recognized and belong. Given that traditionally team and diversity trainings are provided separately, with different theoretical backgrounds and goals, they are often misaligned and ineffective. We review 339 empirical articles depicting a team, diversity, or emotional management training to extract themes and determine which methods are most effective. Although research has demonstrated the importance of belonging for providing positive workplace outcomes, we found that the traditional design of these trainings and lack of emotional management prevent a balance between team and diversity goals, preventing belonging. We propose an integrative training with emotional management to help teams foster optimal belonging, where members can unite together through their differences. Accordingly, our themes inform this training model that can inspire future research into more effective training.

Evaluation of Before Operational Stress: A Program to Support Mental Health and Proactive Psychological Protection in Public Safety Personnel.

Public safety personnel (PSP; e.g., communications officials, corrections workers, firefighters, paramedics, and police officers) are at risk of developing mental health problems due to experiencing potentially psychologically traumatic events during their career. Research examining evidence-based treatments for psychological injuries resulting from operational duties (also known as operational stress injuries) has not yielded robust results that would indicate ongoing interventions as the best solution for managing PSP mental health injuries; as such, proactive psychological interventions designed to bolster resilience are being considered potentially beneficial for mitigating the impact of occupational stress on PSP. Despite the growing popularity of resilience programs, most are delivered in a single session after an event deemed particularly problematic with no follow-up. Longer interventions may better support sustained resiliency, mitigate the impact of operational stress, and increase positive PSP workplace outcomes. The current article introduces the Before Operational Stress (BOS) program, which was designed for delivery early in a PSP career to enhance self-awareness and healthy relationships. The year-long program is derived from cognitive behavior therapy and group therapeutic techniques to meet program objectives. The current BOS program evaluation demonstrated small, statistically significant improvements in symptoms of PTSD, quality of life, stigma, and perceived social support from baseline (Time 1) to 6 months (Time 4). There were also non-significant improvements observed in symptoms of depression, anxiety, stress, alcohol use, as well as in emotional regulation and resilience. Qualitative results indicated participants positively perceived the BOS program, with participants reporting specific improvements in self-awareness, avoidant behaviors, and relationships with family and colleagues. The BOS program content (e.g., functional disconnection and functional reconnection) and processes (e.g., psychoeducation within a supportive learning structure; mutually empowering group interactions) appear unique relative to other PSP resilience programs, with promising initial results in support of PSP mental health. Recommendations for future research and program development are provided.

Does it matter what your reasons are when deciding to disclose (or not disclose) a disability at work? The association of workers\u2019 approach and avoidance goals with perceived positive and negative workplace outcomes

Deciding whether to disclose a disability to others at work is complex. Many chronic mental and physical health conditions are associated with episodic disability and include times of relative wellness punctuated by intermittent periods of activity limitations. This research draws on the disclosure processes model to examine approach and avoidance disclosure and non-disclosure goals and their association with perceived positive and negative workplace outcomes. Participants were 896 employed individuals (57.7% women) living with a chronic physical or mental health/cognitive condition. They were recruited from an existing national panel and completed an online, cross-sectional survey. Participants were asked about disclosure decisions, reasons for disclosure/non-disclosure, demographic, work context and perceived positive and negative disclosure decision outcomes (e.g., support, stress, lost opportunities). About half the sample (51.2%) had disclosed a disability to their supervisor. Decisions included both approach and avoidance goals. Approach goals (e.g., desire support, want to build trust, maintain the status quo at work) were significantly associated with perceived positive work outcomes regardless of whether a participant disclosed or did not disclose a disability at work, while avoidance goals (e.g., concerns about losing one’s job, feeling forced to disclose because others notice a problem) were associated with perceived negative work outcomes. The findings highlight benefits and challenges that workers perceive arise when they choose to disclose or not disclose personal health information. By better understanding disclosure decisions, we can inform organizational health privacy and support gaps to help sustain the employment of people living with disabilities.

Increasing perceived work meaningfulness by implementing psychological need-satisfying performance management practices

To further investigate the relationship between human resource practices and organizational performance, research suggests focusing on psychological employee outcomes. In this paper, it is proposed that the positive psychological concept of work meaningfulness constitutes a mediator between human resource practices and performance which is worth investigating. The author argues that performance management practices can potentially lead to an increase in employees' perceived work meaningfulness, if they focus on satisfying the three psychological needs for competence, autonomy, and relatedness. Based on findings from research focusing on performance management trends, goal setting, performance appraisal, performance feedback, and self-determination theory, the paper suggests a new perspective on how to incorporate concepts rooted in the science of positive psychology in performance management practices to contribute to positive workplace outcomes such as well-being and performance.