Stress,burnout and diminished safety behaviors: An argument for Total Worker Health® approaches in the fire service

Introduction: Firefighting is stressful work, which can result in burnout. Burnout is a safety concern as it can negatively impact safety outcomes. These impacts are not fully understood within the fire service. Further, the fire service needs support that safety strategies are needed to protect and promote the health and wellbeing of firefighters. Methods: Structural equation modeling was completed to examine a hypothesized model that linked stress and burnout to diminished safety behavior outcomes among a sample of career firefighters. Results: Findings support a full mediation model. Firefighter stress perceptions were positively associated with burnout and burnout was negatively associated with safety compliance behavior, personal protective equipment behavior, safe work practices, and safety citizenship behavior. Conclusions: These results illustrate the negative impact of health impairment on firefighter safety behaviors. Practical Applications: These outcomes suggest that interventions aimed at protecting and promotion firefighter health are needed. Total Worker Health® (TWH) approaches may provide the framework for these interventions.     

Culture as an environmental context for careers

Cultural factors influence career patterns in a variety of ways. Societal, occupational, and organizational cultures influence the structure of the external career, prestige associated with given careers, the legitimacy of certain motives underlying careers, success criteria, the clarity of the career concept itself, and the importance attached to career versus family and self development. How career occupants view their careers and the degree of variation in such views within given societies, occupations, and organizations is also culturally patterned. Both managers and career researchers must become more familiar with these cultural influences.     

Organizational career development is not dead: a case study on managing the new career during organizational change

New forms of careers have received increased attention in contemporary organizational research. A prominent focus in this research has been whether and how, in an increasingly unpredictable career environment, individuals are taking responsibility for their own career development. The implication is that career is becoming less central to organizational management practices. At the same time there is evidence that organizational changes typically described in this literature (such as delayering the organization in a quest for flexibility) have had a negative impact on career progress, resulting in resistance to change. The implication here is that career concerns are more central to organizational management practices. This in‐depth qualitative case study examines whether individuals do in fact take more responsibility for their career development during times of organizational change. We also examine whether this does indeed mean that the organization takes less responsibility for career management. Our data indicate that individuals are, in fact, taking more responsibility for their own careers. At the same time we found that the organization in our case study also became more actively involved in career development and management. However, this active approach did not resemble traditional top‐down career management and development. To us, the pattern of organizational and individual career development actions appear to constitute a kind of ‘organizational dance,’ a highly interactive mutual influence process, in which both parties are at once the agent and the target of career influence. Strengths and limitations of the study are discussed, as are directions for future research. Copyright © 2007 John Wiley & Sons, Ltd.     

A longitudinal study of the relationship between career management and organizational commitment among graduates in the first ten years at work

This paper reports the findings of a two‐wave longitudinal study investigating relationships between organizational and individual career management activities and organizational commitment in the early years of graduate careers. Several hypotheses are tested and receive mixed support. High organizational commitment predicts the practice of career management activities by graduates to further their career within the organization while low commitment is closely associated with behaviour aimed at furthering the career outside the organization. Graduates who manage their own careers also receive more career management help from their employer. This suggests that there may be the potential for employers to create a ‘virtuous circle’ of career management in which individual and organizational activities complement each other. Copyright © 2002 John Wiley & Sons, Ltd.     

The allocation of prestigious positions in organizational science: accumulative advantage,sponsored mobility,and contest mobility

More than 200 freshly minted doctoral graduates enter the field of organization science every year. A non‐trivial number of existing faculty members move from one university to another every year, while other organization science faculty leave academia to enter retirement, consulting, or industry. Despite the importance of this large, complex system of entries and exits, few attempts have been made to explicitly understand how the system works. Drawing upon sociology of science and careers research, we studied the underlying form of the position allocation system by focusing on the relative importance of research success and prior affiliations as antecedents of movement and stability across positions. We used three theoretical models: accumulative advantage, sponsored mobility, and contest mobility. Tracking hundreds of faculty members for 16 years post doctorate, we find a downward cascading of affiliation prestige over time that affects people more dramatically and quickly than we expected, especially women. Accumulative advantage, the most predictive of our models, does help to maintain relative but not absolute prestige, at least until its effects wane in later years of the career. These findings are relevant to scholars interested in the sociology of science, organization scholars interested in the underlying dynamics of their discipline, and individuals making career choices. Copyright © 2005 John Wiley & Sons, Ltd.     

Age grading: The implicit organizational timetable

The age distribution within an organization forms an implicit career timetable, and there is evidence that people use their perceptions of this timetable to determine whether their careers are on or off schedule. Questionnaire data were collected from managers (N = 488, 47 per cent) within a large electric utility. The results indicate that managers who see themselves as ‘behind time’ in their careers have more negative attitudes towards work than other managers, even when their perceptions of being ‘behind time’ are inaccurate. However, although these managers continue to have the most negative attitudes, differences between the on and off schedule managers are smaller when their position on the actual career timetable is controlled. Thus, work attitudes are influenced by both individual and demographic factors. Finally, the longer managers remain in the same job, the more likely they are to define themselves as ‘behind time’. This supports other research suggesting that lateral moves within organizations may be an important device for managing the normal -limitations of upward movement in managerial careers.     

The impact of career customization on work outcomes: Boundary conditions of manager support and employee age

The current paper investigated the longitudinal effects of mass career customization (MCC) on job attitudes and objective career outcomes of employees in a professional service firm in the Netherlands. On the basis of theory on individualization of career trajectories, it was expected that the possibility for employees to customize their careers would be positively related to their job attitudes and subsequent objective career success, as indicated by their levels of affective commitment, work engagement, and received salary and bonuses. However, these effects were expected to occur primarily under the combination of high manager support for implementation of career customization and, on the basis of lifespan theory, older workers, as customization fulfills their increased heterogeneous career preferences. A three‐wave longitudinal study largely showed support for the study hypotheses; the relation between MCC use and work engagement and subsequent career success was stronger for older workers who received support for MCC, whereas the relation between MCC use and commitment was negative for older workers who received low support. The study shows the benefits of career customization in organizations by showing the conditions under which these benefits will manifest. Copyright © 2015 John Wiley & Sons, Ltd.     

How retirees work: predictors of different types of bridge employment

Employment after retirement, known as bridge employment, is expected to occur more frequently because the baby boom generation will increase the number of retirees. Little is known about which employees will obtain which type of bridge employment when they retire, even though it has important implications. The present study examined work‐related attitudes, job characteristics, and work‐related accomplishments of 171 retirees in order to predict whether they would fully retire or take one of two types of bridge jobs after retirement: Career‐consistent bridge jobs or bridge jobs in fields different from their original career. Continuity theory of retirement helped predict post‐retirement employment type. Retirees who had skills specifically related to their career job were more likely to work in a career‐related bridge job than either to fully retire or to take a bridge job that was not related to their careers; retirees who formerly held career jobs with intrinsically motivating job characteristics were more likely to take a career‐related bridge job than to retire fully, and retirees who had experienced work strain in their career job were more likely to take a bridge job not related to their former career than to take a career bridge job. Copyright © 2008 John Wiley & Sons, Ltd.     

Managing the career deal: the psychological contract as a framework for understanding career management,organizational commitment and work behavior

This paper reports the findings of a study that investigated the relationship between different kinds of career management activities, the psychological contract, and outcomes of psychological contract fulfillment. The study tested a series of linked hypotheses which propose that individual career management behavior is associated with the experience of organizational career management help, which is related to fulfillment of the psychological contract. Fulfillment of the psychological contract in turn is linked to organizational commitment and is associated with behaviors at work, including absenteeism, turnover, and independent ratings of job performance. The findings provide some support for these proposed links. As a result, the paper makes four contributions to the psychological contract and careers literature: first, it shows that both individual and organizational career management behaviors are linked to psychological contract fulfillment; second, organizational career management help is associated with affective commitment and job performance; third, psychological contract fulfillment plays a key role in mediating the relationship between career management help and such attitudes and behaviors; and fourth, organizational commitment may mediate between psychological contract fulfillment and individual career management behavior aimed at furthering the career outside the organization. Copyright © 2005 John Wiley & Sons, Ltd.     

Changing careers: the effects of social context

This paper investigates the social context in which career decisions are made. Results show that beyond individual‐level factors such as demographics and work history, individuals' decisions to change careers are socially embedded. Findings suggest that the greater the diversity of an individual's network of advisors, the greater the likelihood that an individual will change careers. In addition, this paper explores the mechanisms through which different subsets of advice relationships — instrumental versus psychosocial — affect the decision to change careers. Results show that the greater the diversity of an individual's set of instrumental relations, the greater the number of offers he or she receives during the job search process and, further, that the number of offers received is positively related to the likelihood of changing careers. The diversity of an individual's set of psychosocial relations was related to his or her confidence to overcome career obstacles. However, confidence was not, in turn, related to career change, counter to expectations. Copyright © 2001 John Wiley & Sons, Ltd.     

Stayers versus movers: Social capital and early career imprinting among young professionals

We investigate what interfirm career mobility patterns would emerge if individuals are motivated by the job rewards they obtain as a function of their experience in organizations. We articulate two career strategies that individuals employ to navigate their early careers—commitment to a single employer and “job hopping” between different employers. Each strategy generates social capital (an individual's structure of social relations) but of a different kind. Embeddedness in the same organization over time develops a strong local identity and reputation within the firm. Boundary spanning through experience in different organizations creates opportunities for connecting people and ideas and for knowledge transfer between firms. We posit and present evidence that the choice between these two strategies is conditioned by social experience at the onset of one's career—the length of tenure with the first employer—which sorts individuals into “stayers” and “movers.”     

Mental health outcomes of job stress among Chinese teachers: role of stress resource factors and burnout

This study examined the mental health outcomes of job stress among Chinese teachers in Hong Kong. A total of 269 Chinese teachers participated in Study 1 which provided cross‐sectional data regarding the associations among stress resource factors, burnout, and negative mental health. Study 2 was a six‐month longitudinal study which aimed to establish the direction of the associations among the hypothesized variables across two time points with a separate sample of 61 Chinese secondary school teachers. Results of the structural equation modelling analyses on the cross‐sectional data at T1 showed that stress resource factors of self‐efficacy and proactive attitude were negatively related to burnout, which in turn had a direct effect on negative mental health. Stress resource factors were also directly linked to mental health status of teachers. Results of similar analyses on the longitudinal data at T2 further indicated that burnout at T1 had a direct impact on burnout at T2, which in turn had a direct effect on negative mental health at T2. Findings and limitations of the study were discussed. Copyright © 2001 John Wiley & Sons, Ltd.     

Is career management related to employee development and performance?

The career management process involves career exploration, development of career goals, and use of career strategies to obtain career goals. The relationship between different aspects of the career management process and employee development behavior and performance was examined in this study. Employees provided information concerning their personal characteristics, career management strategies, their manager's support for career development, and willingness to participate in development activities. Managers provided ratings of each employee's job performance and developmental behavior. Position, manager's support for development, environmental exploration, and distance from career goal explained significant variance in employees' willingness to participate in development activities and developmental behavior. Career management was not significantly related to performance ratings. Research and practical implications of the study findings are discussed.     

Work-home conflict among nurses and engineers: Mediating the impact of role stress on burnout and satisfaction at work

Using structural equation modeling, this paper compares a more traditional, unmediated model of work-based role stress and its consequences on job satisfaction and burnout to two models in which the role stress-affective work outcome relationship is mediated (partially and completely) by work-home conflict across two samples of public sector professionals: engineers and nurses. The findings indicate that a model in which role conflict and overload have both direct and indirect effects—via work-home conflict—on job burnout and satisfaction (‘Partial Mediation’ model) achieves a better overall ‘fit’ than two alternative models. Furthermore, the findings suggest that while the two groups perceive many aspects of the work-home relationship differently, for both groups, work-based role conflict is an important antecedent of work-home conflict, and increased burnout an important direct consequence of work-home conflict. Finally, on the basis of the findings, the authors conclude that perspectives which view the work and non-work realms as independent must be reconsidered, and that the nature of the work-home relationship may, to a great extent, be contingent upon the way different occupational groups perceive their work situations.     

The changing pictures of the relationship between career and family

This paper discusses how male managers perceive the relationship between their careers and family lives. The authors suggest that a typology of perceptions is necessary to describe this relationship. The way individuals perceive the relationship is influenced by the emotional outcomes of work and the relative importance of work in the life of the person. While the former is mostly the consequence of the job-person fit, the latter is closely linked to the individual's life stage. Thus, work appears to be the more significant environment in an individual's early adult stages, while family and private life become the more salient environment later in life.     

The boundaryless career: A competency-based perspective

This paper proposes a competency-based view of careers, derived from competency-based models of employer firms. The implications for boundaryless careers are explored by reference to changing organizational, occupational and industry community contexts. All of these contexts are seen as likely to promote boundaryless career behaviors. Future research possibilities for each of three career competencies, and for interdependence among the competencies, are briefly examined.     

The stress of managerial and professional women: is the price too high?

‘Live as domestic a life as possible. Have your child with you all the time. Lie down an hour after each meal. Have but two hours intellectual life a day. And never touch pen, brush or pencil as long as you live’. Dr S. Weir Mitchell, 1855 When Dr Mitchell, purportedly the greatest North American nerve specialist of his time, gave the above advice to his patient Charlotte Perkins Gilman, he almost certainly believed he was helping her get over a severe nervous condition. Fortunately, she did not take his advice. Instead she devoted herself to the study of economics and regained her health. The perspectives offered to working women by many a modern day Dr Mitchell appear to have changed somewhat in subtlety, but little in kind. For example, the August 18, 1986 cover of Fortune magazine featured a beaming mother and cherubic child illustrating the lead article, entitled ‘Why women are bailing out’. The article goes on to tell why four of the ‘best’ women MBAs had quit the workforce. One stated ‘I had to hire and fire people … I just don't want the hassle’ (of corporate life). Another having passed up a promotion at a Houston bank, ‘quit to have her first child’ and after her second had no plans to go back to work. A third complained: ‘I just couldn't do it. I watched other women sliding as they tried to juggle both career and family, making themselves crazy in the process’. And the fourth left a big accounting firm because the ‘hours were bad, and is now happier as a “part time teacher”’. While the Fortune article mentioned several reasons for women's leaving the corporate world ranging from competing family demands to discrimination, the underlying messages were clearly that mothers have to choose between children and career and that the business world is too cold, uncaring and tough for women, in a word no place for a lady. A chorus of such articles have appeared in the popular media warning against the dangers of career commitment for women, which are said to include everything from burnout, infertility, alcoholism, heart attacks to terminal spinsterhood (Faludi, 1991). More serious treatments emanating from academia have often reached similar conclusions. These dire pronouncements are especially influential to young women contemplating a professional or managerial career, but indeed those already in such careers may also wonder if they have made a bad choice. To answer such questions, this paper will explore some aspects of the relationship between career and emotional health and well-being for a group of highly successful career women.