Thriving at work: A meta‐analysis

Thriving at work refers to a positive psychological state characterized by a joint sense of vitality and learning. On the basis of Spreitzer and colleagues' model, we present a comprehensive meta‐analysis of antecedents and outcomes of thriving at work (K = 73 independent samples, N = 21,739 employees). Results showed that thriving at work is associated with individual characteristics, such as psychological capital (r_c = .47), proactive personality (r_c = .58), positive affect (r_c = .52), and work engagement (r_c = .64). Positive associations were also found between thriving at work and relational characteristics, including supportive coworker behavior (r_c = .42), supportive leadership behavior (r_c = .44), and perceived organizational support (r_c = .63). Moreover, thriving at work is related to important employee outcomes, including health‐related outcomes such as burnout (r_c = ?.53), attitudinal outcomes such as commitment (r_c = .65), and performance‐related outcomes such as task performance (r_c = .35). The results of relative weights analyses suggest that thriving exhibits small, albeit incremental predictive validity above and beyond positive affect and work engagement, for task performance, job satisfaction, subjective health, and burnout. Overall, the findings of this meta‐analysis support Spreitzer and colleagues' model and underscore the importance of thriving in the work context.     

Perspectives on safety: The impact of group membership,work factors and trust on safety performance in UK and Norwegian drilling company employees

This study is anchored in a contractor company providing well services for platform drilling on the Norwegian (NCS) and the UK Continental Shelves (UKCS). The research project has as its point of departure the potential influences of group level characteristics, structural work factors, trust, and safety behaviour on safety performance. Do perceptions and performance differ across Shelves? Are “nomadic” groups or employees that have more unpredictable shift rotations more exposed to accidents than others? Is high trust and sound safety behaviour enhancing good safety performance? The results are based on questionnaire data from two samples of personnel distributed across three installations on the UKCS and nine on the NCS with a response rate of 67%: N = 170 (UKCS) and N = 621 (NCS). In addition, two focus group interviews were held in each country, with 15 participants in each. The results show that our model makes sense. Shelf shows a significant influence on safety performance in all but the final stage in our five-step logistic regression model, indicating that the effect may be mediated by safety compliance and safety participation. Installations and different work teams have different exposure and structural work factors matter significantly. Somewhat counter-intuitively, employees who have a “nomadic” status and who hold the least regular shift rotations appear to have a lower risk of being involved in incidents. High trust in workmates buffers against incident involvement and the same applies for high safety compliance. The results, challenges and implications for research and safety practitioners are discussed.     

The role of other orientation in reactions to social and economic leader–member exchange relationships

In this study, we investigate, through two study samples, whether relationships between social leader–member exchange (SLMX) and economic leader–member exchange (ELMX) relationships and outcomes differ depending on the followers' level of other orientation or the extent to which they are concerned for the welfare of others. We propose that followers with higher other orientation would respond less negatively to higher levels of ELMX and more positively to higher levels of SLMX because they are less likely to engage in behaviors based on rational and self‐interested calculations. In Study 1 (N = 200), we found that higher other orientation mitigated ELMX's negative relations with affective commitment and turnover intention. In Study 2 (N = 4,518), we both replicated the findings from Study 1 and also found that higher other orientation mitigated ELMX's negative relations with work effort. We also uncovered a weaker positive relationship between SLMX and organizational citizenship behavior for followers with higher other orientation.     

Building work engagement: A systematic review and meta‐analysis investigating the effectiveness of work engagement interventions

Low work engagement may contribute towards decreased well‐being and work performance. Evaluating, boosting and sustaining work engagement are therefore of interest to many organisations. However, the evidence on which to base interventions has not yet been synthesised. A systematic review with meta‐analysis was conducted to assess the evidence for the effectiveness of work engagement interventions. A systematic literature search identified controlled workplace interventions employing a validated measure of work engagement. Most used the Utrecht Work Engagement Scale (UWES). Studies containing the relevant quantitative data underwent random‐effects meta‐analyses. Results were assessed for homogeneity, systematic sampling error, publication bias and quality. Twenty studies met the inclusion criteria and were categorised into four types of interventions: (i) personal resource building; (ii) job resource building; (iii) leadership training; and (iv) health promotion. The overall effect on work engagement was small, but positive, k = 14, Hedges g = 0.29, 95%‐CI = 0.12–0.46. Moderator analyses revealed a significant result for intervention style, with a medium to large effect for group interventions. Heterogeneity between the studies was high, and the success of implementation varied. More studies are needed, and researchers are encouraged to collaborate closely with organisations to design interventions appropriate to individual contexts and settings, and include evaluations of intervention implementation. © 2016 The Authors. Journal of Organizational Behavior published by John Wiley & Sons, Ltd.     

The self-defensive attribution hypothesis in the work environment: Co-workers’ perspectives

The study explored the possible influences of situational, personal and non-relevant perception on causality attributions and responsibility assignment in Ghana’s work environment. Ghanaian industrial workers (co-workers) who were witnesses to industrial accidents (n = 117) assigned causality for the mishap and their responses were compared. Analyses were based on the co-workers’ responses to open-ended questions. Three categories of co-workers were identified and labelled as situationally relevant (n = 34), personally relevant (n = 43) and non-relevant co-workers (n = 40). The results showed that co-workers (witnesses) who had some perception of situational and or personal relevance with the accident victims attributed less responsibility to the accident victims than did their counterparts who had no perception of relevance. This observation, like other motivated attributional distortions, seems to reflect a tendency towards self-protection from the three categories of co-workers. It confirms the self-defensive attribution hypothesis in causal attributions about accidents in the work environment.     

Why seeking feedback from diverse sources may not be sufficient for stimulating creativity: The role of performance dynamism and creative time pressure

We explore how the impact of seeking feedback from different sources (i.e., feedback source variety) on employee creativity is shaped by perceptions of the work environment. Specifically, we argue that two contextual factors, namely, performance dynamism (Study 1) and creative time pressure (Study 2), moderate the relationship between feedback source variety and creativity such that under conditions of high performance dynamism and low creative time pressure, individuals benefit from diverse feedback information. In Study 1 (N = 1,031), the results showed that under conditions of high performance dynamism, the relationship between feedback source variety and self‐reported creativity was nonlinear, with employee creativity exponentially increasing as a function of feedback source variety. Similarly, in Study 2 (N = 181), we found that under conditions of low creative time pressure, the relationship between feedback source variety and employee creativity was nonlinear, with supervisor‐rated creative performance exponentially increasing at higher levels of feedback source variety. Such results highlight that the relationship between feedback source variety and creative performance is affected by the perceptions of the work environment in which feedback is sought.     

Leader‐signaled knowledge hiding: Effects on employees' job attitudes and empowerment

The authors introduce the concept of leader‐signaled knowledge hiding (LSKH) and conduct two studies observing what happens when leaders signal employees that knowledge hiding (KH) is practiced, tolerated, and expected. Social learning theory provides the basis for predicting that LSKH encourages subordinates to hide knowledge, even though they suffer from negative job attitudes in reaction. In Study 1, data measured at two time points (N = 1,162) shows that LSKH positively predicts KH among subordinates. The KH dimensions of evasive hiding and playing dumb (but not rationalized hiding) negatively relate to job satisfaction and positively affect turnover intentions. Study 2 (N = 1,169) replicates these results with cross‐sectional data. Moreover, Study 2 demonstrates that evasive hiding and playing dumb negatively affect empowerment, whereas rationalized hiding has a positive effect. Both studies reveal that subordinates will show less KH when they work under leaders who avoid LSKH and in turn have more job satisfaction, feel more empowered, and harbor fewer turnover intentions. The results in this study provide important practical implications for knowledge management activities.     

Recovery from work‐related effort: A meta‐analysis

This meta‐analytic study examines the antecedents and outcomes of four recovery experiences: psychological detachment, relaxation, mastery, and control. Using 299 effect sizes from 54 independent samples (N = 26,592), we extend theory by integrating recovery experiences into the challenge–hindrance framework, creating a more comprehensive understanding of how both after‐work recovery and work characteristics collectively relate to well‐being. The results of meta‐analytic path estimates indicate that challenge demands have stronger negative relationships with psychological detachment, relaxation, and control recovery experiences than hindrance demands, and job resources have positive relationships with relaxation, mastery, and control recovery experiences. Psychological detachment after work has a stronger negative relationship with fatigue than relaxation or control experiences, whereas control experiences after work have a stronger positive relationship with vigor than detachment or relaxation experiences. Additionally, a temporally driven model with recovery experiences as a partial mediator explains up to 62% more variance in outcomes (ΔR² = .12) beyond work characteristics models, implying that both work characteristics and after‐work recovery play an important role in determining employee well‐being.     

Predicting work performance in nuclear power plants

Diagnosis and monitoring are the major tasks of an operator in main control room of nuclear power plants (NPPs). The operator’s mental workload influences his/her performance, and furthermore, affects the system safety and operations. This study investigated the operator’s mental workload and work performance of the NPP in Taiwan. An experiment including primary and secondary tasks was designed to simulate the reactor shutdown procedure of the fourth nuclear power plant (FNPP). The performance of the secondary tasks (error rate), subjective mental workload (NASA Task Load Index, NASA-TLX) as well as seven physiological indices were assessed and measured. The group method of data handling (GMDH) was applied to integrate these physiological indices to develop a work performance predictive model. The validity of the proposed model is very well with R² = 0.84 and its prediction capability is high (95% confidence interval). The proposed model is expected to provide control room operators a reference value of their work performance by giving physiological indices. Besides NPPs, the proposed model can be applied to many other fields, e.g. aviation, air transportation control, driving and radar vigilance, etc.     

Employee behaviors before and after stress management

A quasi-experiment was used to compare employee behaviors before and after stress management training. Organizational records on employee absenteeism, performance ratings, equipment accidents, and work injuries were obtained for highway maintenance workers who received biofeedback (BIO=21) or muscle relaxation (MR=16) training. Similar data were gathered for a comparison group of employees who did not volunteer for training (n = 80). The pre-training period (time 1) consisted of 2 1/2 years. The post-training period was divided into the year immediately after training (time 2) and the following 1/2 year (time 3). Multiple regression analyses indicated that the MR (but not BIO) group variable explained unique variance in time 2 absenteeism (p < 0.05) but not in performance ratings, equipment accidents, nor work injuries (p > 0.05). Neither group entered predictive models for any measure at time 3 (p > 0.05). The results provide limited support for relaxation training offered as a prevention activity in work settings.     

The effect of economic consequences on social judgment and choice: Reward interdependence and the preference for sociability versus competence

Competence and sociability (warmth) are fundamental dimensions of social judgment in organizations. However, these qualities are frequently seen as negatively related, with mixed evidence on which is more important. In three studies (N = 993), we investigated the effects of reward interdependence on the preference for sociability versus competence. We predicted that reward interdependence would elicit a more instrumental, calculative mindset, which in turn, would lead individuals to value competence more. Study 1 surveyed working adults who were in actual work groups and found that those who worked in more (vs. less) reward interdependent environments were more likely to think instrumentally and calculatively when considering potential colleagues. This mindset, in turn, was associated with a greater tendency to value competence over sociability. Studies 2 and 3 used an experimental design and found that when people imagined or anticipated working in a situation in which their economic outcomes depended in part on others, they were more likely to adopt an instrumental focus and choose a “competent jerk” over a “lovable fool.” These results call into question a vast social judgment literature that has made claims about the importance of sociability and related constructs without considering the context, and particularly the reward interdependence, often inherent in organizational contexts.     

The relationship between managerial motivation,leadership, nurse outcomes and patient satisfaction

This ex‐post facto/correlational study examines the relationships among the following variables: nurse manager motivation for power, achievement and affiliation (N=19), managerial leadership behaviors, staff nurse outcomes of job satisfaction, productivity and organizational commitment (N=221) and patient satisfaction (N=299). Results show that managerial motivation for power is negatively correlated with manager use of leadership behaviors and staff nurse job satisfaction but positively correlated with patient satisfaction. Managerial motivation for achievement is positively correlated with use of leadership behaviors as well as nurse job satisfaction, productivity and organizational commitment, and generally to patient satisfaction. Managerial motivation for affiliation reveals few significant positive or negative relationships with other variables. The researcher concludes that both power and achievement motivation of the manager influence staff and patient outcomes in health care in the 1990s. Copyright © 1999 John Wiley & Sons, Ltd.     

Implications of job insecurity perceptions and job insecurity responses for psychological well-being,turnover intentions and reported risk behavior

This study aimed to test whether cognitively appraised level of job insecurity (job insecurity perceptions) and evaluative responses to a perceived level of job insecurity (job insecurity dissatisfaction and job insecurity behaviors) could relate differently to employee mental well-being, turnover intentions and on-the-job risk behavior. The significance of demographic characteristics (gender and age) as well as the implications of attitudinal variables (job satisfaction, job motivation and organizational commitment) and for the dependent variables was taken into account. Based on data from a self-completion questionnaire survey carried out among a representative sample of the Norwegian adult population (N = 260) results indicated that only job insecurity behaviors were indirectly related to turnover intentions and risk behavior via their impact on psychological well-being. The relative importance of the job insecurity dimensions for the dependent variables are discussed, as well as theoretical and practical implications.     

Evaluation of an in-vehicle monitoring system (IVMS) to reduce risky driving behaviors in commercial drivers: Comparison of in-cab warning lights and supervisory coaching with videos of driving behavior

ProblemRoadway incidents are the leading cause of work-related death in the United States.MethodsThe objective of this research was to evaluate whether two types of feedback from a commercially available in-vehicle monitoring system (IVMS) would reduce the incidence of risky driving behaviors in drivers from two companies. IVMS were installed in 315 vehicles representing the industries of local truck transportation and oil and gas support operations, and data were collected over an approximate two-year period in intervention and control groups. In one period, intervention group drivers were given feedback from in-cab warning lights from an IVMS that indicated occurrence of harsh vehicle maneuvers. In another period, intervention group drivers viewed video recordings of their risky driving behaviors with supervisors, and were coached by supervisors on safe driving practices.ResultsRisky driving behaviors declined significantly more during the period with coaching plus instant feedback with lights in comparison to the period with lights-only feedback (ORadj = 0.61 95% CI 0.43–0.86; Holm-adjusted p = 0.035) and the control group (ORadj = 0.52 95% CI 0.33–0.82; Holm-adjusted p = 0.032). Lights-only feedback was not found to be significantly different than the control group's decline from baseline (ORadj = 0.86 95% CI 0.51–1.43; Holm-adjusted p > 0.05).ConclusionsThe largest decline in the rate of risky driving behaviors occurred when feedback included both supervisory coaching and lights.Practical applicationsSupervisory coaching is an effective form of feedback to improve driving habits in the workplace. The potential advantages and limitations of this IVMS-based intervention program are discussed.     

Experimental evidence for the effects of task repetitiveness on mental strain and objective work performance

People frequently have to work in high repetitive jobs. Previous research has focused exclusively on the effects of task repetitiveness on well‐being, while neglecting effects on work performance. In the present study, we aimed to fill this void by conducting two workplace simulations with experimental manipulations of task repetitiveness. Participants worked for about 5 hours at either a computer workstation, compiling computer hardware packages according to customer requests (Experiment 1, N = 160), or at an assembly line, piecing together equipment sets for furniture (Experiment 2, N = 213). Both experiments provide consistent evidence that high repetitiveness has a detrimental effect on well‐being, whereas work performance increases under conditions of high repetitiveness. On a practical level, our study hence shows that high task repetitiveness is a double‐edged sword for both employees and organizations. On a conceptual level, our findings emphasize the necessity to account for both mental strain and work performance when examining the effects of task repetitiveness. Copyright © 2014 John Wiley & Sons, Ltd.     

Why should I be generous when I have valued and accessible alternatives? Alternative exchange partners and OCB

An Erratum has been published for this article in Journal of Organizational Behavior 26(7) 2005, 873. Previous research on the relationship between alternative employment opportunities and cooperation has neglected the distinction between evaluations and restrictions. Thus, one cannot analyze the relationship between attractiveness of alternative employment opportunities and organizational citizenship behaviors (OCB) under different levels of perceived ease of finding alternative employment. In a pilot study with N = 149 German employees, we confirm the proposed distinction with confirmatory factor analyses. Based on power‐dependence theory and rational choice models, we predict that under high ease the relationship between attractiveness and OCB should be more strongly negative than under conditions of low ease. In addition, we hypothesize that the interaction between attractiveness and ease should be greater for OCB than for task performance because task performance is exchanged in a relationship with an enforceable, binding contract, while OCB is voluntarily. Results from moderated multiple regression analysis on N = 86 German professional–supervisor dyads support our prediction for a negative relationship between attractiveness and OCB under high ease. Under low ease, we find a positive relationship between attractiveness and OCB. Moreover, there was no relationship with the interaction and task performance. Implications of the findings both for extra‐role and job mobility theory formation and research are discussed. Copyright © 2004 John Wiley & Sons, Ltd.     

Perceptions of personal vulnerability to workplace hazards in the Australian construction industry

Introduction

The importance of risk perception for workplace safety has been highlighted by the inclusion of risk appraisals in contemporary models of precautionary behavior at work. Optimism bias is the tendency to think that negative events are less likely to happen to oneself than to the average person, and is proposed to be related to the reduced use of precautions.

Method

Building on studies of optimism bias for workplace hazards using samples with heterogenous risk profiles, the current study aimed to investigate whether optimism bias is present in a sample of workers exposed to similar workplace hazards. 175 Australian construction workers completed a brief survey that asked them to rate the likelihood of common construction industry hazards occurring to them and to the average worker of the same age doing the same job. Significant levels of optimism bias were found for many hazards (including being electrocuted, being trapped in a confined space, falling from heights, and causing someone else to have an injury).

Results

Optimism bias was not related to perceived controllability, contrary to findings in other domains, yet consistent with findings of optimism bias for workplace hazards. Optimism bias was not found to be related to a reduction in safe work behaviors, though this may be due to difficulties in measuring safe or precautionary behavior, such as social desirability.

Impact on industry

That most workers think that hazards are less likely to happen to them than to the average worker presents a significant problem because it may ameliorate the efficacy of safety programs, yet constitutes a largely unexplored opportunity for improving workplace safety performance.     

No person is an island: The effects of group characteristics on individual trait expression

Although most researchers now espouse a person‐by‐situation interactionist approach, there remains much work to be carried out to fully understand how different features of the environment interact with personality to influence behavior. Thus, this study sought to examine the moderating effects of three group‐level constructs on the relationships between two personality traits (conscientiousness and extraversion) and individual performance and counterproductive behaviors. Specifically, using trait activation theory as an organizing framework, we considered the moderating effects of the following: (i) a previously unexamined construct called core group evaluations (CGEs); (ii) group conscientiousness composition; and (iii) group extraversion composition. Data were obtained from a sample of university football players (N = 225–252 from 40 groups). The results indicated that CGEs moderated the relationships between individual conscientiousness and both performance (subjective) and counterproductive behaviors. Group conscientiousness composition also moderated the relationships between individual conscientiousness and both performance (objective and subjective) and counterproductive behaviors. Lastly, group extraversion composition moderated the relationship between individual extraversion and counterproductive behaviors. These findings highlight the importance of considering a team's CGEs, as well as the personality composition of team members when investigating the effects of conscientiousness and extraversion on individual performance and counterproductive behaviors. Copyright © 2011 John Wiley & Sons, Ltd.     

Employee satisfaction in work groups with different gender composition

This study investigates the relationship between the gender composition of an employee's work group and the employee's job satisfaction, using a random sample over 1600 U.S. workers. After controlling possible confounding variables, our analysis shows that the level of an employee's job satisfaction is related to the gender composition of the employee's work group, and that the relationship of these variables does not differ between male and female employees. Both men and women working in gender-balanced groups have higher levels of job satisfaction than those who work in homogeneous groups. Employees working in groups containing mostly men have the lowest levels of job satisfaction, with those working in groups containing mostly women falling in the middle. These results are consistent with predictions based on Blau's theory of social structure, that satisfaction would be highest for employees in more heterogeneous groups. © 1997 by John Wiley & Sons, Ltd.