Z6Z_6 symmetry, electroweak transition, and magnetic monopoles at high temperature

We consider the lattice realization of the Standard Model with an additional $Z_6$ symmetry. Numerical simulations were performed on the asymmetric lattice, which corresponds to the finite temperature theory. Our choice of parameters corresponds to large Higgs masses ($M_H > 90$ Gev). The phase diagram was investigated and has been found to be different from that of the usual lattice realization of the Standard Model. It has been found, that the confinement-deconfinement phase transition lines for the SU(2) and SU(3) fields coincide. The transition line between Higgs and symmetric deconfinement parts of the phase diagram and the confinement-deconfinement transition line meet in a triple point. The transition between Higgs and symmetric parts of the phase diagram corresponds to the finite temperature electroweak transition/crossover. We see for the first time evidence that Nambu monopoles are condensed at $T>T_c$ while at $T<T_c$ their condensate vanishes.Comment: Latex, 14 page

Multiple levels in job demands-resources theory:implications for employee well-being and performance

This chapter uses the most recent version of Job Demands-Resources (JD-R) theory to explain how working conditions influence employees, and how employees influence their own working conditions. We show how employee self-undermining activates a loss cycle of job demands, strain, and negative behaviors over time, whereas employee job crafting activates a gain cycle of job resources, work engagement, and positive behaviors. Moreover, we argue that employee well-being and organizational behavior is a function of factors located at different levels (i.e. organization, team, individual level), which influence each other within and over time. We propose cross-level interaction effects of organization-level initiatives and leader/employee behaviors on team and individual well-being and performance. Although JD-R theory provides answers to many questions regarding employee well-being and performance, we discuss several issues that deserve research attention. The chapter closes with practical implications. We discuss how managers and supervisors can help employees to avoid health problems and flourish at work

Momentary Work Happiness as a Function of Enduring Burnout and Work Engagement

The present study (N = 136) combined global measures with specific, experience-based measures to investigate how enduring job burnout and engagement influence the impact of daily work activities on momentary need satisfaction and happiness. We used the day reconstruction method (DRM) to ask employees from various occupations to reconstruct their working days. On the basis of employee work engagement and self-determination theories, we hypothesized that time spent on (a) core work tasks; (b) administrative work tasks; (c) client interactions; (d) interactions with colleagues; and (e) meetings would be negatively related to need satisfaction on the task level for employees high (vs. low) in enduring burnout; and positively related to need satisfaction on the task level for employees high (vs. low) in enduring work engagement. In addition, we predicted that psychological need satisfaction would mediate the relationships between time spent on work tasks and happiness during the tasks. The results of multilevel analyses largely supported these hypotheses. Our findings contribute to the literature by showing how those with high levels of burnout do not manage to satisfy their basic needs through their work, whereas those with high levels of work engagement satisfy their daily needs and stay happy

Job demands-resources model

* The question of what causes job stress and what motivates people has received a lot of research attention during the past five decades. In this paper, we discuss Job Demands-Resources (JD-R) theory, which represents an extension of the Job Demands-Re

Short-term trajectories of workplace bullying and its impact on strain: A latent class growth modeling approach

The aim of this weekly diary study was (a) to identify trajectories of workplace bullying over time and (b) to examine the association of each cluster with strain indicators (i.e., insomnia and anxiety/depression). A sample of 286 employees during 4 weeks of data was used (N occasions = 1,144). Results of latent class growth modeling showed that 3 trajectories could be identified: a nonbullying trajectory, which comprised 90.9% of the sample; an inverted U trajectory; and a delayed increase bullying trajectory; the latter two each had 4.2% of the participants. We found a significant interaction between time and trajectories when predicting insomnia and anxiety/depression, with each strain showing a differential pattern with each trajectory. It seems that the negative effects on insomnia are long-lasting and remain after bullying has already decreased. In the case of anxiety and depression, when bullying decreases strain indicators also decrease. In this study, by examining trajectories of bullying at work over time and their associations with strain, we provide new insights into the temporal dynamics of workplace bullying

Bevlogen voor de klas

Wat zorgt ervoor dat een leraar plezier in het werk heeft en met enthousiasme naar het werk gaat? Dit artikel gaat over de factoren die er toe bijdragen dat een leraar bevlogen raakt, en welke gevolgen dit kan hebben. Het begrip bevlogenheid wordt nader toegelicht, en geplaatst in het JD-R model, een model dat de relatie tussen onder andere bevlogenheid en prestaties beschrijft. Tenslotte wordt uitgelegd welke rol bevlogenheid in het onderwijs heeft, en op welke manier bevlogenheid bevorderd kan worden

Passion for work: Work engagement versus workaholism.

Introduction: Nothing great in the world has been accomplished without passion. Georg Wilhelm Friedrich Hegel (1770-1831) Is passion needed for excellent performance? The question of what predicts outstanding performance at work remains timely and relevant. The term “passion for work” emerged from qualitative research on entrepreneurs’ motivation, and has been defined as a selfish, passionate love for the work (Shane, Locke & Collins, 2003). Passion for work has been proposed as key to understanding entrepreneurial behavior and performance. Passion is “… the enthusiasm, joy, and even zeal that come from the energetic and unflagging pursuit of a worthy, challenging and uplifting purpose” (Smilor, 1997, as cited in Shane at al., 2003). However, few attempts have been made so far as to operationalize the construct, let alone relate it to entrepreneurial behaviour. The current chapter aims to fill this void, by focusing on work engagement and workaholism as two motivational concepts indicating “passion for work”

Creativity under task conflict : the role of proactively increasing job resources

Abstract: The present daily diary study among employees from various occupational sectors used conflict and creativity theories to hypothesize that task conflict has an inverted U-shaped relationship with employee creativity (i.e., creativity is higher at moderate than low or high levels of conflict). In addition, we argue that this curvilinear effect is likely to occur when employees proactively increase their job resources. A total of 92 employees filled out a diary survey at the end of five consecutive days. Results of multilevel analyses revealed that, as predicted, task conflict had an inverted U-shaped link with creativity when employees increased their structural job resources. However, when employees increased their social job resources, the link was linear and positive. Our findings also showed that increasing job resources related positively to employee creativity – this effect was found for both increasing structural and social job resources. We discuss the theoretical contributions of these findings and conclude that moderate task conflict has the potential to benefit organizations

Job Demands–Resources theory and self-regulation: new explanations and remedies for job burnout

Background: High job demands and low job resources may cause job strain and eventually result in burnout. However, previous research has generally ignored the roles of time and self-regulation. Objectives: This theoretical article synthesizes the literature to propose a multilevel model that delineates how acute job strain translates into enduring and severe job burnout. Methods: We integrate self-regulation perspectives in job demands-resources (JD-R) theory to propose that short-term job strain and eventually enduring burnout is the result of consistently high job demands and low job resources–combined with failed self-regulation. Results: The model shows that when employees are confronted with increased job strain, they are more likely to use maladaptive self-regulation strategies, such as coping inflexibility and self-undermining. In addition, when job strain increases, employees are less likely to use adaptive self-regulation strategies, such as job stress recovery and job crafting. It follows that when the job becomes more stressful, stable resources become more important. Organizational resources such as human resource practices and healthy leadership may help employees to regulate their short-term fatigue and avoid enduring burnout. Furthermore, key personal resources like emotional intelligence and proactive personality may help employees to recognize and regulate their fatigue in an effective way. Conclusion: The proposed model of burnout expands JD-R theory and offers important practical implications for the prevention and reduction of burnout