The influence of job, team and organizational level resources on employee well-being, engagement, commitment and extra-role performance : test of a model

Purpose – Worker well-being continues to be fundamental to the study of work and a primary consideration for how organizations can achieve competitive advantage and sustainable and ethical work practices (Cartwright and Holmes; Harter, Schmidt and Keyes; Wright and Cropanzano). The science and practice of employee engagement, a key indicator of employee well-being, continues to evolve with ongoing incremental refinements to existing models and measures. This study aims to elaborate the Job Demands-Resources model of work engagement (Bakker and Demerouti) by examining how organizational, team and job level factors interrelate to influence engagement and well-being and downstream outcome variables such as affective commitment and extra-role behaviour.Design/methodology/approach – Structural equations modelling of survey data obtained from 3,437 employees of a large multi-national mining company was used to test the important direct and indirect influence of organizational focused resources (a culture of fairness and support), team focused resources (team climate) and job level resources (career development, autonomy, supervisor support, and role clarity) on employee well-being, engagement, extra-role behaviour and organizational commitment.Findings – The fit of the proposed measurement and structural models met criterion levels and the structural model accounted for sizable proportions of the variance in engagement/wellbeing (66 percent), extra-role-behaviour (52 percent) and commitment (69 percent).Research limitations/implications – Study limitations (e.g. cross-sectional research design) and future opportunities are outlined.Originality/value – The study demonstrates important extensions to the Job Demands-Resources model and provides researchers and practitioners with a simple but powerful motivational framework, a suite of measures, and a map of their inter-relationships which can be used to help understand, develop and manage employee well-being and engagement and their outcomes

Prevalence and correlates of geriatric depression in a rural community in Kerala, India

Background: Elderly constitutes a vulnerable group for depression, as they are especially prone to suffer adverse consequences of a depressive episode and have greater rates of completed suicides. This study aims to estimate the prevalence and determinants of geriatric depression.  Methods: A cross-sectional study was done among 250 elderlies from 1st January 2019 to 1st January 2020 in the different rural blocks of Ernakulam district, India. The multistage sampling technique and the Geriatric Depression Scale (GDS-30) were used to collect the data. A score of 0 9 is considered "normal", 10 19 is labeled as "mildly depressed", and 20 30 as "severely depressed". Statistical analysis was performed using the IBM SPSS software. The Chi-square test /Fisher's exact test was used to study the association between the socio-demographic and behavioral variables with depression. Results: The mean age was 69.33 ± 7.41years and male: female ratio was 0.55: 1.The overall prevalence of depression was 52.4%. Advanced age over 70years [OR=2.04;95% CI, 1.227 – 3.394; P=0.006], female gender[OR=2.844;95% CI,1.663-4.865; P =<0.001], lack of gainful employment [OR=3.504; 95% CI, 1.833–6.699; P =<0.001], physical dependence [OR=0.365;95% CI,0.162–0.821; P =0.012], financial dependence [OR=0.388; 95% CI, 0.219–0.687; P =<0.001], presence of medical co morbidities [OR=0.428; 95% CI, 0.212–0.866; P =0.016],poor lifestyle including the lack of regular exercise [OR =2.020; 95% CI,1.174–3.473; P =0.010], addiction to alcohol [OR=4.932;95%CI,1.600-15.208; P =0.004] and addiction to tobacco smoking [OR=2.905;95%CI,1.273-6.628; P =0.009] and poor family support [OR= 5.180;95% CI,716–15.636; P = 0.002] were found to be significantly associated with depression. Conclusion: The prevalence of depression among the elderlies was high, and hence early diagnosis and prompt treatment are essential to reduce its burden in the community

Role resources and work-family enrichment: The role of work engagement

The majority of work-family research has focused on negative spillover between demands and outcomes and between the work and family domains (e.g., work-family conflict; see review by Eby, Casper, Lockwood, Bordeaux, & Brinley, 2005). The theory that guided this research was in most cases role stress theory (Greenhaus & Beutell, 1985) or the role scarcity hypothesis (Edwards & Rothbard, 2000). However, according to spillover theory, work-related activities and satisfaction also affect non-work performance, and vice versa. Recently, in line with the positive psychology movement (Seligman & Csikszentmihalyi, 2000), work-family interaction research has also included concepts of positive spillover (Bakker & Schaufeli, 2008; Grzywacz & Marks, 2000). This emerging focus supplements the dominant conflict perspective by identifying new ways of cultivating human resource strength

Self-efficacy and work engagement: Test of a chain model

Purpose – This study investigates the mediating roles of work and family demands and work–life balance on the relationship between self-efficacy (to regulate work and life) and work engagement. Specifically, it seeks to explain how self-efficacy influences employees’ thought patterns and emotional reactions, which in turn enable them to cope with work and family demands, and ultimately achieve work–life balance and work engagement. Design/methodology/approach – Structural equation modelling (SEM) of survey data obtained from a heterogeneous sample of 1,010 Australian employees is used to test the hypothesised chain mediation model. Findings – The SEM results support the hypothesised model. Self-efficacy was significantly and negatively related to work and family demands, which in turn were negatively associated with work–life balance. Work–life balance, in turn, enabled employees to be engaged in their work. Research limitations/implications – The findings support the key tenets of social cognitive theory and conservation of resources (COR) theory and demonstrate how self-efficacy can lead to work–life balance and engagement despite the presence of role demands. Study limitations (e.g., cross-sectional research design) and future research directions are discussed. Originality/value – This study incorporates COR theory with social cognitive theory to improve understanding of how self-efficacy enhances work–life balance and work engagement through a self-fulfilling cycle in which employees achieve what they believe they can accomplish, and in the process, build other skills and personal resources to manage work and family challenges.Data collection for this research was supported by the Australian Research Council Discovery Project under Grant DP0770109

Validation of the Organizational Culture Assessment Instrument

Organizational culture is a commonly studied area in industrial/organizational psychology due to its important role in workplace behaviour, cognitions, and outcomes. Jung et al.'s [1] review of the psychometric properties of organizational culture measurement instruments noted many instruments have limited validation data despite frequent use in both theoretical and applied situations. The Organizational Culture Assessment Instrument (OCAI) has had conflicting data regarding its psychometric properties, particularly regarding its factor structure. Our study examined the factor structure and criterion validity of the OCAI using robust analysis methods on data gathered from 328 (females = 226, males = 102) Australian employees. Confirmatory factor analysis supported a four factor structure of the OCAI for both ideal and current organizational culture perspectives. Current organizational culture data demonstrated expected reciprocally-opposed relationships between three of the four OCAI factors and the outcome variable of job satisfaction but ideal culture data did not, thus indicating possible weak criterion validity when the OCAI is used to assess ideal culture. Based on the mixed evidence regarding the measure's properties, further examination of the factor structure and broad validity of the measure is encouraged

Changing work environments and employee wellbeing: an introduction

Purpose: The purpose of this overview is to provide a brief introduction to the theme of the special issue, the expert commentary, and six papers included in the special issue. The authors conclude by articulating four avenues of future research that are likely to contribute significantly towards building work‐environments in which employees and organizations can flourish. Design/methodology/approach: The International Journal of Manpower's usual double blind review process was used to select the six papers from various parts of the world including Estonia, USA, Australia, Brazil, and Israel that focus on important aspects of the changing work environment and its influence on employee wellbeing. The papers represent a wide variety of research designs, methodologies, and analytic strategies used to investigate the influence of changing work environment on employee wellbeing. An expert commentary provides an overview of current scholarship on changes occurring in the work environment and its impact on employee wellbeing. Findings: The findings of the studies included in this special issue provide insights into six specific work‐environmental issues influencing employee wellbeing, including workplace bullying; inter‐organizational networks; professional contractor well‐being; inter‐generational differences; commitment and intention to leave; and work‐engagement. Practical implications: Each article includes practical implications with regard to promotion of employee wellbeing. Originality/value: Taken as a collective, the six papers in this special issue highlight frontier issues in the relationship between changing work environment and employee wellbeing. The expert commentary provides an easy to access summary of the current scholarship in the area and specifies fruitful areas for future research

Achieving employee wellbeing in a changing work environment

Purpose: The purpose of this expert commentary is to provide an overview of current scholarship on changes occurring in the work environment and its impact on employee wellbeing. The commentary touches on frontier issues such as measurement of healthy work environment, positive and negative changes in work environment influencing employee wellbeing, link between employee productivity and wellbeing, challenges in converting theory into practice, sustainable organizational behavior, workplace wellness, and several other issues germane to the special issue. Design/methodology/approach: The expert commentary explicates the current state of scholarship in relation to the theme of the special issue. The design of the expert commentary, a scholarly conversation between the Guest Editors and University Distinguished Professor Ellen Ernst Kossek, provides an easy to access summary of the current knowledge in the area. This format is intended to inform readers of IJM and to stimulate further scholarship in the area. Findings: The expert commentary provides a gist of key findings in the extant area of research, serving to inform readers about what we know, do not know, and fruitful areas for further enquiry. Originality/value: It provides an overview of current knowledge in the area