Leading the Challenge: Leader Support Modifies the Effect of Role Ambiguity on Engagement and Extra-Role Behaviors in Public Employees

The assumption of new challenges and services to provide, and the evolution of new technologies in public administration, give employees an important perception of ambiguity when carrying out their work. Role ambiguity has been conceptualized as one of the main impeding demands at work with negative consequences. The objective of the present study is to analyze the moderating effect of the support by the department head in the negative influence of the role ambiguity on the engagement and the extra-role performance behaviors of the employees. The hypothesis is proposed that the support of the department head will mean the transformation of role ambiguity into a challenging job demand with positive results. A total of 315 public employees with administrative staff have participated in this study. Results confirmed that the support of the leader moderates the effects of role ambiguity. The inclusion of this variable as a moderator transforms the influence of role ambiguity on the employees’ engagement into a positive one and reduces their negative effect on extra-role performance behaviors. These results reinforce the role of leader support as a protective element against job demands in public administrations. Theoretical and practical implications and future lines of research are discussed at the end of the work

Are Job Demands Necessary in the Influence of a Transformational Leader? The Moderating Effect of Role Conflict

(1) Background: The objective of this manuscript is to propose the necessity of job demands to ensure the positive influence of policies in stimulating employees’ engagement and performance. If the policies related to the intellectual stimulation of employees implemented by team leaders are to have positive effects on employee performance, they must induce emotional engagement in the employees. Furthermore, to achieve this positive influence on emotions, the organization must offer an environment that challenges the employees in the organization. Here, we analyze a moderate mediation model to examine the moderating, positive effect of role conflict on the intellectual engagement and performance of employees. (2) Methods: This study involved 705 employees of a multinational private company based in Spain. (3) Results: We confirm the positive moderating effect of role conflict between the intellectual stimulation of employees and intellectual engagement, and the mediating effect of intellectual engagement between leadership behavior and employee performance. (4) Conclusions: Organizational leader stimulation practices necessitate an environment of moderate job demands in order to improve the intellectual engagement of employees, thereby increasing their performance. The implications of the findings in terms of theory, research and practice are discussed

Confirmatory and Exploratory Analysis of the Questionnaire to Evaluate the Disposition towards Organizational Change (CEDCO)

This article shows the results of two processes that corresponded to exploratory and confirmatory analyses of the Questionnaire to Evaluate the Disposition towards Organizational Change (CEDCO). The overall sample consisted of 1554 people. The first process considered 489 participants, and provided evidence of the multidimensionality of the test on three levels. The second process involved a sample of 1065 people, and provided evidence for appropriate fit values for the model that were consistent with the initial proposal for the test on three levels of evaluation: individual, group, and organizational. The results suggest the need to evaluate the practice using other mathematical models to address the biases that exist in some item distributions

Are Job Demands Necessary in the Influence of a Transformational Leader? The Moderating Effect of Role Conflict

(1) Background: The objective of this manuscript is to propose the necessity of job demands to ensure the positive influence of policies in stimulating employees’ engagement and performance. If the policies related to the intellectual stimulation of employees implemented by team leaders are to have positive effects on employee performance, they must induce emotional engagement in the employees. Furthermore, to achieve this positive influence on emotions, the organization must offer an environment that challenges the employees in the organization. Here, we analyze a moderate mediation model to examine the moderating, positive effect of role conflict on the intellectual engagement and performance of employees. (2) Methods: This study involved 705 employees of a multinational private company based in Spain. (3) Results: We confirm the positive moderating effect of role conflict between the intellectual stimulation of employees and intellectual engagement, and the mediating effect of intellectual engagement between leadership behavior and employee performance. (4) Conclusions: Organizational leader stimulation practices necessitate an environment of moderate job demands in order to improve the intellectual engagement of employees, thereby increasing their performance. The implications of the findings in terms of theory, research and practice are discussed

Clima y satisfacción laboral en el contexto universitario

El objetivo del estudio es comprobar la relación del clima y la satisfacción laboral en el contexto de una universidad pública. Los datos fueron recogidos de 318 empleados públicos del personal de administración y servicios. Se realizaron análisis multinivel para comprobar los efectos transnivel del clima, operacionalizado a nivel de las áreas administrativas, y la satisfacción laboral individual. El modelo de Kopelman, Brief y Guzzo (1990) sirve de marco teórico para mostrar las relaciones entre el clima y los estados cognitivos y afectivos, como la satisfacción laboral. Los resultados muestran que el clima de las áreas tiene una relación positiva y significativa con la satisfacción laboral, lo que tiene implicaciones para el desarrollo de prácticas innovadoras de recursos humanos que fomenten el bienestar y el compromiso de los empleados, en la construcción de una organización saludable y responsable socialmente

Clima y satisfacción laboral en el contexto universitario

El objetivo del estudio es comprobar la relación del clima y la satisfacción laboral en el contexto de una universidad pública. Los datos fueron recogidos de 318 empleados públicos del personal de administración y servicios. Se realizaron análisis multinivel para comprobar los efectos transnivel del clima, operacionalizado a nivel de las áreas administrativas, y la satisfacción laboral individual. El modelo de Kopelman, Brief y Guzzo (1990) sirve de marco teórico para mostrar las relaciones entre el clima y los estados cognitivos y afectivos, como la satisfacción laboral. Los resultados muestran que el clima de las áreas tiene una relación positiva y significativa con la satisfacción laboral, lo que tiene implicaciones para el desarrollo de prácticas innovadoras de recursos humanos que fomenten el bienestar y el compromiso de los empleados, en la construcción de una organización saludable y responsable socialmente

Consequences of Team Job Demands: Role Ambiguity Climate, Affective Engagement, and Extra-Role Performance

In the absence of clearly established procedures in the workplace, employees will experience a negative affective state. This situation influences their well-being and their intention to behave in ways that benefit the organization beyond their job demands. This impact is more relevant on teamwork where members share the perception of ambiguity through emotional contagion (role ambiguity climate). In the framework of the job demands-resources model, the present study analyzes how high levels of role ambiguity climate can have such an effect to reduce employee affective engagement. Over time it has been associated with negative results for the organization due to a lack of extra-role performance. The sample included 706 employees from a multinational company, who were divided into 11 work teams. In line with the formulated hypotheses, the results confirm the negative influence of the role ambiguity climate on extra-role performance, and the mediated effect of affective engagement in the relationship between the role ambiguity climate and extra-role performance. These findings indicate that the role ambiguity climate is related to the adequate or inadequate functioning of employees within a work context

Research on happiness and affect during Covid-19 confinement

Two databases: Research on happiness and affect during Covid-19 confinemen

Organisational Climate, Role Stress, and Public Employees’ Job Satisfaction

The Job Demands-Resources (JD-R) model is an integrative theoretical framework for monitoring workplaces with the aim to increase job engagement and prevent burnout. This framework is of great interest since the management of job resources and demands can negatively affect employees, especially in organisational contexts characterised by high job demands. This study uses the job demands-resources model to investigate the relationships between organisational climate, role stress, and employee well-being (burnout and job satisfaction) in public organisations. This is a descriptive, cross-sectional study. The research participants are 442 public employees. A structural equation model was developed (organisational climate, job satisfaction, burnout, role stress). These confirm that organisational climate is correlated with role stress (−0.594), job satisfaction (0.746), and burnout (−0.408), while role stress is correlated with burnout (0.953) and job satisfaction (−0.685). Finally, there is a correlation between burnout and job satisfaction that is negative and significant (−0.664). The study confirms that a positive organisational climate could lead to less stressed and burned-out workers and, at the same time, to more satisfied employees with improved well-being