Perceptions of social context and intention to quit: The mediating role of work engagement and interpersonal strain

Several studies have investigated turnover intention and its predictors underlining the role of organisational conditions and personal resources. This study focused on the role of the Perceptions of Social Context (PoSC) and Work Engagement as personal resources that can create healthy and productive organisations. The aim of this study is to investigate the factors that contribute to intention to quit focusing on the PoSC, including Work Engagement and a construct that describes mental and emotional detachment from other individuals in work contexts (Interpersonal Strain). A total of 647 employees of an Italian organisation completed a self-report questionnaire. A structural equations model was tested, the findings of which show that work engagement negatively predicts intention to quit, whereas interpersonal strain positively predicts this outcome. Moreover, the PoSC of the immediate supervisor and the PoSC of colleagues have negative mediated effects on intention to quit by reinforcing work engagement and by reducing interpersonal strain, respectively. Finally, the PoSC of management also have negative effects on intention to quit, both directly and by increasing work engagement. Nevertheless, it is now possible to plan different actions and interventions, taking into account these findings to enhance workplace well-being

From social context and resilience to performance through job satisfaction: A multilevel study over time

Giving the crucial role of organizational context in shaping individual attitudes and behaviors at work, in this research we studied the effects of collective work-unit Perceptions of Social Context (PoSC) on individual work resilience and two key individual outcomes: job satisfaction and job performance as rated by the supervisor. We theorized that collective PoSC act as antecedents of individual variables, and that individual job satisfaction mediates the relationship between collective PoSC and job performance, and between work resilience and job performance over time. A sample of 305 white-collar employees, clustered in 67 work-units, participated in the study. Hierarchical linear modeling highlighted that collective PoSC are significant related to individual work resilience. Moreover, results showed that individual job satisfaction fully mediates the relationship between collective PoSC and individual job performance and the relationship between individual work resilience and individual job performance. At a practical level, results suggest that interventions on collective PoSC may increase work resilience, job satisfaction and job performance over time at the individual level

SELF-EFFICACY AND WORK PERFORMANCE: THE ROLE OF JOB CRAFTING IN MIDDLE-AGE WORKERS

In the last years, the scientific interest on job crafting within the Job demands-resources theory has been increased. The paper aimed to examine the role of job crafting in the relationship between self-efficacy and performance at work. Based on Job demands-resources theory, we hypothesized that employees with higher levels of self-efficacy would be most likely to make proactively changes in their own jobs in order to perform well. Specifically, we hypothesized that job crafting may mediate the positive effects between self-efficacy and work performance and organizational citizenship behaviours. Participants were 361 employees of different Italian organizations. Results from SEM showed the positive effect of self-efficacy on job crafting, work performance, and organizational citizenship behaviours. Furthermore, job crafting partially mediated the relationship between self-efficacy and work performance and totally mediated the relationship between self-efficacy and organizational citizenship behaviours. Findings suggest that job crafting can play a crucial role in the influence of personal resources, as self-efficacy, and the performance at work. Findings suggest that job crafting can play a crucial role in the influence of personal resources, as self-efficacy, and the performance at work

Translating self-efficacy in job performance over time: The role of job crafting

This investigation intends to uncover the mechanisms linking self-efficacy to job performance by analyzing the mediating role of job crafting. A two-wave study on 465 white-collar workers was conducted, matching participants’ self-report data (i.e., self-efficacy and job crafting) with supervisory performance ratings. The structural equation model showed a positive reciprocal relationship between self-efficacy and crafting behaviors. In turn, job crafting predicted performance positively over time. More importantly, results confirmed the mediating role of crafting actions, which may represent the behavioral process underlying the positive effect of self-efficacy on individual outcomes. Practical implications for organizations, such as encouraging bottom-up job design or designing job-crafting interventions, and future research directions are also offered

Job Burnout: evoluzione di un costrutto

L’obiettivo della rassegna è quello di presentare una ricognizione della letteratura sul job burnout, mettendo in evidenza i principali approcci, gli strumenti più utilizzati, le ricerche che ne hanno indagato le dimensioni costitutive, le determinanti e le conseguenze, nonché le principali modalità di intervento e prevenzione. In particolare si intendono approfondire i più recenti studi, che estendono a contesti organizzativi diversificati (come le organizzazioni produttive) l’applicabilità del costrutto, tradizionalmente riferito agli ambiti socio-sanitari ed educativi. Allargando l’ambito di indagine e di intervento viene proposta un’ottica che privilegi la promozione del job engagement, inteso quale opposto positivo del job burnout, del benessere individuale ed organizzativo