Perceptions of social Context and Organizational Behavior

With the present work, we contribute to the study of context in organizational research by presenting the concept of Perceptions of social Context (PoC; Borgogni, 2001) and its operationalization. We situate our proposal within Johns’s model (2006) and we refer to discrete context, specifically privileging the social aspects of context. With social context we consider the social structure, that is the set of the most relevant constituencies internal to the organization (i.e., immediate supervisor, colleagues and top management), the way they fulfill their social roles and reciprocally interact at work (Bales, 1953; Steiner, 1972). Moreover, we focus on perceptions of the prototypical behaviors enacted by each social constituency to include the lens through which context can be viewed by individuals and the role played by the person in catching the more salient aspects of the observed phenomena. In fact, with our proposal we intend to connect the study of context with a psychological theory, that is Social Cognitive Theory (Bandura, 1986; Wood & Bandura, 1989). According to the “reciprocal triadic determinism” posited by Bandura (1986), person, environment and behavior are involved in an interdependent casual structure. Thus, people are both products and producers of the environment, since they are active agents who intentionally influence the events of their life. Consistent with Bandura (1997), the main self-regulatory process responsible for this dynamic transaction is perceived self-efficacy, that is the belief in one’s ability to master specific domains (Bandura, 1986) which leads a person to adopt a “control over circumstances” mindset.Efficacy beliefs can influence how people think, feel, make decisions, motivate themselves and persevere in the face of difficulties and challenges. Furthermore, people with high self-efficacy are more able to perceive and exploit the opportunities offered by their own context, see the obstacles as avoidable and even control the events of their life. Accordingly, we intend to offer a sound rationale to the study of context by putting forward an integrated view of the individual in his/her organizational setting, and by investigating the individual agentive role in the construal process of the context, focussing on the relationship between self efficacy and Perceptions of social Context, and their concurrent role on individual behaviors and job attitudes. From this standpoint, three studies were developed which are presented as follows.The first study presents the construct of Perceptions of social Context and its operationalization, in order to provide a measurement proposal of context, rooted in a psychological perspective, that might preserve contextual specificity and, at the same time, allow to compare and generalize results in different contexts. Moreover, we investigated the role of the individual in the construal process of the context, examining the relationship between PoC and self-efficacy.The second study investigated the concurrent role of individual and social factors in predicting Work engagement over time, adopting a social cognitive perspective. Particularly, through a two-wave study, we examined how and to what extent self-efficacy predicts Work engagement directly and through the improvements in the Perceptions of the social Context (namely improvements in the perceptions of the immediate supervisor, of colleagues and of top management).Finally, the third study aimed to highlight the process through which contexts influence behavior. Thus, we focused on absence behaviors and its determinants, through the investigation of a conceptual model in which self-efficacy and Perceptions of social Context (i.e., immediate supervisor, colleagues and top management) concur to predict absences from work through the mediating role of Job satisfaction

An evaluation of the policy context on psychosocial risks and mental health in the workplace in the European Union: achievements, challenges, and the future

Despite the developments both in hard and soft law policies in the European Union in relation to mental health and psychosocial risks in the workplace, a review of these policies at EU level has not been conducted to identify strengths, weaknesses, and gaps to be addressed in the future. Keeping in mind that the aim should be to engage employers in good practice, ideally such policies should include key definitions and elements of the psychosocial risk management process, covering risk factors, mental health outcomes, risk assessment and preventive actions, or interventions. The current paper aims to fill this gap by reviewing hard and soft law policies on mental health in the workplace and psychosocial risks applicable at EU level and conducting a gap analysis according to a set of dimensions identified in models of good practice in this area. Our review of ninety-four policies in total revealed several gaps, especially in relation to binding in comparison to nonbinding policies. These are discussed in light of the context of policy-making in the EU, and recommendations are offered for future actions in this area

An evaluation of the impact of a policy-level intervention to address psychosocial risks on organisational action in Italy

Psychosocial hazards have the potential to cause harm to employee health and negatively affect organisational outcomes. Work-related stress is an outcome of exposure to psychosocial risks that has received broad attention at research and policy level in the last decades. Great awareness raising efforts have been made in the European Union, including at the macro policy level, with several differences and approaches across countries. However, evaluation of policy-level interventions to address psychosocial risks is still scarce. This paper focuses on Italy as one of the cases where the policy context on psychosocial risks recently changed with the introduction of the Legislative Decree 81/2008. Using data collected through the European Survey of Enterprises of New and Emerging Risks (ESENER) immediately after (2009) and six years after (2014) the implementation of this new legislation, this paper aims to evaluate the impact of its introduction by exploring differences in the reported level of organisational action as concerns psychosocial risk management. The sample was composed of 2984 respondents corresponding to 1501 highest-ranking managers responsible for health and safety at work in 2009 and 1483 persons who know best about the way safety and health risks are managed at their workplace in 2014. Findings highlighted a decreasing reported concern from the respondents about psychosocial risks over time and an improvement in the management of work-related stress. The paper also highlights the use of large-scale surveys such as ESENER as an important tool in evaluating health and safety management trends over time in European enterprises

Relationship Between Occupational Safety and Health Policy Principles, Organizational Action on Work-related Stress and the Psychosocial Work Environment in Italy

Background: It is acknowledged that legislation acts as a motivator for organizational action on psychosocial risks. Our study aims to provide evidence on the relationship between key occupational safety and health (OSH) policy principles and organizational action on work-related stress, and, in turn, with reported employee job demands and resources and their experience of work-related stress. We focus on Italy where specific legislation and practices on work-related stress were introduced in 2008 which are underpinned by these key OSH policy principles. Methods: Secondary analysis of the Italian samples from the employer ESENER-2 and employee 6th EWCS surveys was conducted, using path analysis in structural equation modelling (SEM) linking the two datasets. Results: We found a strong statistically significant relationship between OSH policy principles and organizational action on work-related stress (C.I. = .62-.78 p<.001). The existence of an organizational action plan on work-related stress was found to be significantly associated with more reported job resources (C.I.= .02-.24, p<.05) but these were not found to be significantly associated with less work-related stress. No significant association was found between having an organizational action plan for work-related stress and reported job demands. However, job demands were significantly related to reported work-related stress (C.I.= .27-.47, p<.001). Conclusions: Findings add support to the call for specific legislation on work-related psychosocial risks and highlight how an organizational OSH culture underpinned by key OSH principles, and awareness/competence development on psychosocial risk management can have a positive effect on organizational action. However, further support needs to be provided to organizations around developing primary prevention interventions at the organizational level with the aim of reducing job demands

Developing a cost estimation model for work-related stress: An absence-based estimation using data from two Italian case studies

Objectives This paper discusses the development of a cost-estimation model for work-related stress based on psychosocial risk exposure and absence from work. It presents findings from its implementation and evaluation in two organizations in Italy, using national-level tools developed by the Italian Workers’ Compensation Authority (INAIL). It also provides recommendations for the development of similar cost-calculation methods in other countries.Methods The cost-estimation model was based on the human capital approach using an indirect cost indicator: loss of productivity due to days of absence attributable to work-related stress. Furthermore, the population attributable fraction (PAF) epidemiological measure was used to calculate the impact of exposure to work-related stress on the basis of data collected through validated tools developed by INAIL and salary cost data.Results The developed model was implemented and evaluated in two organizations, the first in healthcare (N=1014) and the second in public administration (N=534). In the first case, it was found that absence related to work-related stress cost the organization €445 000. In the second case, the cost was €360 000.Conclusions The proposed model provides an example of how organizations can incorporate well-established indicators associated with work-related stress (eg, various types of absence, psychosocial risk perception, loss of productivity on the basis of salary costs) in a practical way in cost estimations of work-related stress. Such cost estimation can be applied in other countries and organizations to establish the economic and business case of managing work-related stress

WHO/ILO work-related burden of disease and injury: Protocol for systematic reviews of exposure to long working hours and of the effect of exposure to long working hours on depression

Background: The World Health Organization (WHO) and the International Labour Organization (ILO) are developing a joint methodology for estimating the national and global work-related burden of disease and injury (WHO/ILO joint methodology), with contributions from a large network of experts. In this paper, we present the protocol for two systematic reviews of parameters for estimating the number of deaths and disability-adjusted life years from depression attributable to exposure to long working hours, to inform the development of the WHO/ILO joint methodology. Objectives: We aim to systematically review studies on occupational exposure to long working hours (Systematic Review 1) and systematically review and meta-analyse estimates of the effect of long working hours on depression (Systematic Review 2), applying the Navigation Guide systematic review methodology as an organizing framework, conducting both systematic reviews in tandem and in a harmonized way. Data sources: Separately for Systematic Reviews 1 and 2, we will search electronic academic databases for potentially relevant records from published and unpublished studies, including Medline, EMBASE, Web of Science, CISDOC and PsycINFO. We will also search electronic grey literature databases, Internet search engines and organizational websites; hand search reference list of previous systematic reviews and included study records; and consult additional experts. Study eligibility and criteria: We will include working-age (≥15 years) participants in the formal and informal economy in any WHO and/or ILO Member State, but exclude child workers (&lt;15 years) and unpaid domestic workers. For Systematic Review 1, we will include quantitative prevalence studies of relevant levels of occupational exposure to long working hours (i.e. 35–40, 41–48, 49–54 and ≥55 h/week) stratified by country, sex, age and industrial sector or occupation, in the years 2005–2018. For Systematic Review 2, we will include randomized controlled trials, cohort studies, case-control studies and other non-randomized intervention studies with an estimate of the relative effect of relevant level(s) of long working hours on the incidence of or mortality due to depression, compared with the theoretical minimum risk exposure level (i.e. 35–40 h/week). Study appraisal and synthesis methods: At least two review authors will independently screen titles and abstracts against the eligibility criteria at a first stage and full texts of potentially eligible records at a second stage, followed by extraction of data from qualifying studies. At least two review authors will assess risk of bias and the quality of evidence, using the most suited tools currently available. For Systematic Review 2, if feasible, we will combine relative risks using meta-analysis. We will report results using the guidelines for accurate and transparent health estimates reporting (GATHER) for Systematic Review 1 and the preferred reporting items for systematic reviews and meta-analyses guidelines (PRISMA) for Systematic Review 2. PROSPERO registration number: CRD42018085729The publication was prepared with financial support from the World Health Organization cooperative agreement with the Centres for Disease Control and Prevention National Institute for Occupational Safety and Health of the United States of America on implementing Resolution WHA 60.26 “Workers' Health: Global Plan of Action” (Grant 1 E11 OH0010676-02)

What makes employees engaged with their work? The role of self-efficacy and changes in employee’s perceptions of context over time

Purpose – Work engagement represents an important aspect of employee well-being and performance and has been related to both job and personal resources. The purpose of this paper, based on Social Cognitive Theory, is to emphasize the proactive role of self-efficacy which is hypothesized to predict work engagement, not only directly, but also indirectly through positive changes in employee’s perceptions of social context (PoSC); namely, perceptions of one’s immediate supervisor, colleagues and top management. Design/methodology/approach – A sample of 741 employees of a communication service company completed two questionnaires, with a time interval of three years. Structural equation modeling was performed in order to test the hypothesized model. Findings – Results revealed that, as expected: first, initial self-efficacy predicts work engagement three years later; and second, positive changes in employee’s perceptions of the social work context across the three year period, mediates the relationship between self-efficacy and work engagement. Research limitations/implications – Results relied only upon self-report data. Moreover, each variable was only measured at the time in which it was hypothesized by the conceptual model. Practical implications – The significant role of self-efficacy as a direct and indirect predictor of work engagement suggests the development of training programs centered on the main sources of self-efficacy, specifically focussed on the social work domain. Originality/value – This research provides evidence of the substantial contribution of self-efficacy to work engagement over time. Moreover, the results also support the beneficial effects of self-efficacy through its influence on the improvements in the individuals’ perceptions of their social context

What makes employees engaged with their work? The role of self-efficacy and employee’s perceptions of social context over time

Purpose – Work engagement represents an important aspect of employee well-being and performance and has been related to both job and personal resources. The purpose of this paper, based on Social Cognitive Theory, is to emphasize the proactive role of self-efficacy which is hypothesized to predict work engagement, not only directly, but also indirectly through positive changes in employee’s perceptions of social context (PoSC); namely, perceptions of one’s immediate supervisor, colleagues and top management. Design/methodology/approach – A sample of 741 employees of a communication service company completed two questionnaires, with a time interval of three years. Structural equation modeling was performed in order to test the hypothesized model. Findings – Results revealed that, as expected: first, initial self-efficacy predicts work engagement three years later; and second, positive changes in employee’s perceptions of the social work context across the three year period, mediates the relationship between self-efficacy and work engagement. Research limitations/implications – Results relied only upon self-report data. Moreover, each variable was only measured at the time in which it was hypothesized by the conceptual model. Practical implications – The significant role of self-efficacy as a direct and indirect predictor of work engagement suggests the development of training programs centered on the main sources of self-efficacy, specifically focussed on the social work domain. Originality/value – This research provides evidence of the substantial contribution of self-efficacy to work engagement over time. Moreover, the results also support the beneficial effects of self-efficacy through its influence on the improvements in the individuals’ perceptions of their social context

Development and results of the meta-process organisational intervention evaluation interview for organizations

Research goals and theoretical background: The participatory process of organizational interventions requires the active involvement of organizational key stakeholders that form a steering group that drives all aspects of the interventions. The steering group is in charge of: a) determining how initiatives may be planned and implemented; b) monitoring the progress of implementation; c) planning the evaluation of initiatives (Cox et al., 2000). Despite this crucial role, there is a lack of studies exploring the perceptions of key stakeholders in order to understand how they have worked to design and implement the organizational intervention. Evaluation of organizational interventions should include process evaluation as it allows to gain insight into the complex processes of organizational interventions and may be used to develop supportive activities to ensure successful implementation of the intervention (Nielsen &amp; Randall, 2013). In the present study, we will present the results of a meta-process evaluation interview dedicated to organizational key stakeholders, which has been developed on the five-stage model of organizational interventions (Nielsen et al., 2010). Methods: The present study involves the members of the steering group of an healthcare organisation composed by three hospitals, which is conducting an organizational intervention aimed to promote employees’ well-being. A semi-structured interview based on the model of organizational interventions has been developed. The completion of the interviews is planned in the period November/December 2021. Interviews will be conducted online and audiorecorded and data collected will be analysed through NVivo. A codebook based on the model of organizational interventions will be developed in order to analyse the data. We will use a template analysis to analyse the interviews. Results: We will present results based on the template analysis technique. Results will be analysed through five main stages according to the model used: preparation, preliminary assessment, in depth assessment, action planning, and implementation and evaluation. Conclusions: This study contributes to advance the knowledge about evaluation of organisational interventions to better understand how the sensemaking of steering group members influence how they design and implement an organizational intervention. Moreover, the interview developed will also be useful for organizational psychologists’ practitioners who act as project champions, or are involved as consultants in organizational interventions. Practitioners could use the interview in order to gain relevant information about the project which can ensure the organizational intervention success