A three-way synergistic effect of work on employee well-being : Human sustainability perspective

We explored the interaction of the United Nation’s sustainable development goals to facilitate human sustainability using occupational health and sustainable HRM perspectives. In Study 1 (n = 246), we assessed the preconditions to empirically confirm the distinctiveness of the dimensions of health harm of work from other study constructs. Subsequently, we tested the hypotheses across two studies (n = 332, Study 2; n = 255, Study 3). In alignment with the ceiling effect of human energy theory, the three-way interaction results across the samples consistently indicate that high supervisory political support (SPS) significantly strengthens the negative interactions of psychological health risk factors and high job tension as adverse working conditions (SDG-8) on working-condition-related well-being as the human sustainability dimension (SDG-3). Similarly, synergistic effects were found of the side effects of work on health, high job tension, and high SPS on well-being in sample 3. We discuss theoretical and future research for human sustainability from occupational health and sustainable HRM perspectives

Problems, What Problems? An Examination of the Interactive Relationship of Technology Difficulties and Political Efficacy on Job Satisfaction

We examined the interactive relationship between perceived technology difficulties and political efficacy on employees’ job satisfaction. Technology difficulties refer to the inabilities to maximize usage of the technology. The sample consisted of 325 individuals employed in a wide range of work environments. We hypothesized that political efficacy, which we define as success at achieving outcomes by influencing others, would minimize the harmful effects of technology difficulties on employees’ job satisfaction. Results strongly support our hypothesis. Specifically, individuals with low levels of political efficacy reported lower levels of job satisfaction as technology difficulties increased. Further, job satisfaction increased for high political efficacy individuals as technology difficulties increased. Implications of these results, strengths and limitations of this research, and directions for future research are offered

Psychopathic leadership a case study of a corporate psychopath CEO

This longitudinal case study reports on a charity in the UK which gained a new CEO who was reported by two middle managers who worked in the charity, to embody (respectively) all or most of the ten characteristics within a measure of corporate psychopathy. The leadership of this CEO with a high corporate psychopathy score was reported to be so poor that the organisation was described as being one without leadership and as a lost organisation with no direction. This paper outlines the resultant characteristics of the ensuing aimlessness and lack of drive of the organisation involved. Comparisons are made to a previous CEO in the same organisation, who was reportedly an authentic, effective and transformational leader. Outcomes under the CEO with a high corporate psychopathy score were related to bullying, staff withdrawal and turnover as effective employees stayed away from and/or left the organisation. Outcomes also included a marked organisational decline in terms of revenue, employee commitment, creativity and organisational innovativeness. The paper makes a contribution to both leadership and to corporate psychopathy research as it appears to be the first reported study of a CEO with a high corporate psychopathy score

Looking back and falling further behind: The moderating role of rumination on the relationship between organizational politics and employee attitudes, well-being, and performance

The current study tested the theoretically relevant, yet previously unexamined, role of rumination on the relationship between politics perceptions and a variety of threat responses. Drawing from Response Styles Theory, it was argued that rumination amplifies the effects of politics by enhancing the influence of negative information on cognition, interfering with problem-solving, and undermining sources of social support. The work stress literature, along with extant politics research, served to identify four variables – job satisfaction, tension, depressed work mood, and employee effort/performance – that served as study outcomes. Across three unique samples, hypothesized relationships were strongly supported, indicating that politics perceptions negatively affected work outcomes of high ruminators, but demonstrate little influence on those who engage in less rumination. Moreover, the nonlinear influences of the focal constructs were considered and the results confirmed atypical relational forms. Contributions, implications for theory and practice, strengths and limitations, and future research directions are described

On the merits of student-recruited sampling: Opinions a decade in the making

Student-recruited sampling (SRS), which typically involves students soliciting participants from predetermined populations to assist in data collection, has become an increasingly common and important research design feature. As evidence, many of the top occupational science journals have published studies with SRS as an important research component in recent years. Supportive evidence notwithstanding, SRS has been subjected to considerable consternation – Arguments that often have taken a one-sided, and highly pejorative, tone. Wheeler, Shanine, Leon, and Whitman's (2013, J. Occup. Organ. Psychol.) recent meta-analysis, which compared data from SRS and non-SRS contexts, challenged the legitimacy of these claims. Findings opposed the persistent ‘non-representativeness’ criticism documenting comparable effect sizes for politics perceptions and engagement across designs. In this commentary, I briefly discuss implications of their findings and then offer my opinions regarding the use of SRS as informed by the last decade of personal involvement

Mirror, mirror on my boss's wall: Engaged enactment's moderating role on the relationship between perceived narcissistic supervision and work outcomes

Addressing both practical and scholarly considerations, we investigated the interactive effects of perceived supervisor narcissism and individual enactment behavior on four relevant self-report work outcomes (i.e. frustration, tension, resource availability, and job performance). We hypothesized that employees with limited enactment behavior would be adversely affected in high supervisor narcissism settings. Conversely, we expected that perceived narcissistic supervision would have little effect on those with active enactment strategies. Across three samples, hypotheses were strongly supported as work frustration (Studies 1 and 3) and tension increased (Studies 1 and 2), and resource availability (Studies 1–3) and job performance (Studies 1–3) decreased for low enactment behavior–high perceived supervisor narcissism employees. Conversely, perceived supervisor narcissism had no significant effect for high enactment employees on any outcome across samples. These findings, when viewed in their entirety, confirmed the influential role of enactment behavior on perceived supervisor narcissism–work outcome relationships

Driving away the bad guys: The interactive effects of politics perceptions and work drive across two studies

The previously uninvestigated role of work drive as a moderator of perceptions of politics–job outcomes relationships was examined in a series of field studies. Consistent with the underpinnings of sensemaking theory, we hypothesized that those with high levels of work drive would experience fewer adverse consequences when coupled with heightened perceptions of politics relative to those reporting less work drive. Across two independent studies, hypotheses were strongly supported. Specifically, perceptions of politics demonstrated a significant, direct influence on job satisfaction, job tension, and emotional exhaustion for those with less work drive in Sample 1 (municipal employees) and only a minimal impact for those with higher levels of drive. Results were replicated in Sample 2 (members of a management association). Implications of these findings for science and practice, strengths and limitations, and future research directions are discussed

Attenuating the negative effects of abusive supervision: The role of proactive voice behavior and resource management ability

While a large portion of the abusive supervision literature has examined the negative consequences of such perceived mistreatment, little research has examined individual-level characteristics capable of helping victims survive under such conditions. The purpose of this two-sample study, therefore, is to examine the factors that attenuate the negative affective and behavioral reactions stemming from perceived abusive supervision. Supported by recent extensions of the Job Demand–Control model (JD–C; Karasek, 1979; Meier, Semmer, Elfering, & Jacobshagen, 2008), we suggest that individuals who exhibit proactive voice behaviors and perceive that they are better able to manage their resources will experience less dissatisfaction, emotional exhaustion, turnover intentions, and reductions in work effort when faced with perceived supervisory abuse than those not demonstrating proactive voice and incapable of managing their resources. Cross-sample findings demonstrated support for our hypotheses. Implications for theory and practice, strengths and limitations, and avenues for additional research are discussed

Creating one's reality: The interaction of politics perceptions and enactment behavior

The current study investigated the previously unexamined relationship between politics perceptions and employee enactment behavior. Consistent with previous job stress and sense-making research, we hypothesized that individuals reporting low levels of enactment behaviors would be more adversely affected by politics perceptions than those who engaged in high levels of enactment behavior. Results across two samples provided strong support for the hypothesized relationships. Specifically, employees who reported low levels of enactment behavior experienced less satisfaction, less person–environment fit, and reported lower levels of effort when faced with highly political environments. Conversely, levels of satisfaction and person–environment fit perceptions of individuals reporting high levels of enactment behaviors were largely unaffected by highly political contexts. Implications of these findings, strengths and limitations, and avenues for future research are provided