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The purpose of this study was to explore school principals’ job crafting profiles during the prolonged COVID-19 crisis in 2021, and investigate profile differences regarding principals’ own perceived servant leadership, stress and work meaningfulness.

Using latent profile analysis (LPA), two job crafting profiles were identified: (1) active crafters (55%) and (2) average crafters (45%). By auxiliary measurement-error-weighted-method (BCH), we examined whether and how job crafting profiles differed in terms of servant leadership, stress and work meaningfulness.

Active crafters reported higher than the overall mean level of approach-oriented job crafting (increasing job resources and demands), whereas average crafters reported an overall mean level of approach-oriented job crafting. Avoidance-oriented job crafting by decreasing hindering job demands did not differentiate the two profiles. Active crafters reported significantly higher servant leadership behavior, stress and work meaningfulness than average crafters.

Study findings provide new knowledge and reflect the implications that the unprecedented pandemic had for education. This study contributes to the existing literature within the scholarship of job crafting through empirical research during the prolonged COVID-19 pandemic. For practitioners, these study findings reflect contextual constraints, organizational processes and culture, and leadership in workplaces.

This study aims to explore how individual personal growth initiative (PGI) mediates the relationship between a positive error orientation and job crafting. Furthermore, it explores the moderating role of the feedback from the leader in this relationship.

Data was collected through a survey conducted on 209 international employees from multiple occupations.

A positive error orientation is indirectly related to job crafting through its relationship with PGI. Also, feedback from leadership has a negative effect on the relationship between a positive error orientation and PGI. Indeed, the mediation effect of PGI on the relationship between a positive error orientation and job crafting loses significance when the leadership feedback is high.

As far as job crafting is concerned, it is essential to develop an error management culture to promote proactive behaviors among individuals.

Although the literature tends to highlight the positive effects of receiving feedback from the leader on employee’s professional development, this paper highlights the potential detrimental effects of leader feedback on PGI, therefore opening a new interesting area that demands attention.

This paper aims to fill gaps in one’s knowledge of the impact of organizational change on two outcomes relevant to hospital service quality (performance obstacles and physician job satisfaction) and in one’s knowledge of the role of middle manager change-oriented leadership in relation to the same outcomes. Further, the authors aim to identify how physician participation in decision-making is impacted by organizational change and change-oriented leadership, as well as how it mediates the relationships between these two variables, performance obstacles and job satisfaction.

The study adopted a cross-sectional survey design including data from Norwegian hospital physicians (N = 556). A hypothetical model was developed based on existing theory, confirmatory factor analysis was carried out in order to ensure the validity of measurement concepts, and the structural model was estimated using structural equation modelling.

The organizational changes in question were positively related to performance obstacles both directly and indirectly through participation in decision-making. Organizational change was also negatively related to job satisfaction, both directly and indirectly. Change-oriented leadership was negatively related to performance obstacles, but only indirectly through participation in decision-making, whereas it was positively related to job satisfaction both directly and indirectly.

The authors developed a theoretical model based on existing theory, but to their knowledge no other studies have tested these exact relationships within one model. These findings offer insights relevant to current and ongoing developments in the healthcare field and to the question of how hospitals may deal with continuous changes in ways that could contribute positively towards outcomes relevant to service quality.

Knowledge regarding the importance of the psychosocial work environment for health and well-being in the workplace is extensive. However, more knowledge is needed about how the managers’ organizational conditions are related to what occupational health and safety management (OHSM) is actually conducted and how this relates to the work-related health of employees. The aim of this study is therefore to investigate if managers’ organizational conditions are associated with the conducted OHSM, and if the conducted OHSM is associated with the psychosocial work environment and well-being of the employees.

An electronic questionnaire was sent to managers and their employees working in 10 different organizations in Sweden, resulting in 1,097 valid responses. Structural equation modeling (SEM) was used to analyze the results.

The SEM analysis showed that managers’ conditions were related to employee well-being via OHSM and psychosocial work environment (job demands and job resources).

This study contributes to the existing literature in the field of OHSM by placing explicit focus on the role of organizational conditions for conducting OHSM. By studying not only the link between work environment and health, but also focus on the underlying organizational structures for OHSM, provides additional possibilities for prevention of the increasing work-related illness. As such, this paper contributes to a more holistic perspective in the field of OHSM.

Drawing from the Job Demands-Resources (JD-R) framework and Conservation of Resources (COR) theory, the authors’ study examines the impact of high commitment HR management (HCHRM) practices and psychological capital (PsyCap) on job autonomy and job demands in predicting burnout in frontline food service employees.

A moderated mediation model was developed and tested on 257 Australian workers employed in the food service industry. Hypotheses were tested using structural equation modeling.

There was support for the mediation effect of HCHRM on burnout, via two sequential mediators: job autonomy and job demands. PsyCap was found to buffer (moderation) the effect of job demands on burnout. Frontline employees also perceived HCHRM to be a “negative signal” that was implemented for the good of management.

The authors are aware of the potential of common method variance due to the cross-sectional research design. Future research should adopt a longitudinal research design or collect data from several sources of informants. As the authors did not find support for the optimistic perspective hypothesis, despite its theoretical and empirical relevance under JD-R and COR perspectives, they call for further research exploring the link between HRM, job design and psychological conditions in promoting employee wellbeing.

Burnout is one of the most common and critical health issues faced by frontline food service employees. Food service organizations have to strategize their management practices to reduce employees' experience with burnout by implementing high commitment enhancing HR practices and developing employees' PsyCap.

This study provided a better understanding of how (macro) HCHRM practices as an organizational resource reduce burnout of frontline food service employees via two (micro) mediators: job autonomy and job demands. PsyCap is an important personal resource that lessens burnout, consistent with the COR theory. These findings contribute to the literature on strategic HRM and its relationship to employee wellbeing.

The current study focuses on the role of antecedents to prevent perceived job insecurity and mitigate its negative impacts on work-related well-being. The study examined variables of the resourceful environment (effective organizational communication and involvement), conserved resources (perceived employability and emotional exhaustion) and resource loss (job insecurity) by drawing on the Conservation of Resources (COR) theory for predicting the work-related well-being adding the moderating role of boundaryless career orientation.

A sample of 306 salespersons of pharmaceutical companies working in Pakistan was obtained. The hypothesized relationships were tested through structural equation modeling in SmartPLS.

The results confirmed showed that the organizational communication, employee involvement and perceived employability reduce the perceived job insecurity; however, the emotional exhaustion was positively related. It also confirmed the moderating effect of boundaryless career orientation on relationship of job insecurity and well-being.

To make employees engaged, the organizations are required to involve employees by sharing knowledge, information and power to make decisions, value their opinion and ensuring the employability. Further, salespersons having a preference of a boundaryless career proved to mitigate negative impact of job insecurity on work-related well-being.

Many empirical studies have identified that the perceived job insecurity is one of the major concerns affecting employee's well-being. However, few studies simultaneously have sought to prevent the perceived job insecurity among employees. The findings are important in developing the understanding that how salespersons perceive their capabilities and the work environment of the organization, this perception; resultantly, can influence their behaviors particularly the work engagement dimension of well-being.

本研究的焦點為探討導致僱員感到缺乏職業安全的成因, 對防止該感覺的產生扮演著什麼角色，並研究導致缺乏職業安全感的成因，就減少缺乏職業安全感給和工作有關的幸福感所帶來的負面影響方面扮演著什麼角色。研究應用了可預測與工作相關的幸福感的資源保留理論 (COR) ，來探討資源豐富的環境 (有效的機構溝通及參與) 、節約資源 (感知的受僱能力與情緒耗竭) 及資源耗損 (缺乏職業安全) 這些變數，並加入了無邊界職業生涯定向的調節角色。

研究樣本為在巴基斯坦工作的306名製藥公司營業員。研究人員透過SmartPLS的結構方程模型來測試各假設的關係。

研究結果確認了組織溝通、僱員參與及感知的受僱能力均會減輕職業不安全的感覺；唯情緒耗竭則成正相關。研究結果亦確認了無邊界職業生涯定向在缺乏職業安全與幸福感之間的相互關係上起著調節效應。

過去許多實證研究均已證實缺乏職業安全感是影響僱員幸福感的一個主要因素，唯很少研究會同時透過探討資源豐富的環境 (有效的機構溝通及參與) 和節約資源 (感知的受僱能力和情緒耗竭) 等變數，來嘗試防止僱員產生職業不安全的感覺。本研究的結果至為重要、因它使我們更了解營業員對自己的能力及機構的工作環境的看法、最終會影響他們的工作行為，特別是幸福感的工作投入層面。

缺乏職業安全感、營業員、工作投入、與工作相關的幸福感、無邊界職業生涯定向

研究論文

This study relied on the job demands and resource model to understand employees’ turnover intentions. Recent studies have consistently lent support for the significant association between role ambiguity and turnover intentions; however, only a handful of studies focused on examining the potential mediators in this association. The authors argued that role ambiguity positively influences turnover intentions through affective mechanisms: job involvement and satisfaction.

To test the model, a large sample of working adults participated (N = 505).

Structural equation modeling results showed that role ambiguity, job involvement and job satisfaction were significantly associated with turnover intentions. Moreover, a serial mediation was found among the variables: employees with low levels of role ambiguity tended to report higher job involvement, which further increased their satisfaction with the job and subsequently decreased their turnover intentions.

The cross-sectional design is a limitation.

Practical suggestions regarding how organizations can reduce employee turnover are discussed.

The findings provide support for theory-driven interventions to address developing the intention to stay at work among working adults.