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The purpose of this paper is to examine the relationship between two components of job burnout (emotional exhaustion and depersonalization) and organizational cynicism. Another aim of this research was to examine the role of moderating variables such as role conflict, work-family conflict, perceived fairness, and trust in coworkers on the relationship between burnout and organizational cynicism.

The methodology was a survey-based quantitative method. Totally, 172 nurses in a Taiwanese hospital were surveyed, and 169 completed responses were obtained. The nurses filled out self-report surveys that measured their levels of burnout, organizational cynicism, and various other variables including demographic variables.

The results indicate that several variables acted as moderators in the relationship between emotional exhaustion and organizational cynicism, and in the relationship between depersonalization and organizational cynicism. Trust in coworker, perceived fairness, and role conflict all were found to negatively influence the relationship between a burnout component and cynicism, whereas work-family conflict had a positive influence on the relationship between depersonalization and cynicism.

The limitations of this research are that the study is cross-sectional in nature, and is based on a Taiwanese sample. Future research should aim to study these variables in a longitudinal fashion and in different contexts.

The practical implications from this study include managers being able to harness various variables (such as perceived fairness and trust in coworkers) in order to reduce cynicism.

The value of this study is that it connects burnout and organizational cynicism together. It also uncovers several moderating variables that influence the relationship between burnout and organizational cynicism. This is also one of the first studies that have obtained a positive effect of role conflict.

Innovative use of enterprise systems (ES) by employees is essential for organisations to benefit from huge investments in such systems. Drawing on job demands-resources (JDR) theory, this study explores how stressors (i.e. challenge and hindrance stressors) influence employees' innovative use of ES, as well as considering the moderating effects of IT mindfulness.

Data were collected from a longitudinal survey of 152 employees in a large financial service company in China. Hierarchical multiple regression was used to test the research model.

Results showed that challenge stressors exerted a positive effect and hindrance stressors had no significant effect on innovative use of ES. Furthermore, we found that IT mindfulness weakened the positive effect of challenge stressors and the negative effect of hindrance stressors on innovative use of ES.

This study is among the first to extend the research of innovative use of ES by considering two types of stressors based on the JDR theory. Besides, new insights are provided on how to promote employees' innovative use of ES in the post-acceptance stage according to the different levels of IT mindfulness of employees.

It has been hypothesized that perceived contract fulfilment is positively associated with affective commitment, leading also to reduced turnover intentions, and with mental health, and that these relationships are fully mediated by work engagement. Employing the job demands resources (JDR) model, the purpose of this study is to examine the motivational and health‐enhancing properties driven by perceived employer psychological contact fulfilment.

The hypotheses were tested in a sample of 178 Finnish employees using structural equation modelling.

The hypotheses were supported. Perceived psychological contract fulfilment had both motivational (psychological contract → work engagement → affective commitment → reduced turnover intentions) and health‐enhancing (psychological contract → work engagement → mental health) effects.

The findings highlight the centrality of perceived psychological contract fulfilment to employees, and the importance of work engagement as a positive affective‐cognitive state at work.

Studies suggest that engagement is related with organizationally desired outcomes, including performance, productivity, profitability, employee retention, organization citizenship behavior and employee well-being. Despite its practical relevance in the workplace, the concept of engagement has been theoretically dispersed. Therefore, this study aims to present a conceptual review of engagement studies leading to the development of a nomological framework and an evolution timeline for the concept.

The present study is divided into three sections. The first section elicits the nomological framework based on the comparison between engagement, its predecessors and its contemporary concepts such as motivation theories, job design theories, burnout theories and positive psychology. A review of related theories and concepts highlights the similarities and differences vis-a-vis engagement. In the second section, the study depicts the evolution of the engagement concept based on the nomological framework. The evolution is discussed through the decades of before 1990, 1990-2000, 2000-2010 and 2010 onwards. To consolidate the theories and concepts, the authors covered studies that defined engagement as role engagement, personal engagement, work engagement and employee engagement. The third section presents the future research directions based on the framework and evolution.

The literature review reveals future research directions. These include the addition of new antecedents and theoretical frameworks to enrich the explanatory power and practical relevance of the antecedents of engagement, exploring the context of work with qualitative and mixed method designs, exploring the unit of “role” in engagement studies and the need for more replication studies in this field.

The key contributions of this paper are the nomological framework and the timeline of the evolution of engagement concept.

The purpose of this paper is to investigate how and why different forms of organizational change have different levels of organizational intensity, which in turn differentiate its impact on commitment to organizational change (COC). Its purpose is to also identify how procedural justice can reduce change-related stress and buffer the strain inducing effects of job demands.

The authors tested the hypotheses using data collected from two sources in Korea. First, the authors conducted a survey in several organizations to identify employees’ attitudes and stress during organizational change. Second, the author surveyed MBA students to evaluate the degree of organizational change intensity (severity) across the types of change.

There is a hierarchy of the severity of organizational change and the most severe forms of change are the ones that impact employees’ job security and organizational identity. The influence of job demands (represented as organizational change intensity-severity) on COC can depend on the nature of COC. Procedural justice not only facilitates employees to accept values and goals pertaining to organizational change but also adapt themselves to pressures of external change. Buffering effects of job resources (represented as job resources) had significant impacts only on normative commitment to organizational change (NCOC).

This study contributes to the job demands-resources model by considering organizational change intensity as job demands and procedural justice as job resources and showing the relationships among them. Future studies can further extend the model by identifying other variables related to job demands and resources during organizational change and extending the nomological networks of NCOC and continuance commitment to organizational change.

The results of this study provide important insights for human resource managers who plan and implement organizational changes. Procedural justice and organizational change intensity-severity should be considered to increase commitment to change.

This study is one of the few studies to identify the different types of organizational change and quantify them to measure organizational change intensity-severity. A new finding is that the buffering role of job resources (procedural justice in this study) can be marginal when the influence of job demands on employees’ attitudes is strong.

This study examines the contextual variables that can curb the negative effects of role conflict on job satisfaction and enhance the positive effect of job satisfaction on creativity and service performance. More specifically, adopting the job demands-resources theory, the authors explore the interactive effect of frontline employee (FLE) self-monitoring and FLE-manager trust on the relationship between role conflict and job satisfaction. Extending this line of inquiry, the authors adopt social identity theory and analyze the moderating effect of FLE-manager identification on the relationship between job satisfaction and creativity and between job satisfaction and service performance.

Dyadic data utilizing 122 responses from FLEs and their managers were obtained from FLEs working with a major financial services firm in India. Structural equation modeling and PLS were used to assess the hypothesized relationships.

The negative relationship between role conflict and job satisfaction is reduced at higher levels of FLE self-monitoring and FLE-manager trust. Furthermore, FLE manager identification accentuates the effect of job satisfaction on creativity and service performance.

Organizations should invest in developing FLEs' personal and job-related resources to reduce the deleterious effects of role conflicts on FLEs' job outcomes. Specifically, managers should hire FLEs who are high in self-monitoring while enhancing FLE-manager trust and FLE-manager identification.

Role conflict is inevitable in a service job and can have serious negative downstream consequences. Hence, the study explores the important contextual factors that can help an organization develop policies to reduce the negative effects of role conflict.

The purpose of this paper is to integrate work values research with the Job Demands–Resources model to assess the role that work value orientations play in self-employed workers’ subjective well-being.

The paper analyzes unique data on freelancers participating in an online labor market (n=9,984).

Intrinsic work values are associated with greater subjective well-being, whereas extrinsic work values are associated with lower subjective well-being. Consistent with the buffer hypothesis, intrinsic work value orientation reduces the negative effect of working hours on worker’s well-being, and extrinsic orientation enhances the negative effect.

This paper calls into question the importance of working conditions relative to worker values when assessing the role that job demands and resources play in the new economy. As work becomes more demanding and employment relations more flexible, personal resources such as work value orientations may become increasingly important for worker’s well-being.

The purpose of this paper is to examine the effect of work engagement on job crafting and innovativeness in the Indian information technology (IT) industry. The authors also theorized and examined the moderating effect of perceived supervisory support (PSS) and openness-to-experience (OTE) in aforementioned relationships respectively.

The authors base their arguments on the job-demands and resource (JDR) theoretical model and broaden-and-build theory. Field data from 377 working IT professionals were collected using the survey method. The model was tested using partial least squares (PLS) technique.

Results support the main effects hypothesis. The authors find a significant and positive relationship between work engagement and job crafting behavior and innovativeness.

The study makes a reasonable contribution to existing knowledge on work engagement and its outcomes. However, the use of cross-sectional data may constrain causal inferences.

Innovativeness and job crafting behaviors are valuable to most organizations, but more critical in IT organizations. As illustrated in this paper, work-engaged employees display higher levels of innovativeness and job-crafting behavior. These results suggest that IT organizations should focus on work-engagement for better productivity and faster growth.

This study is an attempt towards a better understanding of work engagement and its micro level individual outcomes which have not been examined earlier.

Just as a carpenter has different manual tools for different tasks so a manager needs different thinking tools for differential tasks. Research originally with Philips Electronics established connections between tasks and thinking processes. The thinking processes are defined in 25 Thunks, in Form divided into three colours of Thinking. Individuals habitually have strong orientations to one style of thinking — coloured Blue, Red or Green. These diagnoses can then be used to help individuals expand their style of thinking.

The purpose of this paper is to address potential effects of the control element in quality management. First, behavioural theories on how elements of performance management can affect organisational performance are examined. Second, theoretical models on how perceptions of work conditions may impact well-being and performance are considered. Direct and indirect pathways from performance management to productivity/quality are inferred.

Matched employee-workplace data from an economy-wide survey in Britain and two-level structural equation models are used to test the hypothesised associations.

The use of practices in workplaces is inconsistent with a unified performance management approach. Distinct outcomes are expected from separate components in performance management and some may be contingent on workplace size. For example, within quality planning, strategy dissemination is positively associated with workplace productivity; targets are negatively associated with perceptions of job demands and positively correlated with job satisfaction, which in turn can increase workplace productivity. With respect to information and analysis: keeping and analysing records, or monitoring employee performance via appraisals that assess training needs, are positively associated with workplace productivity and quality.

This paper illustrates how control in quality management can be effective. Although the merits of performance management are subject to ongoing debate, arguments in the literature have tended to focus on performance appraisal. Analyses of economy-wide data linking performance management practices, within quality management, to employee perceptions of work conditions, well-being and aggregate performance are rare.