This chapter evaluates a model of the organizational context of burnout with direct reference to a new measure, the Areas of Worklife Scale (AWS). The model proposes a…
This chapter evaluates a model of the organizational context of burnout with direct reference to a new measure, the Areas of Worklife Scale (AWS). The model proposes a structured framework for considering six areas of worklife – workload, control, reward, community, fairness, and values – that have resonated through the literature on burnout over the previous two decades. The chapter presents extensive data on the AWS, testing a model of the six areas’ interrelationships as well as their overall relationship to the three aspects of burnout. The results of these analyses are discussed in reference to the psychometric qualities of the measure and the implications of a structured approach to work environments for future development of research on burnout. Implications for developing workplace interventions are also considered.
Analysis of the responses of 131 local union officers to a questionnaire found that a number of variables are related to the attitudes of union leaders toward quality of worklife (QWL). Unions are morelikely to participate in a QWL program if local officers feel that unions can influence government policy, their members expect them to make progress on QWL issues, and if it is important to have good local‐member relations. Unions are less likely to participate in a QWL program if officers believe that unions are strong, feel employers favor severe tactics, and place a priority on traditional bargaining issues. For unions involved in a QWL program, union strength and perceived influence over government policy were related to positive attitudes regarding the long‐term future of QWL. For unions without QWL experience,severe management policies toward unions, and higher member expectations for local performance on QWL issues were related to more favorable attitudes toward QWL, while the officer’s tenure in position was related to a less favorable view of QWL. For locals involved in a QWL program, satisfaction with QWL increases if officers feel the labor movement needs to change its attitude and approach to problems, the labor relations climate is favorable, the local has sufficient bargaining power, and the overall performance of the local is satisfactory. The results suggest that “get tough” management policies toward unions will negatively affect union participation in and satisfaction with QWL efforts.
Literature and research have substantiated a noticeable trend in the recognition of the important role the assistant principal plays in schools. Despite this awareness, the knowledge base remains inadequate to meet the needs in understanding this vital role in educational administration. Given this void, this article reviews literature on multiple dimensions of the worklives of assistant principals and analyzes survey data from 125 assistant principals in Maine to ascertain how assistant principals allocate their time, at what roles and activities they feel successful, and the relationship between perceived success and quality of worklife ratings. The findings highlight the importance of understanding functions of the role and adequate teaching experience before assuming the role. They also raise concerns about the minimal amount of time assistant principals allocate to instructional leadership and professional development, and the extent to which serving as an assistant principal prepares one for the principalship.
The purpose of this paper is to obtain empirical evidence, analyze and explain the mediating effect of the quality of work life (QWL), job-retention engagement and…
The purpose of this paper is to obtain empirical evidence, analyze and explain the mediating effect of the quality of work life (QWL), job-retention engagement and organizational citizenship behavior (OCB) on the relationship between transglobal leadership and employee performance.
The population in this research is all employees of the most outstanding cooperatives in East Java Province. The method used to analyze the data in this study is generalized structural component analysis.
The main findings of this research show that the effects of mediation variables of QWL, job involvement and OCB in transglobal leadership influence employee performance in cooperatives in East Java. These findings are not in line with the Theory of Leadership by Sharkey et al. (2012), and explains the link between behaviors of transglobal leadership and employee performance. The study finds a need for attention in intervening/mediating variables such as QWL, job involvement and OCB as regard the relationship between transglobal leadership and employee performance.
Transglobal leadership directly affects the QWL, job involvement and OCB: the higher the transglobal leadership, the higher the effect on QWL, job involvement and OCB. However, transglobal leadership has no direct effect on employee performance. Then, QWL, job involvement and OCB are mediating variables between the effects of transglobal leadership on full-mediation employee performance.
To improve the performance of employees of cooperatives, some improvements are needed such as an increase in the quality of a leader’s cooperative approach, especially with transglobal leadership style. However, particularly in the approach, factor of quality of work life, job involvement and OCB cannot be ignored or overriden. Improved leadership capacity, priority for improved business intelligence main factor, while the quality of work-life priorities take precedence in the growth and development factors. Job involvement of preferred priority on self-esteem factor performances, while the main priority organizational citizenship behavior on altruism factor. Employee performance will be improved with the aforementioned ideal conditions, especially on the work factor result.
Mediation effect of job involvement and OCB, using Sobel test, for assessing the relationship between translgobal leadership and employee performance has not been studied before.
Regardless of changes in an organization′s environment, itsmission, structure or culture, employee satisfaction and quality ofworklife remain significant concerns for most…
Regardless of changes in an organization′s environment, its mission, structure or culture, employee satisfaction and quality of worklife remain significant concerns for most organizational change and development efforts. While morale and motivation are not often the impetus for such change programmes, they are almost always tied inextricably to the problems that have manifested themselves. One of the most effective tools a practitioner has for understanding and diagnosing the issues involved, as well as for highlighting key levers for change, is the organizational survey. Describes an applied example of how survey feedback was used in conjunction with an organizational change effort in an international pharmaceuticals company to explore the relationships between managerial and work‐group member behaviours and employee outcomes (e.g. feelings of satisfaction, contribution and team spirit). After an overview of the consulting project leading up to the diagnosis, presents and highlights key findings of a survey of 1,428 employees. Discusses the results in terms both of the implications of these data for the organization involved in the consulting engagement and of the utility of survey‐based feedback and modelling techniques as tools for organizational development and change practitioners.
The purpose of this study is to examine the effects of managers’ authentic leadership, person–job match in the six areas of worklife (AWLs) and emotional exhaustion on…
The purpose of this study is to examine the effects of managers’ authentic leadership, person–job match in the six areas of worklife (AWLs) and emotional exhaustion on long-term care registered nurses’ job satisfaction.
A secondary analysis of baseline data from a national survey of 1,410 Canadian registered nurses from various work settings was used in this study, which yielded a subsample of 78 nurses working in direct care roles in long-term care settings. Hayes’ PROCESS macro for mediation analysis in SPSS was used to test the hypothesized model.
Findings showed that authentic leadership significantly predicted job satisfaction directly and indirectly through AWLs and emotional exhaustion.
Authentic leadership may provide guidance to long-term care managers about promoting nurses’ job satisfaction, which is essential to recruiting and retaining nurses to meet the care needs of an aging population.
As demand for care of the aged is increasing and creating challenges to ensuring a sufficient and sustainable nursing workforce, it is important to understand factors that promote long-term care nurses’ job satisfaction. Findings contribute to knowledge of long-term care nurses by suggesting that managers’ authentic leadership can positively affect nurses’ job satisfaction directly and indirectly through positive perceptions of AWLs and lower emotional exhaustion.
Examines new developments in work group design. Autonomous workgroups, also called self‐regulated work groups or self‐managing workteams, have been described as…
Examines new developments in work group design. Autonomous work groups, also called self‐regulated work groups or self‐managing work teams, have been described as originating primarily from socio‐technical work design. The concept of autonomous work groups has also been described as a more comprehensive application of the methods employed in quality circles. Both of these examples will be shown to be inaccurate descriptions of a truly self‐managed work team. Instead, through the implementation and application of self‐managed work teams, a combination of socio‐technical design is utilized with a concept that goes far beyond that of quality circles‐empowerment. Empowerment is the idea that employees and groups can achieve higher levels of productivity, quality, and team member satisfaction through delegation of more task‐related decisions to the team. However, there are considerations in the implementation of autonomous work groups. These include development of trust, appropriate status and reward systems, senior management support, and the effective management of change. Focuses on the changes and processes that are integral parts of the successful implementation of empowerment.
The body of literature in the field now commonly known as the “quality of working life” (QWL) has grown steadily over a period in which the industrialised nations have increasingly come to question the role and status of human beings in the modern technological environment. In recent years concern with the nature of work, its impact upon people, and their attitudes towards it, seem to have sharpened. Investigation of, and experimentation with, the qualitative aspects of working life—its ability to confer self‐fulfilment directly, for example, as opposed to being a means of acquiring goods—has gained momentum under the influence of a unique set of economic, social, political and technological factors. The outpouring of books, reports and articles from a wide variety of sources has, not surprisingly, grown apace.
Outlines the building of an action science paradigm which seeks tosynergize essential elements from within the disciplines of learning,action learning, problem solving…
Outlines the building of an action science paradigm which seeks to synergize essential elements from within the disciplines of learning, action learning, problem solving, quality of worklife, negotiation, alternative dispute resolution methodology, team building, organization development and behavioural science to construct a new process which engages competing interest groups (in this instance management and unions) in a collective collaborative process called Joint Action Learning. Describes an action science pilot project carried out over a three‐year period in six service sector companies in Ireland, in which the process employed was designed and intended to have double‐loop and meta‐learning qualities which provide the potential for ongoing organizational learning.
The article explores the use of a communication forum intervention in the Pharmacy Division of a large health maintenance organisation. An initial discussion of…
The article explores the use of a communication forum intervention in the Pharmacy Division of a large health maintenance organisation. An initial discussion of communication forum interventions as a sub‐set of parallel learning structure interventions is followed by a descriptive case study. The article concludes with an assessment of the intervention over a ten‐year period and a discussion of implications.