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In order to understand the driving forces behind intensified job demands (IJDs), the purpose of this paper is to examine demographic factors, structural work-related factors, personal and job resources as antecedents of IJDs.

The study is based on cross-sectional (n=4,963) and longitudinal (n=2,055) quantitative data sets of Austrian employees. Data sets were analyzed via regression analyses.

The results showed that IJDs, as assessed through five sub-dimensions: work intensification, intensified job-related, career-related planning and decision-making demands, intensified demands for skills and for knowledge-related learning, remained fairly stable overtime. The most consistent antecedents of IJDs were personal initiative and ICT use at work. Job resources, e.g. variety of tasks and lacking support from supervisor, related to four sub-dimensions of IJDs.

The findings suggest that personal (being initiative) and job resources (task variety) may have negative effects as they associated with IJDs. Moreover, supervisors’ support is crucial to counteract IJDs.

Employers should recognize that certain personal (e.g. personal initiative) and job-related resources (e.g. lacking supervisory support) might implicate higher IJDs, which, in turn, may cause more job strain as IJDs can be conceived as job stressors.

IJDs have received very little research attention because they are new job demands, which however, can be expected to increase in future due to faster technological acceleration in working life. The study has methodological value as longitudinal design was applied.

In the context of occupational health psychology, personality has usually been depicted from the perspective of single traits, dispositions, or their combinations. However, there is a clear need to better understand personality as a whole. For this reason, an integrative framework of personality is presented in order to give a more comprehensive and cohesive picture of how the different personality constructs relate to each other. In recent years, several holistic models of human personality have been presented. For example, such models have been formulated by Dan McAdams (1995), Brian Little (2007), Robert McCrae and Paul Costa Jr. (1999), and Brent Roberts and Dustin Wood (2006). In this chapter, we briefly introduce one of these models, that is, the three-tiered conceptual framework of personality by McAdams and his colleagues (McAdams, 1995; McAdams & Adler, 2006; McAdams & Olson, 2010; McAdams & Pals, 2006). This comprehensive and multifaceted model conceptualizes human personality via a developing pattern of (1) dispositional traits, (2) characteristic adaptations, and (3) constructive life narratives (see Fig. 1). Each of these three levels possesses its own characteristics for describing and understanding personality.

The purpose of this paper is to examine the relationships between authentic leadership and team climate across 22 months. More specifically, three alternative causation models (normal, reversed, reciprocal) were tested.

The longitudinal study was conducted among 265 Finnish municipal employees (87.5 per cent women, mean age 48.4 years). The participants completed a questionnaire three times: at baseline (T1), about 14 months after baseline (T2) and about eight months after the second questionnaire (T3).

The cross-lagged analyses based on structural equation modelling lent support to the reversed causation model more than the normal causation and reciprocal models. More specifically, team climate at T2 predicted authentic leadership across eight months at T3. Thus the study suggests that positive team climate (i.e. vision, participation safety, task orientation, and support for innovation) may foster authentic leadership in the long term and not vice versa.

The findings suggest that − besides improving team climate and authentic leadership themselves – team climate should be improved in order to enable authentic leadership to develop and flourish. It is important to emphasize that in forming the team climate employees are active agents and not passive targets.

The study is among the first to test different causal models regarding authentic leadership and team climate. From the theoretical viewpoint, the findings suggest that follower-centric theories of leadership merit greater attention in the future.

The purpose of the present study is to examine how perceived employability relates to job exhaustion, psychological symptoms and self‐rated job performance in involuntary and voluntary temporary employees compared to permanent employees.

The study is based on a cross‐sectional design using a sample of university teachers and researchers (n=1,014) from two Finnish universities. Of the sample, 40 percent (n=408) are permanent employees, 49 percent (n=495) involuntary and 11 percent (n=111) voluntary temporary employees. Most respondents (54 percent) have education above a Master's degree, the average age is 43 years, and 58 percent are women.

The results of general linear model analyses show that perceived employability promotes favorable outcomes among all respondents. However, the negative relationship between perceived employability and job exhaustion and psychological symptoms is stronger among voluntary than among involuntary temporary employees.

The study indicates that although perceived employability seems to be important to all employees, involuntary temporary employees benefit least from high perceived employability in terms of individual well‐being.

The purpose of this paper is to examine the possibility of an inverted U‐shaped relationship between job demands and work engagement, and whether social support moderates this relationship.

This study uses 307 technical and information technology (IT) managers who responded to an online survey. Multiple regressions are employed to examine linear and curvilinear relationship among variables.

Overall, results support the applicability of the quadratic effect of job demands on employee engagement. However, only supervisor support, not colleague support, moderated the relationship between job demands and work engagement.

The paper is the first to shed light on the quadratic effect of job demands on work engagement. The findings have noteworthy implications for managers to design optimal job demands that increase employee engagement.

Simon L. Albrecht is a registered psychologist and has a PhD and a master’s degree in Organizational Psychology. Simon’s PhD focused on identifying the dimensions, antecedents, and consequences of organizational trust. Simon is a Senior Lecturer within the Organizational Psychology program at Deakin University, Melbourne, Australia. Teaching, research, and practice interests are in the areas of work engagement, organizational development and change, leadership development, culture and climate, and organizational politics. Simon has published in numerous international journals, has numerous book chapters in print, and has presented at international conferences. In addition to his academic and research interests Simon also has considerable consultancy experience. He has previously been a director of a human resource consultancy engaged in delivering a broad range of organizational development activities and programs.

Torbjörn Åkerstedt, Ph.D. in psychology, 1979, is professor of behavioral physiology at Stockholm University and director of the Stress Research Institute, affiliated to Karolinska institute. He has been President of the Scandinavian Research Society, the European Sleep Research Society, and Secretary General of the World Federation of Sleep Research and Sleep Medicine Societies. He has published more than 200 papers in peer-reviewed journals. The focus of his work has been on sleep regulation, sleep quality, sleepiness and risk, effects of shift work, and stress on sleep and sleepiness.

The purpose of this paper is to examine the relationships among self-efficacy, family-work conflict, social comparison standards, career expectation (CE), and career success through surveying the faculties of two major universities in Shandong Province, China.

Data were collected through online survey instruments returned by 147 university women faculties from the two major universities in the region.

The results showed that: there was a significantly negative relationship between social comparison standards targeting to men and CE; self-efficacy was both impact statistically on family-work conflict and social comparison standards. This study found that the perceptions of CEs of Chinese women faculties were impacted by social comparison standards that could be directly perceived from men through observing and communicating with them. On the other hand, family-work conflict, which indirectly impacted on their CE, was not statistically significant, even though it significantly bothered them. Moreover, by investing the moderate effect of self-efficacy, it was a very important factor which helped them to develop their CEs.

Since the higher self-efficacy group had higher CEs, increasing self-efficacy should be a prerequisite to help them develop their careers. Still, Chinese women faculties of two major universities in Shandong Province had low CE, high family-work conflict, and felt an inequality in career against men.