Suchergebnisse

Purpose
– The purpose of this paper is to assess the relative importance of personality and organizational climate for two forms of heavy work investment; workaholism, a "bad" and work engagement, which represents a "good" kind of heavy work investment. More specifically, it is hypothesized that workaholism is positively related to neuroticism (H1) and that work engagement is negatively related to neuroticism and positively to the remaining Big Five personality traits (H2). In addition it is hypothesized that workaholism is positively related to an overwork climate (H3), whereas work engagement is positively related to an employee growth climate (H4).


Design/methodology/approach
– An online survey was conducted among a sample of the Dutch workforce (n=1,973) and the research model was tested using structural equation modeling.


Findings
– It appeared that, in accordance to H1 and H2, particularly neuroticism is related to workaholism, while all personality traits are related to work engagement (predominantly openness to experience and neuroticism). Moreover, and also in accordance with the hypotheses, workaholism is exclusively related to an overwork climate (and not to a growth climate), whereas work engagement is exclusively related to an employee growth climate (and not to an overwork climate).


Originality/value
– For the first time the simultaneous impact of personality and organizational climate on two different forms of heavy work investment is investigated. Since no interaction effects have been observed it means that of personality and organizational climate have an independent but also specific impact on both forms of heavy work investment.

The present study investigates whether work engagement (measured by the Utrecht Work Engagement Scale; UWES) could be empirically separated from job involvement and organizational commitment. In addition, psychometric properties of the Swedish UWES were investigated. Discriminant validity of the UWES was tested through inspection of latent intercorrelations between the constructs, confirmatory factor analyses, and patterns of correlations with other constructs (health complaints, job and personal factors, and turnover intention) in a sample of Information Communication Technology consultants (N = 186). Conclusion: Work engagement, job involvement, and organizational commitment are empirically distinct constructs and, thus, reflect different aspects of work attachment. The internal consistency of the Swedish UWES was satisfactory, but the dimensionality was somewhat unclear.

Purpose
– The purpose of this paper is to differentiate between two types of job resources (i.e. task resources and social resources) and extends the job demands-resources (JD-R) model with a typically Chinese form of social exchange – guanxi exchange – to increase its applicability in the Chinese context.


Design/methodology/approach
– Multigroup structural equation analysis was used to test the hypotheses in two cross-sectional Chinese samples of 463 police officers and 261 nurses.


Findings
– Results supported the distinction between social resources and task resources. Social resources were positively related to engagement and organizational commitment (for police officers), task resources were positively related to engagement (for both nurses and police officers), organizational commitment (for police officers), and negatively to burnout (for police officers). Guanxi exchange with supervisors was positively associated with social resources (for both nurses and police officers), task resources (for nurses), and organizational commitment (for police officers). Moreover, guanxi exchange was positively related with work engagement in both nurses and police officers. Unexpectedly, guanxi exchange was positively related with burnout in police officers.


Research limitations/implications
– Due to its cross-sectional design, longitudinal replication of the findings is desirable in order to establish causality.


Practical implications
– The effects of informal interpersonal relations (i.e. guanxi exchange) on employees' well-being and organizational commitment should be acknowledged, especially when developing strategies to reduce burnout and increase work engagement.


Originality/value
– For the first time, task resources and social resources are distinguished and a Chinese traditional concept (guanxi exchange) is integrated into the JD-R model.

The present study tested the hypothesis that burnout and work engagement may crossover from husbands to wives and vice versa. Data were collected among 323 couples working in a variety of occupations. The Job Demands-Resources model was used to simultaneously examine possible correlates of burnout and engagement for each partner separately. The results of a series of hierarchical regression analyses provide evidence for the crossover of burnout (exhaustion and cynicism) and work engagement (vigor and dedication) among partners. The crossover relationships were significant and about equally strong for both partners, after controlling for some important characteristics of the work and home environment. These findings expand previous crossover research, particularly by showing that positive experiences at work may be transferred to the home domain. We argue that the crossover of positive feelings among partners should be placed more prominently on the research agenda.