Claude Fernet

Adjusting to Job Demands: The Role of Work Self-Determination and Job Control in Predicting Burnout.

This study examined the dynamic interplay among job demands, job control, and work self-determination in order to predict burnout dimensions. A three-way interaction effect was found between job demands, job control and work self-determination in predicting each dimension of burnout (emotional exhaustion, depersonalization, and personal accomplishment). Overall, results showed that job control moderates the unhealthy effects of job demands in predicting emotional exhaustion and depersonalization only for employees with high levels of work self-determination. In addition, job control increases the relation between job demands and the sense of personal accomplishment only for employees with high levels of work self-determination. These results are discussed in light of the Job Demand–Control model. 2003 Elsevier Inc. All rights reserved.

Predicting Career Indecision: A Self-Determination Theory Perspective

The purpose of this study was to propose and test a model of career indecision based on selfdetermination theory (E. L. Deci & R. M. Ryan, 1985). This model posits that peer and parental styles predicted career indecision through perceived self-efficacy and autonomy. Participants were 834 college students (236 men, 581 women, 17 without gender identification). Results from structural equation modeling provided support for the proposed model and showed that the model was invariant across gender. Discussion centers on the theoretical and practical implications of the results. Career indecision has been a focus of vocational research over the last few decades. It is defined as an inability to make a decision about the vocation one wishes to pursue. Career indecision has been related empirically to various intraindividual constructs. For example, personality traits such as perfectionism, selfconsciousness, fear of commitment (Leong & Chervinko, 1996), and anxiety (Fuqua, Newman, & Seaworth, 1988) were positively associated with career indecision. In contrast, rational decisionmaking style (Mau, 1995), self-efficacy beliefs (Betz & Luzzo, 1996), and level of ego identity (Cohen, Chartrand, & Jowdy, 1995) were negatively related to career indecision. Moreover, research has drawn attention to the interpersonal factors related to career indecision. For instance, positive family and peer interactions (e.g., Felsman & Blustein, 1999; Guerra & Braungart-Rieker, 1999) have been negatively related to career indecision. However, little is known about how intraindividual and interpersonal factors interact to produce career indecision. That is, how do contextual factors such as parents and peers affect career indecision? What psychological processes are involved? A potentially useful theoretical framework for understanding these critical questions in career indecision research is self-determination theory (SDT; Deci & Ryan, 1985; Ryan & Deci, 2000). Specifically, SDT focuses on the social– contextual conditions that facilitate the natural processes of self-motivation and healthy psychological functioning. The purpose of this study was to propose and test a model of career indecision based on SDT. This model posits that interactions with parents and peers predict career indecision through perceived competence and autonomy. The model proposed and tested in this study contributes to the existing vocational literature in three important ways. First, although some research has provided support for the relation between family environment and career indecision, little is known about the processes that may mediate this relation. Second, to the best of our knowledge, few studies have assessed the role of peers in the prediction of career indecision. Testing such a relation is important because some work reveals that peers have an important impact on psychosocial adjustment (Harter, 1999; Hartup & Stevens, 1997; Mounts & Steinberg, 1995). Third, some studies focusing on career indecision are not based on a theoretical framework. In contrast to some of these studies, the proposed model is based on a well-known theoretical framework, which has been the object of considerable research (see Deci & Ryan, 1985; Ryan & Deci, 2000; Vallerand, 1997, for literature reviews). We present a brief overview of SDT and evidence in support of the proposed model.

Passion: Does one scale fit all? Construct validity of two-factor passion scale and psychometric invariance over different activities and languages.

The passion scale, based on the dualistic model of passion, measures 2 distinct types of passion: Harmonious and obsessive passions are predictive of adaptive and less adaptive outcomes, respectively. In a substantive-methodological synergy, we evaluate the construct validity (factor structure, reliability, convergent and discriminant validity) of Passion Scale responses (N = 3,571). The exploratory structural equation model fit to the data was substantially better than the confirmatory factor analysis solution, and resulted in better differentiated (less correlated) factors. Results from a 13-model taxonomy of measurement invariance supported complete invariance (factor loadings, factor correlations, item uniquenesses, item intercepts, and latent means) over language (French vs. English; the instrument was originally devised in French, then translated into English) and gender. Strong measurement partial invariance over 5 passion activity groups (leisure, sport, social, work, education) indicates that the same set of items is appropriate for assessing passion across a wide variety of activities--a previously untested, implicit assumption that greatly enhances practical utility. Support was found for the convergent and discriminant validity of the harmonious and obsessive passion scales, based on a set of validity correlates: life satisfaction, rumination, conflict, time investment, activity liking and valuation, and perceiving the activity as a passion.

How do job characteristics contribute to burnout? Exploring the distinct mediating roles of perceived autonomy, competence, and relatedness

This study aimed to better understand the psychological mechanisms, referred to in the job demands–resources model as the energetic and motivational processes, that can explain relationships between job demands (role overload and ambiguity), job resources (job control and social support), and burnout (emotional exhaustion, depersonalization, and personal accomplishment). Drawing on self-determination theory, we examined whether psychological resources (perceived autonomy, competence, and relatedness) act as specific mediators between particular job demands and burnout as well as between job resources and burnout. Participants were 356 school board employees. Results of the structural equation analyses provide support for our hypothesized model, which proposes that certain job demands and resources are involved in both the energetic and motivational processes—given their relationships with psychological resources—and that they distinctively predict burnout components. Implications for burnout research and management practices are discussed.

The effects of work motivation on employee exhaustion and commitment: An extension of the JD-R model

Abstract A model that integrates and builds on the job demands-resources model and self-determination theory is proposed to better understand the role of work motivation in relation to job resources, occupational commitment and emotional exhaustion. Two forms of motivation were studied: autonomous motivation, in which employees act with volition,; and controlled motivation, in which they act under internal or external pressure. Data were collected at two time points nine months apart from a sample of 586 school principals in Quebec, Canada. SEM analysis results support the hypothesized model. Specifically, job resources had a positive effect on autonomous motivation but a negative effect on controlled motivation. In addition, taking into account the cross-lagged effects of job resources on commitment and exhaustion, autonomous motivation had a negative effect on exhaustion but a positive effect on commitment whereas controlled motivation had a positive effect on exhaustion. These results advance the understanding of why work motivation acts on employee functioning and how it can play an active role in both the motivational and energetic processes of the job demands-resources model. Practical implications and further theoretical implications are discussed.

Development and Validation of the Work Role Motivation Scale for School Principals (WRMS-SP)

Purpose: The aim of this study was to develop and validate a scale to assess work role motivation in school principals: the Work Role Motivation Scale for School Principals (WRMS-SP). The WRMS-SP is designed to measure intrinsic motivation, three types of extrinsic motivation (identified, introjected, and external), and amotivation with respect to three work roles (administrative, instructional leadership, and informative). Research Design: Data were gathered via a sample of 570 French Canadian school principals who completed an online questionnaire. Findings: Confirmatory factor analyses support (a) the 15-factor scale structure (5 types of motivation × 3 roles), (b) factor structure invariance over gender and job position, and (3) construct validity through a multitrait-multimethod matrix method analysis, which confirms the convergent and discriminant validity of the constructs and supports simplex patterns with respect to the roles, as well as intercorrelations between subscales and external criteria. Conclusions: The WRMS-SP is a promising instrument that could deepen our understanding, both theoretical and applied, of the professional functioning of principals and the repercussions on school success and improvement.

On the psychological and motivational processes linking job characteristics to employee functioning: Insights from self-determination theory

ABSTRACT The aim of this study was to provide insight into the differential relationships between job characteristics (job demands and resources) and employee functioning by examining the psychological and motivational processes involved. Drawing on self-determination theory, we tested a model in which job demands are positively related to negative manifestations of employee functioning (psychological distress and psychosomatic complaints) through psychological need frustration and low-quality work motivation (controlled motivation), whereas job resources are positively related to positive manifestations of employee functioning (work engagement and job performance) through need satisfaction and high-quality work motivation (autonomous motivation). Data were collected from 699 Canadian nurses. Structural equation modelling (SEM) results support the proposed model: psychological needs and work motivation partially mediated the relationship between job characteristics and employee functioning. Specifically, job demands negatively predicted employee functioning (high distress and psychosomatic complaints, low engagement and performance) through need frustration and controlled motivation. In contrast, while positively predicting need satisfaction and negatively predicting need frustration, job resources fostered optimal work motivation (more autonomous and less controlled motivation) and employee functioning. The implications for self-determination theory (SDT) and research on occupational health and stress are discussed.

Transformational leadership and optimal functioning at work: On the mediating role of employees' perceived job characteristics and motivation

This study aimed to deepen our understanding of the motivational mechanisms involved in the relationship between transformational leadership (TFL) and employee functioning. Drawing on the TFL literature, the job demands–resources model and self-determination theory, we propose an integrative model that relates TFL to employee psychological health (burnout and psychological distress), attitudes (occupational commitment and turnover intention) and performance (professional efficacy, self-reported individual and objective organizational performance) through two explanatory mechanisms: perceived job characteristics (job demands and resources) and employee motivation (autonomous and controlled). This research was conducted in two occupational settings (nurses and school principals), using a distinct variable operationalization for each. Results of both studies provide support for the hypothesized model, suggesting that TFL relates to optimal job functioning (psychological health, job attitudes and performance) by contributing to favourable perceptions of job characteristics (more resources and less demands) and high-quality work motivation (more autonomous motivation and less controlled motivation) in employees. Theoretical contributions and managerial implications as well as directions for future research are presented.

Transformational and abusive leadership practices: impacts on novice nurses, quality of care and intention to leave.

AIMS To investigate the impact of nurse managers exercising transformational vs. abusive leadership practices with novice nurses. BACKGROUND In a nursing shortage context, it is important to understand better the factors that potentially influence the retention of nurses in the early stages of their career. A large body of research has found that transformational leadership practices have a positive influence on employee functioning. However, very little research exists about the detrimental impact of abusive leadership practices, much less in a nursing context. DESIGN A cross-sectional design where 541 nurses from the province of Quebec (Canada) were questioned in the fall of 2013. METHODS A self-administered questionnaire was completed by nurses with less than five years of nursing experience. RESULTS Results from three linear regression analysis indicated that transformational leadership practices potentially lead to high quality care and weak intention to quit the healthcare facilities. Conversely, abusive leadership practices potentially lead to poorer quality care and to strong intention to quit the healthcare facilities and the nursing profession. CONCLUSION Paying close attention to the leadership practices of nurse managers could prove effective in improving patient care and increasing the retention of new nurses, which is helpful in resolving the nursing shortage. Our results specifically suggest not only that we promote supportive leadership practices (transformational leadership) but, most of all, that we spread the word that abusive leadership creates working conditions that could be detrimental to the practice of nursing at career start.

Revisiting the factorial validity of the Revised UCLA Loneliness Scale: a test of competing models in a sample of teachers.

Over the years, various studies addressing different populations have consistently raised concerns about the unidimensionality of the Revised UCLA Loneliness Scale. In the present study, the factorial structure of the scale was examined by comparing it to alternative models. In a sample of 1,157 French Canadian teachers, results of confirmatory factor analysis support a three-factor model solution. Support for the invariance of this model across sexes and teaching levels (i.e., elementary and high school) was also obtained.