Edna Rabenu

The relationship between work-family conflict, stress, and work attitudes

Purpose - Work-family conflict is a rapidly developing field of research, considering the changes that have occurred in the structure of the family and of work in recent years. The purpose of this paper is to put forward a wide theoretical framework that encompasses the relationships between organizational justice, organizational citizenship behavior (OCB), job stress, and the work-family conflict. The authors suggest an explanatory model that associates those variables. Design/methodology/approach - The explanatory model was empirically examined by means of structural equation modeling. In all, 120 Israeli-Arab employees responded to the research questionnaires. Findings - As hypothesized, organizational justice was found to relate positively to OCB, and stress was found to relate positively to the work-family conflict. However, contrary to the hypotheses, OCB was found to relate negatively to job stress and work-family conflict. Namely, the higher the OCB, the lower the job stress. Research limitations/implications - Theoretical implications and suggestions for possible future research were advanced. Originality/value - Organizations that want to avoid the negative implications of the work-family conflict should encourage OCBs, which reduce the workers’ job-related stress and consequently reduce the conflict between the realms of family and work.

Counterproductive Work Behaviors toward Organization and Leader-Member Exchange: The Mediating Roles of Emotional Exhaustion and Work Engagement

ABSTRACT In this article, we develop and empirically test a model of antecedents of organizational counterproductive work behavior (CWB-O) specifying work engagement and emotional exhaustion as mediators of the relationship between leader–member exchange (LMX) and CWB-O. Our results show (a) that the relationship between LMX and organizational CWB-O is partially mediated by work engagement and (b) that the relationship between work engagement and CWB-O is partially mediated by emotional exhaustion. We discuss our findings and their implications for research and practice.

Performance at work and its appraisal: Demarcation of the field

In this introductory chapter, we shall examine some key phrases and concepts that apply to the field of work performance, such as ‘performance’, ‘appraisal’, and ‘job evaluation’, among others. We shall briefly touch on the factors that contribute to an employee’s performance at work and some of the pitfalls involved in trying to reach objective appraisals of employees’ respective inputs to the productivity of their organizations.

HR Strength as a Mediator or a Moderator in the Relationship between HR Practices and Organizational Innovation? The Romanian Study

The literature points to the positive role of Human Resource Management (HRM) best practices affecting organizational innovation. However, it is still insufficiently clear which mechanisms produce this outcome. In this study, we focus on Human Resource Strength (HRS) as a major variable in that process. More precisely, we examine whether Human Resource Strength (HRS) is a mediator or a moderator in the relationship between four high commitment HR practices and organizational innovation. We investigated a sample of 323 Romanian managers. Our findings indicate that HR strength has a double role as a moderator (training only) and full mediator (training and education and performance appraisal only) in the relationship between HR practices and organizational innovation. The discussion elaborates on the theoretical implications and indicates ideas for future research.

Positive Psychological Capital: From Strengths to Power

In today’s workplace, the hierarchy of authority in organizations is loosening (Daft (2015b) Organization theory and design. Boston: Cengage learning). Therefore, managers should use smart power (combining resources of soft and hard power) in order to supervise their subordinates more effectively. This chapter first reviews definitions of power, while suggesting a refined one based on resources, and secondly reviews the changes in the workplace that potentially undermine the traditional forms of managers’ authority. Those changes necessitate adopting soft power built on resources that can attract employees to cooperate. Thirdly, the chapter presents a process model in which psychological capital is a key element of managers’ power inventory. Psychological capital is defined as “an individual’s positive psychological state of development that is characterized by (1) having confidence (efficacy) to take on and put the necessary effort to succeed at challenging tasks; (2) making a positive attribution (optimism) about succeeding now and in the future; (3) persevering toward goals and, when necessary, redirecting paths to goals (hope) in order to succeed; and (4) when beset by problems and adversity, sustaining and bouncing back and even beyond (resiliency) to attain success” (Luthans et al. (2015) Psychological capital and beyond. New York: Oxford, University Press). According to this model, psychological capital widens the repertoire of resources needed especially to establish and conserve expert and referent bases of power. While increasing their own power, managers empower their employees and indirectly improve the performance of the entire unit. This improved performance increases the power of the managers and so forth.

Psychological resources and strategies to cope with stress at work

Abstract Introduction: the choice of strategies to cope with stress has differential effects on individual and organizational outcomes (e.g. well-being and performance at work). This study examined to what extent individuals differing in their positive psychological resources (optimism, hope, self-efficacy and resilience) implement different strategies to cope with stress in terms of change, acceptance, or withdrawal from a source of stress in an organizational setting. Method: A questionnaire was filled out by 554 employees from different organizations representing a wide range of jobs and positions. Results: Structural Equation Modeling (SEM; χ 2(7) = 27.64, ρ < .01, GFI = .99, NFI = .91, CFI = .93, RMSEA = .07) Conclusion: the results indicated that psychological resources (optimism, hope, self-efficacy and resilience) were positively related to coping by change and by acceptance and negatively related to withdrawal. The theoretical implications are discussed.

Understanding the Relationship between Overtime and Burnout

Abstract This study examines the apparent inconsistent relationship between overtime and burnout, and proposes a tentative model for conceptualizing it. We suggest that, in examining the relationship between overtime and burnout, attention should be paid to the categorization of working hours that includes work of up to 12 hours per day and work exceeding 12 hours per day. The categorization assumes that workers in the latter category have fewer opportunities for recovery and are, therefore, more prone to burnout. We postulate two moderators that can shed light on the contradictory findings concerning the relationship between overtime and burnout. First, we elaborate on the definition of the term “heavy work investment” and emphasize the importance of distinguishing between the various levels of work investment by workers who work long hours, namely, excessive work investment (EWI), moderate work investment (MWI), and low work investment (LWI). Second, we analyze the importance of autonomy, distinguishing between perceived and actual autonomy of the employees with regard to their schedule. Propositions as well as theoretical and practical implications are offered.

Organizing the Confusion Surrounding Workaholism: New Structure, Measure, and Validation

Since “workaholism” was coined, a considerable body of research was conducted to shed light on its essence. After at least 40 years of studying this important phenomenon, a large variety of definitions, conceptualizations, and measures emerged. In order to try and bring more integration and consensus to this construct, the current research was conducted in two phases. We aimed to formulate a theoretical definitional framework for workaholism, capitalizing upon the Facet Theory Approach. Two basic facets were hypothesized: A. Modalities of workaholism, with three elements: cognitive, emotional, and instrumental; and B. Resources of workaholism with two elements: time and effort. Based on this definitional framework, a structured questionnaire was conceived. In the first phase, the new measure was validated with an Israeli sample comparing two statistical procedures; Factor Analysis (FA) and Smallest Space Analysis (SSA). In the second phase, we aimed to replicate the findings, and to contrast the newly-devised questionnaire with other extant workaholism measures, with a Romanian sample. Theoretical implications and future research suggestions are discussed.