Hetty van Emmerik

Job insecurity and employee health: The buffering potential of job control and job self-efficacy

Abstract This study examines the direct and moderating effects of two types of control that employees have over the work situation – job control and job self-efficacy – on the relationship between job insecurity and employee health. The authors hypothesize that job control and job self-efficacy attenuate the negative effects of job insecurity on both a short-term (i.e. need for recovery) and a long-term health outcome (i.e. impaired general health). These hypotheses were examined using survey data collected from a heterogeneous sample of 1368 Belgian workers. Results of moderated regression analysis showed that job control, but not job self-efficacy, buffered the negative effects of job insecurity on employee health. We conclude that organizations can temper the negative health effects of job insecurity by giving their employees more control over their work.

Job demands-resources and early retirement intention: Differences between blue- and white-collar workers

This study investigates workers’ early retirement intention among blue- and white-collar workers along two processes as described in the Job Demands—Resources model: (1) an energetic process wherein job demands are associated positively with early retirement intention through perceived ill-health, and (2) a motivational process wherein job resources are associated negatively with early retirement intention through work enjoyment. Analyses are based on 1812 Belgian workers aged 45 or older. Results from structural equation modelling provided support for the motivational process, with a stronger relationship between job resources and work enjoyment among blue-(vs white-) collar workers. The energetic process was not supported: the relationship between job demands and early retirement intention was direct and not indirect through perceived ill-health, and this relationship was stronger among white- (vs blue-) collar workers.

Associations of Culture and Personality With McClelland’s Motives: A Cross-Cultural Study of Managers in 24 Countries:

Using a cross-cultural sample of 17,538 managers from 24 countries, this study explores the interrelationships between McClelland’s motives and specific aggregate-level cultural dimensions and personality factors. The results reveal significant relationships between the Achievement, Affiliation, and Power Motives, and the cultural dimensions of Performance Orientation, Humane Orientation, and Power Distance, respectively. Support for posited relationships between the managers’ motives and aggregate-level personality, as measured by the Big Five factors, was also obtained. Finally, the results demonstrate that the relationships between McClelland’s motives and managers’ aggregate-level Big Five factors are moderated by the cultural dimensions of Performance Orientation, Humane Orientation, and Power Distance.

Social capital, team efficacy and team potency: The mediating role of team learning behaviors

Purpose – Drawing on social capital theory and self‐identification theory, this study aims to examine the associations of two indicators of social capital, personal networks and deep‐level similarity, with team capability measures of team efficacy and team potency. The central focus of the study is to be the hypothesized mediating role of team learning behaviors.Design/methodology/approach – Hypotheses were tested using questionnaire data obtained from 221 teachers working in 33 teams and data were analyzed using multilevel analyses.Findings – Consistent with the hypotheses, the results supported the contention that team learning behaviors mediate the relationship between different types of social capital and team efficacy and team potency. Specifically, it was found that, in highly (deep‐level) similar teams, the level of team learning behaviors is higher than in diverse teams, and this is hardly dependent on the extent of social capital based on personal networks. For diverse teams (i.e. teams scoring l...

Temporary employment: Costs and benefits for (the careers of) employees and organizations

Purpose – The purpose of this paper is to answer two questions: How do temporary workers achieve well‐being and optimal functioning? and how is it possible to promote commitment and productive behaviours among temporary workers? Design/methodology/approach – The paper takes the form of a literature review and synthesis. Findings – Temporary employment can no longer be seen as exclusively bad or as a signal of labour market segmentation. Instead, mechanisms to promote commitment and productive behaviour that are beneficial for all parties involved can be identified. Temporary employment is a reality that is here to stay and that searches for mechanisms to reconcile the sometimes conflicting perspectives of employees and employers. This new approach is promising but researchers should also account for and create awareness about potential and sometimes less visible drawbacks associated with temporary employment (e.g. social isolation or negative implications for career success). Originality/value – The paper shows a new approach to temporary work from both the employer and employee perspective.

Gender ratio, societal culture, and male and female leadership

Top management teams are worldwide largely composed of men, with relatively few female members. The gender ratio in top management is indicative of the position of women in management within the organization, as well as related to leadership behaviours of male and female managers. In the present study, the relative importance of societal culture, organizational, and individual characteristics in explaining leadership behaviours and the associations of gender and gender ratio with leadership behaviours are studied. Hypotheses are tested with multi-level analyses using a dataset with information from subordinates rating leadership behaviours of 12,546 managers in 437 organizations in 32 countries. The results show that in a three-level model (i.e., societal, organizational, and individual level) to explain leadership behaviours, differences in leadership behaviours are predominantly explained by individual differences, followed by organizational and societal differences. Further, after controlling for societal influences, a higher gender ratio (relatively more female managers), was positively associated with consideration and negatively related to initiating structure. Moreover, for male managers, there was a negative association between gender ratio and initiating structure, indicating that male managers in organizations with more female managers tend to engage less in initiating structure, whereas the leadership behaviours of female managers were not associated with the gender ratio.

When Task Conflict Becomes Personal The Impact of Perceived Team Performance

Although potentially beneficial, task conflict may threaten teams because it often leads to relationship conflict. Prior research has identified a set of interpersonal factors (e.g., team communication, team trust) that help attenuate this association. The purpose of this article is to provide an alternative perspective that focuses on the moderating role of performance-related factors (i.e., perceived team performance). Using social identity theory, we build a model that predicts how task conflict associates with growth in relationship conflict and how perceived team performance influences this association. We test a three-wave longitudinal model by means of random coefficient growth modeling, using data from 60 ongoing teams working in a health care organization. Results provide partial support for our hypotheses. Only when perceived team performance is low, do task conflicts relate with growth in relationship conflict. We conclude that perceived team performance seems to enable teams to uncouple task from relationship conflict.

Bridging the multiple reality gap: Application of augmented reality in new product development

Increased product complexity and internal team dynamics pose serious challenges to the quality of collaboration, usually reflected upon long delays, cost overruns and poor design quality during product development. Our focus is to study the factors that drive collaboration, shared understanding and team learning in product development in order to investigate new tools to facilitate this process. The present paper provides the theoretical framework to experiment with novel collaborative tools like Augmented Reality in the product development setting. The core argument is that Augmented Reality technologies act as a catalyst to the communication between the various stakeholders. The main idea behind this work is a dynamic investigation on the nature of collaboration in product development teams, through a socio-cognitive lens. The basic focus of this work is to connect insights from the social sciences to collaborative design and visualization technologies.

Team Turnover and Task Conflict A Longitudinal Study on the Moderating Effects of Collective Experience

Team turnover can be harmful to a team in many ways. This study examined whether a team’s collective experience (team organizational tenure) attenuates the association between team turnover and task conflict changes. Differing from prior research, our study used a longitudinal design to assess the effects of team turnover, accounting for the competence of those leaving the team. We built on context-emergent turnover theory and tested a random coefficient growth model by utilizing data from 74 health-care teams. We found support for the hypothesized interaction: The more collective experience the team had, the less likely it was that team turnover associated with increases in task conflict. We discuss implications for theory and practice.

When Staying Is Dissatisfying: Examining When and Why Turnover Cognitions Affect Stayers’ Career Satisfaction:

This study examines when and why turnover cognitions affect stayers’ subsequent career satisfaction. To develop our hypotheses, we build on and compare two theoretical perspectives, that is, the insufficient justification perspective and regret theory. Hypotheses were tested using two studies with Belgian employees. The baseline hypothesis that initial turnover cognitions are related with lower subsequent career satisfaction received support in both studies. In Study 1, using two-wave data from 226 employees in four organizations, we tested whether the turnover cognitions–subsequent career satisfaction relationship was moderated by four contextual factors (i.e., internal job transitions, lack of external job opportunities, on-the-job embeddedness, and off-the-job embeddedness). We found marginal support for a mitigating role of internal job transitions, support for a mitigating role of lack of external job opportunities, and support for an amplifying role of off-the-job embeddedness. We found no moderation effect of on-the-job embeddedness. In Study 2, using three-wave information from 705 employees in seven organizations, we tested and found support for the mediating role of justifiability and regret. Overall, this study shows that turnover cognitions have consequences when people end up staying in their organization, which calls for more theoretical and empirical work on staying despite preceding turnover cognitions in order to improve our understanding of the complexity and dynamic nature of the turnover/retention phenomenon.