José M. Peiró

Linking organizational resources and work engagement to employee performance and customer loyalty: the mediation of service climate.

This study examined the mediating role of service climate in the prediction of employee performance and customer loyalty. Contact employees (N=342) from 114 service units (58 hotel front desks and 56 restaurants) provided information about organizational resources, engagement, and service climate. Furthermore, customers (N=1,140) from these units provided information on employee performance and customer loyalty. Structural equation modeling analyses were consistent with a full mediation model in which organizational resources and work engagement predict service climate, which in turn predicts employee performance and then customer loyalty. Further analyses revealed a potential reciprocal effect between service climate and customer loyalty. Implications of the study are discussed, together with limitations and suggestions for future research.

Self-efficacy specificity and burnout among information technology workers: An extension of the job demand-control model

The aim of the present study is to test the moderating role of levels of self-efficacy specificity (i.e., generalized and computer self-efficacy) in the Job Demand-Control (JD-C) Model, and its effects on burnout (i.e., exhaustion and cynicism). Previous research on Karaseks model failed to corroborate the demand control interaction effect on different strain variables. In order to refine and extend the JD-C model, we propose a specific measure for job demands (i.e., quantitative overload) as well as for job control (i.e. method and time control). Furthermore, research on self-efficacy beliefs shows that the more specific the self-efficacy beliefs, the more predictive they are. In the current study, two levels of self-efficacy beliefs are introduced as moderators (i.e., generalized and computer self-efficacy). Based on data collected from 405 workers using information technology in their jobs, the expected Job Demand Control Interaction effect was found in both burnout dimensions (i.e., exhaustion and cynicism) as predicted by the JD-C model. In addition, the more specific level of self-efficacy (i.e., computer self-efficacy) moderated the relationship between job demands and control and levels of burnout dimensions as expected. Limitations of the study and its practical implications are discussed.

Job Insecurity and Health-Related Outcomes among Different Types of Temporary Workers

Over the past few decades, the number of flexible workers has increased, a situation that has captured researchers’ attention. Traditionally, temporary workers were portrayed as being disadvantaged compared to permanent workers. But in the new era, temporary workers cannot be treated as a homogeneous group. This study distinguishes between four types of temporaries based on their contract preference and employability level. Furthermore, it compares them with a permanent group. Whether these groups differ on job insecurity and health-related outcomes in a sample of 383 Spanish employees was tested. Differences in well-being and life satisfaction were found, and the hypotheses were supported. The results point out that the temporary workforce is diverse. Therefore, in order to attain a better understanding of the experiences and situations of these workers, it is preferable not to consider them as one homogeneous group.

The Demands-Control-Support model, locus of control and job dissatisfaction : a longitudinal study

The Job-Demands-Control model (Karasek, 1979) has been widely studied in the job stress field, but the results obtained are frequently contradictory. Therefore, some investigations have expanded the model by including social support and personality characteristics such as locus of control. However, results obtained with these elaborated models have not been conclusive either. The present study sets out to integrate both types of expansions by simultaneously including social support at work and the employees locus of control in a longitudinal multi-national study among 542 administrative personnel from Belgium, England, Spain, Italy and Israel. Hierarchical moderated multiple regression showed a significant 4-way interaction term (Demands 2 Control 2 Social support 2 Locus of control) on the change in job dissatisfaction. This effect is qualified by the interaction between job demands and control only for an internal locus of control with high social support. Contrary to the prediction of the JDC model, which posits that high control has a buffering effect on job dissatisfaction, the study result indicates a damaging effect of excess control (perceived job control and high internal locus of control), specifically in high social support situations.

Relationships Between Organizational Justice and Burnout at the Work-Unit Level

Relationships between organizational justice and well-being are traditionally investigated at the individual level. This article extends previous efforts by testing such relationships at the work-unit level. Three corridors of influence were examined. First, the level (work units’ average scores) of justice is related to the level of burnout. Second, justice climate strength (level of agreement among work-unit members) moderates the predictability of the level of burnout. Third, justice strength is related to burnout strength. The authors interviewed 324 contact employees from 108 work units in 59 service organizations. Findings showed the predominance of interactional justice over distributive and procedural justice in all 3 corridors.

Organizational justice and extrarole customer service: The mediating role of well-being at work

The purpose of this article is to propose and test a model of extrarole customer service (ERCS). We propose that organizational justice (distributive, procedural, interpersonal, and informational) promotes well-being at work (low burnout and high engagement). Well-being at work, in turn, engenders more effective ERCS. Thus, well-being at work is considered a mediator of the relationships from organizational justice to ERCS. This fully mediated model was compared to an alternative fully direct model. The sample consisted of 317 contact employees who were working in the Spanish service sector. The results of structural equation modelling supported the importance of the mediating role of the positive side of well-being at work (engagement) in the relationship between organizational justice and ERCS. The article concludes with a discussion of the theoretical and managerial implications.

Does role stress predict burnout over time among health care professionals

Abstract The main objective of this study is to test the effects over time of three role stress variables (role conflict, role ambiguity and role overload) on the three burnout dimensions (emotional exhaustion, depersonalization and personal accomplishment). Based on theoretical models on burnout and on meta-analytical research, it is hypothesized that the three role stress variables will predict changes over time in emotional exhaustion and depersonalization, but not in personal accomplishment. The results obtained by means of hierarchical regression analysis partially support the hypothesis. The three role stress variables predict emotional exhaustion over time. Role conflict and role overload predict depersonalization over time. Finally, contrary to expectations, role ambiguity predicts personal accomplishment over time.

Team climate, climate strength and team performance: a longitudinal study

We tested the hypothesis that the relationship between team climate and team performance is moderated by climate strength. The study sample was composed of 155 bank branches, and a two-wave panel design was implemented. We measured four team climate facets (support, innovation, goal achievement and enabling formalization). We obtained two subjective indicators of team performance (ratings provided by team members and by team managers) and a financial indicator of team performance. Seven out of the 12 interaction effects tested were statistically significant and showed the expected sign. When financial team performance was the criterion, only the interaction term was significant. This suggests that only strong climates are related to financial team performance over time.

Collective stress and coping in the context of organizational culture

We examined from a cultural perspective how well-being was collectively defined, what were the sources of collective stress, and what kind of collective coping mechanisms were used to alleviate such stress in three divisions of a multinational company. In the first phase of the study we collected data on organizational culture by using individual thematic interviews (N = 63). Applying the grounded theory methodology and an inductive analysis, specific cultures describing the divisions were identified. In terms of co-operation we found the following fundamental cultural recipes: joint focused efforts on money-making, despite the awareness of the common goals employees interested only in fulfilling their own role (jig-saw puzzle), and the awareness of the common goals lacking (scattered islands). In the second phase we conducted group interviews (N = 32) using the critical incident technique to assess collective definitions of well-being, sources of collective stress and respective collective coping mechanisms. These data were complemented with observations at the work site, participant observations at meetings, and analysis of documents. The definitions of well-being varied across cultures as regards their emphasis either on work or on other life domains as sources of well-being. Furthermore, the more hectic the organizational context, the more permissive the collective conception of well-being was. Collective stress emerged as a response to two types of signals: (1) adaptation to the environment of the division or work unit was imperfect (fluctuation, risk of unemployment, continuously changing customer needs, poor client satisfaction, multinational game, group bonus, culture shock due to a merger, work overload, and pressure toward more extensive autonomy), or (2) friction inside the community (undervaluation of a group of employees, and the “penal colony” reputation). Of the corresponding coping mechanisms, a large proportion were found to be collective, learned uniform responses to remove the stressor, to change the interpretation of the situation or to alleviate negative feelings. In conclusion, our results suggest that stress experiences and coping strategies have collective qualities. Culture not only seems to moderate the appraisal of stress, but also contains collective coping responses to stressors, which seem to have their origin either in the organizational environment or inside the community itself.

Do social comparison and coping styles play a role in the development of burnout? Cross-sectional and longitudinal findings

The present longitudinal research among 558 teachers focused on the role of upward comparisons (with others performing better), downward comparisons (with others performing worse), and coping styles in relation to burnout. Assessed were identification (recognizing oneself in the other) and contrast (seeing the other as a competitor) in upward and downward comparison. Cross-sectionally, downward identification and upward contrast were positively related to burnout and negatively related to a direct coping style, whereas upward identification was negatively related to burnout and positively related to a direct coping style. Downward identification was positively related to a palliative coping style. Direct and palliative coping styles were independent predictors of burnout: those who reported using a direct coping style had lower levels of burnout and those who reported using a palliative coping style had higher levels of burnout. Longitudinally, the use of a direct coping style was associated with a decrease and downward identification with an increase of burnout over time.