Lois E. Tetrick

Handbook of occupational health psychology

Prevention at Work - Public Health in Occupational Settings A History of Occupational Health Psychology Controlling Occupational Safety and Health Hazards Toward an Integrated Framework for Comprehensive Organizational Wellness - Concepts, Practices, and Research in Workplace Health Promotion Health Psychology and Work Stress - A More Positive Approach Safety Climate - Conceptual and Measurement Issues Work-Family Balance Shiftwork and Working Hours Occupational Stress - Job Pressures and Lack of Support To Be Able to Exert Control Over Ones Own Situation - A Necessary Condition for Coping with Stresses Technology and Workplace Health Job-Related Burnout - A Review The Workplace and Cardiovascular Disease Employee Assistance Programs Worksite Health Interventions - Targets for Change and Strategies for Attaining Them Job Stress Interventions and Organization of Work Stress Management at Work An Epidemiological Perspective on Research Design, Measurement, and Surveillance Strategies Program Evaluation - The Bottom Line in Organizational Health Economic Evaluations of Workplace Health Interventions - Theory and Literature Review.

The Role of Fair Treatment and Rewards in Perceptions of Organizational Support and Leader-Member Exchange

This study examined a model of the antecedents and consequences of perceived organizational support (POS) and leader-member exchange (LMX). It was predicted that organizational justice (procedural and distributive justice) and organizational practices that provide recognition to the employee (feelings of inclusion and recognition from upper management) would influence POS. For LMX, it was predicted that leader reward (distributive justice and contingent rewards) and punishment behavior would be important antecedents. Results based on a sample of 211 employee-supervisor dyads indicated that organizational justice, inclusion, and recognition were related to POS and contingent rewards were related to LMX. In terms of consequences, POS was related to employee commitment and organizational citizenship behavior, whereas LMX predicted performance ratings.

Perceived unfairness and employee health: a meta-analytic integration.

A growing body of research has suggested that the experience of injustice, psychological contract breach, or unfairness can adversely impact an employees health. We conducted a meta-analysis to examine the effects of unfairness perceptions on health, examining types of fairness and methodological characteristics as moderators. Results suggested that perceptions of unfairness were associated with indicators of physical and mental health. Furthermore, psychological contract breach contributed to the prediction of strain-related indicators of health above and beyond that accounted for by injustice alone.

THE EMPLOYEE-ORGANIZATION RELATIONSHIP: A TIMELY CONCEPT IN A PERIOD OF TRANSITION

The employee-organization relationship (EOR) has increasingly become a focal point for researchers in organizational behavior, human resource management, and industrial relations. Literature on the EOR has developed at both the individual – (e.g. psychological contracts) and the group and organizational-levels of analysis (e.g. employment relationships). Both sets of literatures are reviewed, and we argue for the need to integrate these literatures as a means for improving understanding of the EOR. Mechanisms for integrating these literatures are suggested. A subsequent discussion of contextual effects on the EOR follows in which we suggest that researchers develop models that explicitly incorporate context. We then examine a number of theoretical lenses to explain various attributes of the EOR such as the dynamism and fairness of the exchange, and new ways of understanding the exchange including positive functional relationships and integrative negotiations. The article concludes with a discussion of future research needed on the EOR.

Social Exchange in Work Settings: Content, Process, and Mixed Models

Social exchange theory has provided the dominant basis for understanding exchange relationships in organizational settings. Despite its predominance within the management field, there are a number of unaddressed issues. This special issue seeks to further social exchange research in work settings. We differentiate social from economic exchange and highlight the moderating role of cultural and individual differences in explaining the outcomes associated with social exchange relationships. We introduce the ideas of content, process, and mixed models of exchange to reflect the different emphases given to the amount and type of resources exchanged, the quality of the relationship, and a combination of both. The five papers in this special issue illustrate these models. We discuss the applicability of social exchange theory across cultural contexts and present suggestions for future research.

A comparison of the stress–strain process for business owners and nonowners: Differences in job demands, emotional exhaustion, satisfaction, and social support.

One hundred sixty licensed morticians were surveyed to examine differences among business owners, managers, and employees on the relations proposed by G. F. Koeske and R. D. Koeskes (1993) stressor-strain-outcome model. Forty-eight percent of the morticians were owners, 16% were managers, and 36% were employees. Owners had less social support from work-related sources and perceived lower levels of role ambiguity and role conflict, less emotional exhaustion, and higher levels of job satisfaction and professional satisfaction than did nonowners. Social support from work-related sources and ownership each moderated the relationship between emotional exhaustion and job satisfaction but not between emotional exhaustion and professional satisfaction. Emotional exhaustion partially mediated the effect of stressors on job satisfaction and professional satisfaction.

Investment in workforce health: exploring the implications for workforce safety climate and commitment.

The relationship between investment in employee health and non-health outcomes has received little research attention. Drawing from social exchange and climate theory, the current study uses a multilevel approach to examine the implications of worksite health investment for worksite safety and health climate and employee safety compliance and commitment to the worksite. Data were collected from 1932 personnel working on 31 offshore installations operating in UK waters. Installation medics provided corporate workforce health investment details for 20 of these installations. The findings provide support for a strong link between health investment practices and worksite safety and health climate. The results also found a relationship between health investment practices and organizational commitment among employees. These results suggest that health investment practices are associated with committed workforces and climates that reflect a priority on health and safety.

Changing employment relations: Behavioral and social perspectives.

Shifts in economic, political and social structures are occurring on an international scale and resulting in unprecedented changes in employment relations. These changes include the trend toward more part-time, contingent, and female workers in the workforce and a decrease in the number of unionised employees. This edited volume provides a broad, up-to-date review of related critical issues joined with current representative research in the field of industrial and organisational psychology. The book is divided into two parts. The first part identifies relevant changes and discusses their effects on populations as diverse as adjunct professors and blue collar workers. The second part focuses on adaptation to change through discussion of union relations and union member participation and commitment in the face of these changes. Highlights include discussions of organisational justice, psychological contracts, and occupational health and safety. Chapters also cover the unique, yet universal, problems experienced in Sweden, the Netherlands, the UK, and Canada, in addition to the United States. Finally, this volume asserts that unions must find ways to expand and retain their membership, whereas corporations need to learn how to restructure workplace systems and functions to accommodate the new demands of the changing workforce and at the same time remain profitable. The studies collected here should serve as a useful guide for industrial psychologists and provide a good foundation for helping unions and corporations manage change.

Mental Work Demands, Retirement, and Longitudinal Trajectories of Cognitive Functioning

Age-related changes in cognitive abilities are well-documented, and a very important indicator of health, functioning, and decline in later life. However, less is known about the course of cognitive functioning before and after retirement and specifically whether job characteristics during ones time of employment (i.e., higher vs. lower levels of mental work demands) moderate how cognition changes both before and after the transition to retirement. We used data from n = 4,182 (50% women) individuals in the Health and Retirement Study, a nationally representative panel study in the United States, across an 18 year time span (1992-2010). Data were linked to the O*NET occupation codes to gather information about mental job demands to examine whether job characteristics during ones time of employment moderates level and rate of change in cognitive functioning (episodic memory and mental status) both before and after retirement. Results indicated that working in an occupation characterized by higher levels of mental demands was associated with higher levels of cognitive functioning before retirement, and a slower rate of cognitive decline after retirement. We controlled for a number of important covariates, including socioeconomic (education and income), demographic, and health variables. Our discussion focuses on pathways through which job characteristics may be associated with the course of cognitive functioning in relation to the important transition of retirement. Implications for job design as well as retirement are offered.

A Model of Union Participation: The Impact of Perceived Union Support, Union Instrumentality, and Union Loyalty

Perceived union support and union instrumentality have been shown to uniquely predict union loyalty. This study was the first to explicitly examine the relation between perceived union support and union instrumentality. Surveys were completed by 273 union members and 29 union stewards. A comparison of 2 models, 1 based on organizational support theory and 1 based on union participation theories, found that the model based on organizational support theory, in which union instrumentality was an antecedent to perceived union support and led to union loyalty and subsequently union participation, best fit the data. The model based on union participation theories, in which perceived union support was an antecedent of union instrumentality and led to union loyalty and subsequently union participation, was not supported. Union instrumentality was related to union commitment, but the relation was completely mediated by perceived union support.