Mari Huhtala

Long-term patterns of effort-reward imbalance and over-commitment: Investigating occupational well-being and recovery experiences as outcomes

The aim of this study was, first, to identify long-term patterns of effort-reward imbalance (ERI) and over-commitment (OVC), and, second, to examine how occupational well-being (burnout, work engagement) and recovery experiences (psychological detachment, relaxation, mastery and control) differ in these patterns. The study was based on follow-up data with three measurement points (2006, 2008, 2010) collected from Finnish managers (N=298). Latent Profile Analysis resulted in five long-term ERI-OVC patterns: a high-risk pattern (high ERI, high OVC), found in 20% of the participants; a low-risk pattern (low ERI, low OVC), found in 24% of participants; a relatively low-risk pattern (low ERI, moderate OVC), found in 47% of participants; a favourable change pattern (decreasing ERI and OVC), in 7%; and an unfavourable change pattern (high ERI with increasing linear trend, OVC with curvilinear trend) in 2%. The results showed, in line with the ERI model, that managers in the high-risk pattern showed higher burnout scores and poorer recovery experiences compared to those in the low-risk patterns. However, no differences were found in work engagement between the high and low-risk patterns. Thus, the ERI model seemed better to explain stress-related indicators of occupational well-being than motivational indicators.

Ethical managers in ethical organisations? The leadership‐culture connection among Finnish managers

Purpose – The main aim of the present study is to discover whether the managers’ self‐evaluations of their ethical leadership style are associated with their assessments of the ethical organisational culture (measured with an eight‐dimensional Corporate Ethical Virtues‐model). It aims to hypothesise that the more ethical the managers evaluate their own leadership style to be, the higher evaluations they give on the ethical culture of their organisation. The underlying assumption is that ethical managers can enhance the ethical culture by behaving in accordance with their own values.Design/methodology/approach – This quantitative research was based on a questionnaire study with 902 respondents throughout Finland. A linear regression analysis was conducted to examine how ethical leadership was related to ethical organisational culture.Findings – Managers who appraised their own leadership style as ethical also evaluated the ethical culture of their organisations more positively. The result implies that an e...

The 9-item Bergen Burnout Inventory: Factorial Validity Across Organizations and Measurements of Longitudinal Data

The present study tested the factorial validity of the 9-item Bergen Burnout Inventory (BBI-9)1). The BBI-9 is comprised of three core dimensions: (1) exhaustion at work; (2) cynicism toward the meaning of work; and (3) sense of inadequacy at work. The study further investigated whether the three-factor structure of the BBI-9 remains the same across different organizations (group invariance) and measurement time points (time invariance). The factorial group invariance was tested using a cross-sectional design with data pertaining to managers (n=742), and employees working in a bank (n=162), an engineering office (n=236), a public sector organization divided into three service areas: administration (n=102), education and culture (n=581), and social affairs and health (n=1,505). Factorial time invariance was tested using longitudinal data pertaining to managers, with three measurements over a four-year follow-up period. The confirmatory factor analysis revealed that the three-factor structure of the BBI-9 was invariant across cross-sectional samples. The factorial invariance was also supported across measurement times. To conclude, the factorial structure of the BBI-9 was found to remain the same regardless of the sample properties and measurement times.

How perceived changes in the ethical culture of organizations influence the well-being of managers: a two-year longitudinal study

The first aim of this study was to identify long-term patterns of ethical organizational culture based on the perceptions of 368 Finnish managers over a period of two years. The second aim was to investigate whether there is a difference in the long-term occupational well-being (burnout and work engagement) of managers exhibiting different patterns of ethical culture. Based on latent profile analysis, five different patterns of the strength of ethical culture were identified: moderate, high, increasing, decreasing, and low. The results show that managers exhibiting either the low or decreasing pattern of ethical culture experienced significant changes in their well-being over time. Decreasing or permanently low ethical culture was related to increased cynical attitudes towards work, and to decreased work engagement. On the positive side, stably high ethical culture was associated with enduringly high levels of well-being over time. In sum, low or decreasing ethical culture poses a risk to occupational well-being, whereas an organization with a culture that is perceived as permanently strong represents a favourable work environment.

Cross-national and longitudinal investigation of a short measure of workaholism

Abstract: The present study investigated the factor structure of the 10-item version of the Dutch Work Addiction Scale (DUWAS). The DUWAS-10 is intended to measure workaholism with two correlated factors: working excessively (WE) and working compulsively (WC). The factor structure of the DUWAS-10 was examined among multi-occupational samples from the Netherlands (n=9,010) and Finland (n=4,567) using confirmatory factor analysis (CFA). CFAs revealed that the expected correlated two-factor solution showed satisfactory fit to the data. However, a second-order factor solution, where WE comprised the first-order factors “working frantically” and “working long hours”, and WC the first-order factors “obsessive work drive” and “unease if not working”, showed significantly better fit to the data. The expectation of factorial group invariance of the second-order factor structure between the Dutch and Finnish samples was also supported. Moreover, factorial time invariance was observed across a two-year time lag in a sub-sample of Finnish managers (n=459). In conclusion, the DUWAS-10 was found to be a comprehensive measure of workaholism, meeting the criteria of factorial validity in multiple settings, and can thus be recommended for use in both research and practice.

Overcommitment as a predictor of effort–reward imbalance: evidence from an 8-year follow-up study

OBJECTIVE The effort-reward imbalance (ERI) model includes the personal characteristic of overcommitment (OC) and the job-related characteristics of effort, reward, and ERI, all of which are assumed to play a role in an employees health and well-being at work. The aim of the present longitudinal study was to shed more light on the dynamics of the ERI model by investigating the basic hypotheses related to the role of OC in the model, ie, to establish whether an employees OC could be a risk factor for an increased experience of high effort, low reward, and high ERI at work. METHODS The study was based on 5-wave, 8-year follow-up data collected among Finnish professionals in 2006 (T1, N=747), 2008 (T2, N=422), 2010 (T3, N=368), 2012 (T4, N=325), and 2014 (T5, N=273). The participants were mostly male (85% at T1) and the majority of them worked in technical fields. OC, effort, reward, and ERI were measured at each time point with the 23-item ERI scale. RESULTS Three cross-lagged structural equation models (SEM) were estimated and compared by using full information maximum likelihood method: (i) OC predicted later experiences of effort, reward, and ERI (normal causation model), (ii) effort, reward, and ERI predicted later OC (reversed causation model), and (iii) associations in normal causal and reversed causal models were simultaneously valid (reciprocal causation model). The results supported the normal causation model: strong OC predicted later experiences of high effort, low reward and high ERI. CONCLUSIONS High OC is a risk factor for an increased experience of job strain factors; that is, high effort, low reward, and high ERI. Thus, OC is a risk factor not only for an employees well-being and health but also for an increasing risk for perceiving adverse job strain factors in the working environment.

Conflicting personal goals: a risk to occupational well-being?

Purpose – The purpose of this paper is to investigate the moderating role of goal conflict in the relationship between the contents of managers’ personal work goals and occupational well-being (burnout and work engagement). Eight goal categories (organization, competence, well-being, career-ending, progression, prestige, job change, and employment contract) described the contents of goals. Goal conflict reflected the degree to which a personal work goal was perceived to interfere with other life domains. Design/methodology/approach – The data were drawn from a study directed to Finnish managers in 2009 (n=806). General linear models were conducted to investigate the associations between goal content categories and occupational well-being and to test whether goal conflict moderates the relationship between goal content categories and occupational well-being. Findings – Career-ending goals related to significantly higher burnout than progression goals. Participants with organization, competence, or progress...