Joris van Ruysseveldt, Tonnie van Wiggen-Valkenburg and Karen van Dam
The purpose of this study is to develop the self-initiated work adjustment for learning (SIWAL) scale that measures the adjustments that employees make in their work to enhance…
Abstract
Purpose
The purpose of this study is to develop the self-initiated work adjustment for learning (SIWAL) scale that measures the adjustments that employees make in their work to enhance learning, based on theories and research on workplace learning, work adjustment and work design.
Design/methodology/approach
The SIWAL scale was validated in two independent studies. Study 1 (n = 208) focused on the internal consistency and factor structure of the SIWAL scale. Study 2 (n = 178) re-examined the factorial structure using confirmatory factor analysis and investigated scale validity.
Findings
In both studies, the SIWAL scale showed good psychometric characteristics, i.e. a clear two-factorial structure and internal reliable sub-scales. The findings also indicated convergent, divergent and concurrent validity.
Research limitations/implications
Using the SIWAL scale, future research could focus on the individual, social and organizational predictors and outcomes of SIWAL, collect supervisor and peer ratings to further validate this self-report scale and investigate lower-educated workers.
Practical implications
Organizations might try to enhance their employees' SIWAL through organizational policies, such as supportive leadership, and a learning climate.
Originality/value
This study provides a first step toward a better understanding of what workers do to enhance their workplace learning. The study findings indicate that employees address two adaptive behaviors: adjusting job responsibilities and adjusting social interactions.
Details
Keywords
Judith Semeijn, Joris Van Ruysseveldt, Greet Vonk and Tinka van Vuuren
Adequate recovery from burnout is important to understand. The purpose of this paper is to investigate whether post-traumatic growth (PTG) contributes to higher engagement and…
Abstract
Purpose
Adequate recovery from burnout is important to understand. The purpose of this paper is to investigate whether post-traumatic growth (PTG) contributes to higher engagement and reduced symptoms of burnout and whether this process is mediated by personal resources.
Design/methodology/approach
In a cross-sectional survey, 166 Dutch workers who had fully recovered from burnout were questioned on their level of PTG, their personal resources (optimism, resilience and self-efficacy), and their levels of engagement and burnout.
Findings
Fully recovered workers scored somewhat higher on current burnout level, but did not differ from norm group workers in their engagement level. Moreover, PTG appeared to positively affect both higher engagement and lower burnout levels, which is fully mediated by personal resources.
Research limitations/implications
Post-traumatic growth (PTG) impacts on engagement and burnout levels amongst workers who have recovered from burnout by enhancing personal resources. The role of personal resources and the impact of PTG on engagement and burnout complaints following (recovery from) burnout deserve further investigation.
Practical implications
Management can support workers who have (recovered from a) burnout, by being aware of their (higher) engagement, and facilitate the enhancement of PTG and personal resources.
Originality/value
This study is one of the first to study the role of PTG after (recovery from) burnout and reveals valuable findings for both research and practice.
Details
Keywords
Anja Van den Broeck, Joris Van Ruysseveldt, Els Vanbelle and Hans De Witte
Several job characteristics have been suggested to influence workers’ well-being. For example, Herzberg (1968) differentiated job characteristics that offset dissatisfaction such…
Abstract
Several job characteristics have been suggested to influence workers’ well-being. For example, Herzberg (1968) differentiated job characteristics that offset dissatisfaction such as social relations from job aspects that foster job satisfaction such as opportunities for advancement. While Hackman and Oldham (1976) focused on the motivational potential of job characteristics such as task identity and feedback, Karasek (1979) accentuated time pressure as a pivotal job demand. Together these models point out that various job characteristics may influence workers’ functioning.
Wiel Frins, Joris van Ruysseveldt, Karen van Dam and Seth N.J. van den Bossche
Using the job demands-resources (JD-R) model as a theoretical framework, the purpose of this paper is to investigate how job demands and job resources affect older employees’…
Abstract
Purpose
Using the job demands-resources (JD-R) model as a theoretical framework, the purpose of this paper is to investigate how job demands and job resources affect older employees’ desired retirement age, through an energy-depletion and a motivational process. Furthermore, the importance of gain and loss cycles (i.e. recursive effects) for the desired retirement age was investigated.
Design/methodology/approach
A two wave full panel design with 2,897 older employees ( > 50) served to test the hypotheses. Confirmatory factor analysis and structural equation modeling were used to test the measurement and research model. Cross-lagged analyses tested the presence of gain and loss cycles.
Findings
Results from cross-lagged analyses based on two waves over a one-year period indicated the presence of both a gain and a loss cycle that affected the desired retirement age.
Research limitations/implications
This is the first longitudinal study applying the JD-R model to a retirement context. Limitations relate to employing only two waves for establishing mediation, and using self-reports.
Practical implications
Because work conditions can create a cycle of motivation as well as a cycle of depletion, organizations should pay special attention to the job resources and demands of older workers. The findings can inspire organizations when developing active aging policies, and contribute to interventions aimed at maintaining older employees within the workforce until – or even beyond – their official retirement age in a motivated and healthy way.
Originality/value
This is the first longitudinal study applying the JD-R model to a retirement context and finding evidence for gain and loss cycles.
Details
Keywords
Karin Proost, Peter Verboon and Joris van Ruysseveldt
The purpose of this paper is to examine the role of organizational justice in the context of Karasek’s job demand-control model. It is suggested that employees benefit from…
Abstract
Purpose
The purpose of this paper is to examine the role of organizational justice in the context of Karasek’s job demand-control model. It is suggested that employees benefit from organizational justice in order to cope with high job demands. Furthermore, it is argued that justice perceptions are a precondition for the buffering role of job control with respect to job demands.
Design/methodology/approach
A cross-sectional study on employees (n=197) in nursing houses was used. The hypotheses were tested by hierarchal regression analysis.
Findings
Results showed that organizational justice buffered for the positive effect of job demands on turnover intentions and for the negative effect of job demands on job satisfaction. Furthermore, the results showed that justice serves as an important precondition for the moderating role of job control on the effect of job demands on job satisfaction and turnover intentions. Justice appeared to strengthen the role of job control as a buffer for high job demands.
Originality/value
The importance of organizational justice with respect to job design and personnel practices has been demonstrated. New is the finding that justice can strengthen the role of job control as a buffer for high job demands.
Details
Keywords
Simon L. Albrecht is a registered psychologist and has a PhD and a master’s degree in Organizational Psychology. Simon’s PhD focused on identifying the dimensions, antecedents…
Abstract
Simon L. Albrecht is a registered psychologist and has a PhD and a master’s degree in Organizational Psychology. Simon’s PhD focused on identifying the dimensions, antecedents, and consequences of organizational trust. Simon is a Senior Lecturer within the Organizational Psychology program at Deakin University, Melbourne, Australia. Teaching, research, and practice interests are in the areas of work engagement, organizational development and change, leadership development, culture and climate, and organizational politics. Simon has published in numerous international journals, has numerous book chapters in print, and has presented at international conferences. In addition to his academic and research interests Simon also has considerable consultancy experience. He has previously been a director of a human resource consultancy engaged in delivering a broad range of organizational development activities and programs.
Kuo-Ting Hung, Neil Hunt, Gina Vega, Laurie Levesque, Hasan Arslan and Christian DeLaunay
Jeff Hotchkiss, President of the Assembly Test Division of Teradyne, Inc., the largest electronics testing company in the world, returned to the corporation where he had built his…
Abstract
Jeff Hotchkiss, President of the Assembly Test Division of Teradyne, Inc., the largest electronics testing company in the world, returned to the corporation where he had built his career after a three-year hiatus as CEO of a VOIP start-up. Teradyne's operation was struggling through the effects of a bad economy coupled with significant downturns in the electronics industry, and Hotchkiss encountered numerous problems specifically in the China operation, including customer dissatisfaction with service, price, and time required to implement changes. He assembled a strategic team to address these issues and to recommend and implement an accelerated turnaround in China. Students are challenged to design the turnaround plan.