Refine
Document Type
- Part of a Book (7)
- Article (3)
- Book (1)
Has Fulltext
- no (11)
Is part of the Bibliography
- yes (11) (remove)
Keywords
Institute
- Fakultät WiSo (11)
In this paper we want to review and discuss research on the effects of occupational health management activities and services on different outcomes like employee health and well-being or absenteeism and other economic outcomes. In part I we outline goals and functions of occupational health management (OHM), then characterize typical occupational health promotion interventions and describe principles for implementing and organizing OHM. Part II focuses on different OHM activities and services such as creating healthy and safe workplace, reducing work-family conflicts, providing counselling via employee assistance programs and implementing health circles or stress management interventions. We will also discuss intervention design and sample studies as well as meta-analytic data relating to the effectiveness of these interventions. Finally, part III is about the economic impact of OHM. Findings from a management evaluation approach for OHM will be discussed. Then we will concentrate especially on data linking health promotion interventions to absenteeism and financial outcomes expressed as cost savings or cost-benefit ratios. The concluding part summarizes key findings of this paper.
Employee cooperation is fundamental for accomplishing successful organizational change processes. Therefore, it is important to understand how employees' cooperation can be supported in the context of organizational change. Based on the group engagement model, we hypothesized how procedural justice affects organizational identification which in turn should have an affect on employees' cooperation (commitment to change, values-congruence fit, and change-supporting behavior) in the context of organizational change. To test the fit of the proposed model, structural equation models were calculated using both cross-sectional (N = 315) and longitudinal (N = 110) data of academic staff at a German university. Results indicated adequate data fit to our proposed model and revealed that organizational identification mediated the positive effects of procedural justice on affective commitment to change and values-congruence fit. The assumed mediating effect of organizational identification on the positive relationship between procedural justice and change-supporting behavior could only be supported using cross-sectional data.
Lehrbuch Arbeitspsychologie
(2012)
Die tägliche Arbeit bestimmt das Leben der Menschen in hohem Maße. Gleichzeitig wirken gesellschaftliche und technologische Entwicklungen wie die Globalisierung oder die rasante Entwicklung der Informationstechnologie massiv auf unsere Arbeitswelt ein. Die Arbeitspsychologie hat das Ziel, dieses komplexe Geflecht zu erforschen und gleichzeitig Konzepte zu entwickeln, mit deren Hilfe der Mensch innerhalb der Arbeitsorganisation psychisch wie physisch gesund und leistungsfähig bleibt. Das Lehrbuch widmet sich eingehend dem gesamten Themenkomplex der Arbeitspsychologie. Es behandelt: - theoretische Grundlagen - Methoden, Verfahren, Instrumente - individuelle Voraussetzungen und deren Förderung - Bewertung und Gestaltung von Arbeitstätigkeiten - Beispiele arbeitspsychologischen Handelns in Forschung und Praxis. Das bewährte Standardwerk der Arbeitspsychologie erscheint in der 3. Auflage und wurde komplett überarbeitet und aktualisiert.
Purpose
The purpose of this paper is to provide a deeper understanding of how transformational leadership relates to followers' innovation implementation behavior, the psychological mechanisms of this relationship, and the role of individual perceptions of climate for initiative.
Design/methodology/approach
Perceptual data were collected from 198 employees in lower and middle management positions of a multinational automotive corporation. Relationships were tested using hierarchical regression analysis.
Findings
Results demonstrate that transformational leadership was strongly related to followers' innovation implementation behavior and that the nature of this relationship was moderated by followers' levels of perceived climate for initiative. Additionally, commitment to change fully mediated the relationship between transformational leadership and followers' innovation implementation behavior.
Research limitations/implications
The paper is based on a cross‐sectional design. A causal interpretation requires studies with experimental or longitudinal designs.
Practical implications
Companies should invest in transformational leadership training and in the selection of supervisors with this leadership style before initiating the implementation of innovations. Enhancing contextual factors, such as a perceived climate for initiative, should be promoted by integrating them into organizations' reward systems.
Originality/value
The paper is one of the first to investigate the relationship between transformational leadership and followers' innovation implementation behavior. It specifies the organizational contexts under which transformational leadership is most likely related to innovation implementation behavior, and those in which such a relationship is unlikely to occur.
This study examined the relation between employees' perceived extent of change and adaptive performance, focusing on the roles of expressive suppression (i.e. the habit of suppressing overt expressions of emotion) at work and perceived strain. Analysing survey data of 153 employees in Germany with different occupational backgrounds via bootstrapping, the conceptual moderated indirect effect scheme was supported. As hypothesized, greater changes were associated with higher strain. Strain, in turn, was negatively related to adaptive performance. Although extent of change did not directly affect adaptive performance, the data supported the expected indirect relationship via strain. Finally, expressive suppression at work acted as a buffer of this indirect effect: extent of change was only negatively related to strain for employees low in suppression. In line with newer evidence, our results indicate that the suppression of overt emotional expressions at work can have positive effects under certain circumstances.
Trainingsgestaltung
(2010)