| 1. |
- Mattson Molnar, Malin, et al.
(författare)
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Leading for Safety : A Question of Leadership Focus
- 2019
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Ingår i: SH@W Safety and Health at Work. - : Elsevier BV. - 2093-7911 .- 2093-7997. ; 10:2, s. 180-187
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Tidskriftsartikel (refereegranskat)abstract
- Background: There is considerable evidence that leadership influences workplace safety, but less is known about the relative importance of different leadership styles for safety. In addition, a leadership style characterized by an emphasis and a focus on promoting safety has rarely been investigated alongside other more general leadership styles.Methods: Data were collected through a survey to which 269 employees in a paper mill company responded. A regression analysis was conducted to examine the relative roles of transformational, transactional (management-by-exception active; MBEA), and safety-specific leadership for different safety behavioral outcomes (compliance behavior and safety initiative behaviors) and for minor and major injuries.Results: A safety-specific leadership contributed the most to the enhanced safety of the three different kinds of leadership. Transformational leadership did not contribute to any safety outcome over and above that of a safety-specific leadership, whereas a transactional leadership (MBEA) was associated with negative safety outcomes (fewer safety initiatives and increased minor injuries).Conclusion: The most important thing for leaders aiming at improving workplace safety is to continuously emphasize safety, both in their communication and by acting as role models. This highlights the importance for leadership training programs aiming to improve safety to actually focus on safety-promoting communication and behaviors rather than general leadership. Furthermore, an overly monitoring and controlling leadership style can be detrimental to attempts at achieving improved workplace safety.
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| 2. |
- Malmrud, Sofia, et al.
(författare)
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Just What I See? Implications of Congruence Between Supervisors’ and Employees’ Perceptions of Pay Justice for Employees’ Work-Related Attitudes and Behaviors
- 2020
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Ingår i: Frontiers in Psychology. - : Frontiers Media SA. - 1664-1078. ; 11
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Tidskriftsartikel (refereegranskat)abstract
- Perceiving a pay system as just has been suggested to be a precondition for individualized pay to have a motivating effect for employees. Supervisors’ enacted justice is central for understanding the effects that pay setting can have on employee attitudes and behavior. Yet, enacted justice has received little research attention, in regard to both organizational justice and pay-related topics. This study examines the effects of employees’ perceived pay justice and supervisors’ enacted justice, as well as the degree of congruence, on employees’ work-related attitudes and behaviors. Questionnaire data from employees (N = 566) matched with data from their pay-setting supervisors (N = 208), employed in a Swedish manufacturing company, were analyzed. Results of polynomial regression with response surface analysis show that employees’ perceptions of pay justice were important for their work-related attitudes and behaviors and that supervisor–employee congruence regarding pay justice was positively related to employees’ attitudes and behavior, particularly when the ratings concerned high levels of justice. The results not only highlight the importance of developing a pay system that is perceived as just by employees but also emphasize the importance of reaching a congruence between supervisors’ and employees’ perceptions of high fairness, as this has positive implications for employees’ attitudes and behaviors.
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| 3. |
- Astvik, Wanja, et al.
(författare)
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A comparative study of how social workers' voice and silence strategies relate to organisational resources, attitudes and well-being at work
- 2021
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Ingår i: Journal of Social Work. - : SAGE Publications. - 1468-0173 .- 1741-296X. ; 21:2, s. 206-224
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Tidskriftsartikel (refereegranskat)abstract
- This study sets out to investigate the potential differences between social workers using voice- or silence strategies in their experience of organisational resources, attitudes and health, and whether social workers moving between strategies (voice or silence) over time have a different experience of the same outcomes than those who stay with the same strategy group. The participating social workers (n = 1356) responded to two web-based questionnaires over a one-year period. Findings The results show that voice strategies are related to the experience of more positive organisational resources, more positive attitudes (greater job satisfaction and organisational commitment, but lower intention to exit) and more positive health (greater recovery, but less emotional exhaustion and stress symptoms) than those using silence strategies. The results also show that moving from silence to voice is related to the experience of increased organisational resources, more positive attitudes and more positive health at T2, while those moving from voice to silence reported the opposite. Applications The longitudinal approach applied in this study adds empirical evidence of the relationship between voice/silence and work-related attitudes, as well as health and well-being. The close relationship between organisational resources, employee voice behaviour and related individual outcomes regarding attitudes and health imply that Human Resources (HR) management has a lot to gain by developing and securing a voice-friendly and considerate climate in their organisations.
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| 4. |
- Näswall, Katharina, et al.
(författare)
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The individual in the changing working life
- 2007
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Bok (övrigt vetenskapligt/konstnärligt)abstract
- Working life has been the subject of great change in recent years, with contemporary conditions generally providing increased opportunities and autonomy for individuals. But these benefits can coincide with greater demands and responsibilities, increasing the pressure to work outside of traditional working hours and so creating conflict between work and family life. This book contributes towards our understanding of contemporary working life, considering how recent changes have affected the work climates, attitudes, and well-being of individuals. Combining traditional theoretical frameworks with innovative new research, it discusses both the positive and negative effects contemporary working life has on organizations and employees. International experts in the fields of work and organizational psychology present strategies to prevent negative working conditions and help individuals achieve a healthy work–life balance.
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| 5. |
- Sverke, Magnus, et al.
(författare)
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Employee Participation in Organizational Change : Investigating the Effects of Proactive vs. Reactive Implementation of Downsizing in Swedish Hospitals
- 2008
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Ingår i: Zeitschrift für Personalforschung. - Mering : Rainer Hampp. - 0179-6437 .- 1862-0000. ; 22, s. 111-129
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Tidskriftsartikel (refereegranskat)abstract
- Whereas employee participation is generally conceived to facilitate implementation of organizational change, only limited research has investigated whether it may reduce the negative effects of downsizing. The present study compares two Swedish hospitals that implemented downsizing in different ways. While there were no major differences in stressors between hospitals, proactive implementation was associated with more employee participation. Moreover, employee participation variables were positively associated with employee work attitudes and well-being at both hospitals. These findings provide insights concerning the importance of a long-term strategic implementation of organizational change.
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| 6. |
- Låstad, Lena, et al.
(författare)
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30 års forskning om anställningsotrygghet : En litteraturöversikt
- 2016
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Ingår i: Arbetsmarknad & Arbetsliv. - Karlstad : Karlstads universitet. - 1400-9692 .- 2002-343X. ; 22:3/4, s. 8-27
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Tidskriftsartikel (refereegranskat)abstract
- Anställningsotrygghet – en oro för att mot sin vilja förlora jobbet – är något som de flesta anställda idag upplever under sina yrkesliv. Den beteendevetenskapliga forskningen inom detta område har skjutit fart sedan millennieskiftet, vilket motiverar behovet av en uppdaterad litteraturöversikt. Översikten omfattar prediktorer och konsekvenser av anställningsotrygghet samt vilka faktorer som har identifierats som viktiga när det gäller att mildra anställningsotrygghetens konsekvenser.
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| 7. |
- Torbiörn, Ingemar, et al.
(författare)
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Om acceptans i klara och oklara situationer
- 2013
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Ingår i: Arbetsmarknad & Arbetsliv. - Stockholm : Arbetsmarknadsstyrelsen. - 1400-9692 .- 2002-343X. ; 19:4, s. 37-49
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Tidskriftsartikel (refereegranskat)abstract
- Artikeln behandlar vår benägenhet till acceptans i situationer där vi saknar endera av förståelse och tillit, så kallade oklara situationer. Acceptans eller icke-acceptans antas generellt spegla ett samspel mellan dessa bägge komponenter. Hypotesen att vi tenderar att acceptera mer i oklara än i så kallade klara situationer får stöd liksom hypotesen om samspel som grund för acceptans eller icke-acceptans. En slutsats är att oklara situationer förtjänar särskild uppmärksamhet i arbetsliv och organisationer, särskilt säkerhetsrelaterade sådana.
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| 8. |
- Eib, Constanze, PhD, 1985-, et al.
(författare)
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What helps managers being fair? Predicting managers’ self-reported justice enactment during pay setting using the ability-motivation-opportunity framework
- 2022
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Ingår i: International Journal of Human Resource Management. - : Informa UK Limited. - 0958-5192 .- 1466-4399. ; 33:10, s. 2138-2169
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Tidskriftsartikel (refereegranskat)abstract
- Building on the Ability-Motivation-Opportunity framework, we investigate managers’ ability, motivation, and opportunity as predictors of managers’ self-reported justice enactment during pay setting. Data from 168 managers from a large industrial company in Sweden were analyzed with hierarchical multiple regression analyses to predict the four dimensions of enacted justice (distributive, procedural, informational, interpersonal). Ability indicators contributed to all justice enactment dimensions, with self-efficacy in one’s role as pay-setting manager being positively related to all justice enactment dimensions. Motivation indicators contributed to three justice enactment dimensions (not informational), with managers’ outcome expectations of pay setting being positively related to distributive justice enactment. Opportunity indicators contributed to three justice enactment dimensions (not interpersonal), where social support in the pay-setting process predicted these justice enactment dimensions. Demographics and personality variables only explained additional variance in interpersonal justice enactment. The paper sheds light on the managers’ side of justice in pay setting, and highlights the relevance of resources to equip managers with ability, motivation, and opportunities in order to perceive that they can be fair during pay setting.
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| 9. |
- Hellgren, Johnny, et al.
(författare)
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Meta-Analysis on Job Insecurity and its Outcomes : An Extension of Previous Knowledge
- 2017
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Ingår i: European Association for Work & Organizational Psychology 2017. May 17-20, 2017, Dublin, Ireland..
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Konferensbidrag (övrigt vetenskapligt/konstnärligt)abstract
- Purpose: Job insecurity has been recognized as a predominant work stressor in work environment research for the past thirty years. Thus far, two meta-analyses have been published on the consequences of job insecurity for individual and organizational outcomes. However, these meta-analyses were published in 2002 and 2008 and contain only a few broad outcomes. Since then, the amount of published job insecurity studies have increased substantially, investigating a wider range of outcomes. The aim of the present meta-analysis was to extend previous knowledge by investigating the effects of job insecurity on a broader spectrum of outcomes than the previous meta-analyses have done.Design/Methodology: Literature searches with the search terms “job insecurity”, “job uncertainty”, “job security”, and “job security satisfaction” in relevant databases during the time period 1980─2016 resulted in 523 peer-reviewed papers published. The outcome variables were divided in to three thematic categories: work related attitudes and behaviors, mental and physical health, and life outside work.Results: The results suggest that job insecurity has a substantial and negative impact on the wide range of outcomes included.Limitations: The study cannot address the question of direction (causality) of the relationships presented and did not control for potential confounding variables.Research/Practical implications: Job insecurity is demonstrated to have strong, negative effects on organizational performance and individual health and well-being as well as for life outside work.Originality/Value: Adding to previous knowledge, this study both broadens and deepens the understanding of the negative consequences associated with job insecurity.
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| 10. |
- Nordgren Selar, Alexander, et al.
(författare)
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“It’s [Not] All ‘Bout the Money” : How do Performance-based Pay and Support of Psychological Needs Variables Relate to Job Performance?
- 2020
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Ingår i: Scandinavian Journal of Work and Organizational Psychology. - : Stockholm University Press. - 2002-2867. ; 5:1, s. 1-14
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Tidskriftsartikel (refereegranskat)abstract
- The use of performance-based pay is increasing rapidly, but empirical evidence on how and why it relates to job performance, as well as its relative strategical importance, remains unclear. The present study examined the relative importance of performance-based pay variables and support of psychological needs variables for task and contextual performance in a sample of 582 white-collar employees in Sweden. Multiple regression results, based on survey and register data, showed that the instrumentality of the pay system related to lower levels of task and contextual performance. However, supplementary relative weight analysis (RWA) showed that, in relative terms, instrumentality of the pay system was of minor importance for performance. Performance-based pay-raise amount was positively related to contextual performance but not predictive of task performance. Procedural pay-setting justice was unrelated to both outcomes. Among the support of psychological needs variables, feedback and job autonomy had positive associations with both outcomes while social support from colleagues was not predictive of performance. Considering the explained variance (16–17%), the performance-based pay variables combined accounted for up to a third (12.6–29.2%) while support of psychological needs variables accounted for more than half of the explained variance (56.1–68.1%) in task and contextual performance. The results indicate that organizations would benefit from putting support of psychological needs to the forefront of their motivational strategies as a complement to administrating complex compensation systems.
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