Psychological Well-Being and Work Engagement among Italian Social Workers: Examining the Mediational Role of Job Resources

2017 ◽  
Vol 41 (2) ◽  
pp. 73-84 ◽  
Author(s):  
Antonio Aiello ◽  
Alessio Tesi
Keyword(s):  
Social Workers ◽  
Work Engagement ◽  
Well Being ◽  
Job Resources ◽  
Psychological Well Being ◽  
Mediational Role

scholarly journals The work-related well-being of social workers: Framing job demands, psychological well-being, and work engagement

2018 ◽  
Vol 19 (1) ◽  
pp. 121-141 ◽  
Author(s):  
Alessio Tesi ◽  
Antonio Aiello ◽  
Enrichetta Giannetti
Keyword(s):  
Social Workers ◽  
Work Engagement ◽  
Job Demands ◽  
Well Being ◽  
Regression Analyses ◽  
Measurement Scales ◽  
Psychological Well Being ◽  
Personal Resource ◽  
Work Related

Summary Social workers’ occupational health has become a central theme in the psychosocial literature. This study aimed at exploring how specific job demands and psychological well-being are related to work engagement. A sample of 140 Italian social workers was analyzed in accordance with the job demands–resources model. Participants were asked to complete a written questionnaire containing several measurement scales. Findings Multiple regression analyses showed that social workers’ psychological well-being was positively related to work engagement. Moderation analyses also indicated that, when psychological well-being was high (vs. low), job demands were associated to higher levels of work engagement, thus highlighting the buffering role of psychological well-being as a specific personal resource. When job demands were high (vs. low), the psychological well-being appeared to be strongly related to lowest levels of work engagement, showing that high job demands could reduce the fostering role of psychological well-being on social workers’ work engagement. Applications While administration of job demands may often be difficult in social work contexts, managers should be encouraged, as part of a systemic approach to training, to promote specific measures for improving social workers’ psychological well-being as a personal resource for promoting work engagement.

An investigation of the relationship between lean and well-being based on the job demands-resources model

2019 ◽  
Vol 39 (12) ◽  
pp. 1295-1322 ◽  
Author(s):  
Andrea Roberto Beraldin ◽  
Pamela Danese ◽  
Pietro Romano
Keyword(s):  
Problem Solving ◽  
Work Engagement ◽  
Structural Equation ◽  
Job Demands ◽  
Well Being ◽  
Conclusive Evidence ◽  
Job Resources ◽  
Content Type ◽  
Positive Effects

Purpose The purpose of this paper is to investigate how just-in-time (JIT)-related job demands, problem-solving job demands and soft lean practices (SLPs) jointly influence employee well-being in terms of work engagement and exhaustion. Design/methodology/approach Based on the job demands-resources model, lean-related job characteristics were classified as resources or demands, and a set of hypotheses was developed to test their effect on work engagement and exhaustion, including the potential interaction between job resources and demands. The hypotheses were tested using moderated hierarchical regression and structural equation modelling, based on data from 138 workers. Findings SLPs act as job resources in a lean company, increasing work engagement and reducing exhaustion. Conversely, JIT-related job demands act as a hindrance, reducing work engagement and increasing exhaustion. However, SLPs can reduce the effect of JIT-related job demands on exhaustion, and JIT-related job demands may enhance the positive effects of SLPs on work engagement. Research limitations/implications The study provides no conclusive evidence on the hypothesized role of problem-solving as a challenge job demand. Practical implications The results can guide practitioners’ understanding of how to implement lean without harm to employee well-being. Originality/value By employing a well-grounded psychological model to test the link between lean and well-being, the study finds quantitative support for: the buffering effect of SLPs on exhaustion caused by JIT-related job demands, and for the role of JIT as a hindrance. These novel findings have no precedent in previous survey-based research. In addition, it reveals the importance of studying SLPs at an individual level, as what matters is the extent to which workers perceive SLPs as useful and supportive.

scholarly journals TEACHERS' WELLBEING: THE ROLE OF CALLING ORIENTATION, JOB CRAFTING AND WORK MEANINGFULNESS

2021 ◽  
Author(s):  
Lana Jurčec ◽  
◽  
Tajana Ljubin Golub ◽  
Majda Rijavec
Keyword(s):  
Teaching Experience ◽  
Well Being ◽  
Job Crafting ◽  
Job Resources ◽  
Life Questionnaire ◽  
Psychological Well Being ◽  
Work Meaningfulness ◽  
Serial Mediation ◽  
The Relationship

"People who consider their work as a calling find it fulfilling, purposeful, and socially useful, thus leading to higher levels of well-being. Since work is a central part of the identity of people with calling orientation and represents one of the most important domains of their lives, we assume that they are more prone to craft their job. They tend to make the physical and cognitive changes in the task or relational boundaries of their work in order to make it more meaningful. Both experiencing work as a calling and job crafting are found to be associated with numerous positive outcomes such as increased job satisfaction, psychological well-being and sense of meaning. This study adds to literature by exploring simultaneously the role of both calling orientation and job crafting in primary teacher’s wellbeing. The aim of the study was to explore the relationship between teachers calling orientation, job crafting, work meaningfulness and well-being. In light of the literature on work meaningfulness and psychological well-being, a serial mediation model was proposed with job crafting and work meaningfulness mediating the relationship between teacher calling orientation and teacher flourishing. The sample consisted of 349 primary school teachers (95% female) from public schools in northern western region of Croatia. They have on average 22 years of teaching experience (ranged from 0-43 years). Self-report measures of calling orientation (Work-Life Questionnaire), job crafting (Job Crafting Scale), work meaning (Work Meaningfulness scale) and flourishing (Flourishing Scale) were used. The findings revealed that the job crafting via increasing structural job resources mediated the relationship between calling orientation and work meaningfulness. Furthermore, the results supported the proposed serial mediation between calling orientation and flourishing via increasing structural job resources and increasing work meaningfulness. Based on these findings, several practical implications can be noted. First, interventions aimed at helping teacher view their job as a calling should be promoted in schools. Second, teachers should be encouraged to cultivate job crafting as it is an important path to meaningfulness in work context and overall psychological wellbeing. This is specially the case for increasing structural job resources, such as autonomy and variety at work."

Strengths-Based Leadership and Employee Psychological Well-Being: A Moderated Mediation Model

2021 ◽  
pp. 089484532110188
Author(s):  
He Ding ◽  
Enhai Yu
Keyword(s):  
Well Being ◽  
Linkage Data ◽  
Job Autonomy ◽  
Psychological Well Being ◽  
Self Evaluation ◽  
Strengths Use ◽  
Moderated Mediation Model ◽  
Mediational Role ◽  
Relationship Of

Drawing upon ability-motivation-opportunity model, the present study attempts to inspect the association of strengths-based leadership with employee psychological well-being and the mediational role of employee strengths use and the moderating role of job autonomy in the linkage. Data were gathered using a three-wave survey from a sample of 308 employees working in a wide variety of organizations in China. Results of multiple regression analyses with bootstrapping procedure revealed that strengths-based leadership positively relates to employee psychological well-being even after controlling for employee core self-evaluation. In addition, employee strengths use was found to partially mediate the relationship of strengths-based leadership with employee psychological well-being, and this study demonstrated job autonomy to positively moderate the direct relationship of strengths-based leadership with strengths use of employee and the indirect association of strengths-based leadership with employee psychological well-being through employee strengths use. The present study advances strengths-based leadership and psychological well-being theories and research.

The mediating effect of work engagement on innovative work behavior and the role of psychological well-being in the job demands–resources (JD-R) model

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Şennur Koroglu ◽  
Omur Ozmen
Keyword(s):  
Work Engagement ◽  
Positive Relationship ◽  
Well Being ◽  
Mediating Effect ◽  
Work Behavior ◽  
Psychological Well Being ◽  
Content Type ◽  
Innovative Work Behavior ◽  
Innovative Work

PurposeThis study revisits the role of work engagement (WE) on innovative work behavior (IWB) in conjunction with the job demands–resources (JD-R) model, specifically examining its mediating role between antecedent variables of psychological well-being (PWB), interpersonal conflict (IPC) and perceived organizational support (POS).Design/methodology/approachThe study was conducted within five different sectors and 416 work settings in Turkey. A cross-sectional, correlational research design was used, and structural equation modeling (SEM) was applied to test the mediating effect of WE.FindingsThe results of the SEM provided partial support for eight hypotheses. The results of this study demonstrate a positive relationship between PWB, POS, WE and IWB. This indicates that resources are vital in increasing both WE and IWB. As expected, the correlation of IPC and IWB resulted in a negative relationship. The findings demonstrate a positive relationship between PWB and WE and IWB.Research limitations/implicationsExtending the model, future research could incorporate the antecedents as mediators and utilize them to further explore the mechanisms of employee engagement (EE) and the IWB link. It would also be beneficial to include other variables such as personal differences, trust, personal environment fit, fairness in the workplace, recognition and organizational culture and employee value proposition as moderators of EE and IWB.Practical implicationsThe findings offer the suggestion of few practical applications such as the need to encourage organizations to enhance PWB to foster positive feelings in the work environment. This includes increasing employees' effort and dedication by utilizing POS in the workplace and considering employee's well-being. Additionally, EE should be an important organizational strategy to positively influence employee creativity within the workplace.Social implicationsThis research was conducted within the Turkish business context; it would be worthwhile to validate the findings of this study in a multicultural context that did not share similar basic characteristics as those in Turkey. There could be a comparative study of EE between Turkey and other countries as a cross-cultural investigation.Originality/valueThe results of data analysis have revealed an enhanced understanding of the role of the mediation effect of WE on IWBs. This study also expands the concept that psychological well-being can enhance WE, which in turn corresponds to more IWB in the context of the JD-R model. The findings indicate that in order to better comprehend its function, IPC needs to be further examined with other antecedents.

Role of leader and followers' well-being, engagement and the moderating role of psychological capital

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Beena Prakash Nair ◽  
T. Prasad ◽  
Shreekumar K. Nair
Keyword(s):  
Work Engagement ◽  
Authentic Leadership ◽  
Psychological Capital ◽  
Well Being ◽  
Psychological Well Being ◽  
Content Type ◽  
The Relationship ◽  
Moderating Role ◽  
Practical Implications

PurposeThe present study had two objectives, first objective was to examine the impact of authentic leadership on followers' well-being and work engagement. The second objective was to examine the moderating role of authentic leadership and followers' outcomes. Despite an immense amount of research on authentic leadership, how and when authentic leadership is more or less effective in promoting the well-being and work engagement of followers is little known. Drawing from the conservation of resource theory, the authors draw upon the interactionist perspective and suggest psychological capital is a dispositional boundary condition that influences the effectiveness of authentic leadership in promoting well-being and work engagement of followers.Design/methodology/approachUsing cross-sectional research design data were collected from 547 team members nested under 118 team leaders from the financial sector in India. The study used structural equation modelling and hierarchical regression analysis to examine the hypothesised relationships.FindingsThe findings from the study revealed that authentic leadership predicts followers' psychological well-being and work engagement. Also as proposed, the study found psychological capital moderates the relationship between authentic leadership and the well-being of followers. However, the study found psychological capital does not moderate the relationship between authentic leadership and followers' work engagement.Research limitations/implicationsThe study has helped expand the nomological network of authentic leadership by examining the authentic leadership model with followers' psychological well-being and work engagement. Further, the findings suggest that psychological capital being a dispositional boundary condition, it plays a contingent role in explaining the role of authentic leadership in promoting the well-being of followers.Practical implicationsThe results offer strong practical implications that can be considered as the basis for actionable strategies by the human resource management system of the organisation to enhance authentic leadership and psychological capital.Originality/valueThe study is unique in its scope and contribution, as it tries to develop an understanding of how and when authentic leadership promotes psychological well-being and work engagement by considering an interactionist approach in the Indian context.

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