From burnout to behavior: the dark side of emotional intelligence on optimal functioning across three managerial levels.

Introduction: Burnout has been typically addressed as an outcome and indicator of employee malfunctioning due to its profound effects on the organization, its members, and its profitability. Our study assesses its potential as a predictor, delving into how different sources of motivation-autonomous and controlled-act as mediational mechanisms in the association between burnout and behavioral dimensions of functioning (namely, organizational citizenship behaviors and work misbehaviors). Furthermore, the buffering effects of emotional intelligence across three different managerial levels were also examined. Methods: To this end, a total non-targeted sample of 840 Romanian managers (513 first-, 220 mid-, and 107 top-level managers) was obtained. Results: Burnout predicted motivation, which predicted work behaviors in a moderated-mediation framework. Contrary to our initial prediction, emotional intelligence augmented the negative association between burnout and motivation, exhibiting a dark side to this intelligence type. These findings are nuanced by the three managerial positions and shed light on the subtle differences across supervisory levels. Discussion: The current article suggests a relationship between multiple dimensions of optimal (mal)functioning and discusses valuable theoretical and practical insights, supporting future researchers and practitioners in designing burnout, motivation, and emotional intelligence interventions.

The interplay between ethics, justice, corporate social responsibility, and performance management sustainability.

In the increasingly volatile 21st century globalized and interconnected business landscape, organizations face increasing scrutiny concerning their ethical behavior, social responsibilities, and overall performance. This paper looks at some of the factors that link the notions of ethics, justice, and Corporate Social Responsibility (CSR), with an eye to their theoretical underpinnings and complexities and their relationship to the efficient and sustainable operation of Sustainable Performance Management (with special emphasis on CSR). Drawing on theoretical foundations and empirical evidence, we provide practical recommendations for organizations to promote ethics, justice, CSR, and effective and sustainable performance management. Suggestions include fostering ethical leadership by modeling ethical behavior and promoting ethical decision-making. We believe that the suggested practical measures may bridge the gap between academic perspectives and the practical realities of ensuring favorable, sustainable, work climates and work processes.

Insights into abusive workplace behavior.

Objectives: This paper explores definitions, incidences, and outcomes of workplace abuse - a widespread, worldwide social phenomenon impinging on the well-being of workers in a developing labor market - and possible directions for delineating and standardizing classifications of the phenomenon that facilitate workers' protection. Furthermore, we employ Tepper's Abusive Supervision Survey Questionnaire [ASSQ] to identify managerial abuse in organizations regarding the type of organization (public/private), gender of the perpetrator, gender of the target, and the managerial role, of each of the abuse items. Finally, we suggest directions for further research and practical measures designed to facilitate the diminution of behavioral abuse in the workplace in the foreseeable future. Hypotheses: No hypotheses are submitted in this exploratory paper. Methods: Employees of two large organizations (the Katzrin Local Council and Tigbur Ltd.) and another small national organization in Israel were approached, requesting their assistance in this investigation. We introduced the questionnaire, noting its anonymity and the academic context, and that subject participation was voluntary. The questionnaire consisted of fifteen statements on a five-point response scale ranging from 1 = "I cannot remember him/her ever using this behavior with me" to 5 = "He/she uses this behavior very often with me" (alpha = 0.97, M = 1.81, SD = 1.03). One hundred five respondents comprised the final sample: men (39%) and women (61%) aged 23-66. 66.7% of the respondents were employed in a public organization, 28.5% in a private organization, and 4.8% in a national organization. Years of education: less than 12 (14.3%); 12 full years (17.1%); tertiary education (10.5%); bachelor's degree (40%); and master's degree and above (18.1%). While 28.6% held managerial positions, 71.4% did not. Job tenure ranged between 0.5 and 42 years. The participants in national and private organizations were combined to avoid the problem of unbalanced groups. Notably, the gender balance of the managers was men (50.5%) and women (49.5%). To ensure statistical validity, we conducted a factor analysis and performed Pearson correlations to examine the relationships between the general latent variable and the abuse items and their intercorrelations. Additionally, we conducted t-tests for independent samples (with Bonferroni corrections for multiple comparisons: see, for example) to compare (1) the respondent's gender; (2) manager's gender; and (3) the managerial role with each of the abuse items, and (4) the type of organization (private/public); including the general abuse variable. Results: High, positive, and significant correlations were recorded between each questionnaire item and the total score of abusive behavior. The results ranged from r = 0.92 for the statement, "Puts me down in front of others" (r = 0.92) to r = 0.69 for the statement, "Does not allow me to interact with my co-workers" (r = 0.69). Reported abuse in the respondents' organizations was relatively low (1.81), while among women managers marginally less than their male equivalents (in absolute value, the mean difference in the mean scores fell between 0.28 and 1.25). Abusive behavior in private organizations was more prevalent than in public concerns. Not surprisingly, workers reported more incidents of abuse than managers: in absolute value, the mean difference between employees and managers fell between 0 and 0.67 in the mean scores. Women reported fewer abusive behavior incidents than men; however, the differences found were insignificant. Conclusion: The reports of abusive behaviors were meager. Explanations include: (1) Any instance of alleged workplace abuse can be interpreted variously by different individuals, a function of subjective perceptions and interpretations of objective data informed by several internal and external factors impinging on workers' wellness at work. (2) The extant "trust gap," which is part of the pervading culture, mitigates against honest reporting of workplace abuse for fear of reprisals. (3) A single report of behavioral abuse at work may be attributable to the same perpetrator repeating the aggression several times. The lower incidence of reported abuse among female managers could be understood in line with studies that indicate that men display aggression more frequently than women playing out their expected respective stereotypical roles in society. Furthermore, following women reflect more stable personality dispositions and are less likely than men to aggress against others without provocation. In line with these observations, women's management style projects "an ethics of care," focusing on interpersonal relations and a greater tendency than male managers toward cooperation, creativity, innovation, and shared decision-making. Because the differences found in all the variables in our investigation investigated were not significant, we cannot conclude that the results indicate a trend. Finally, we assume that appropriate sanctions against perpetrators at the workplace and regulation in public organizations would reduce the incidence of workplace abuse. In a more optimistic vein, we recommend that management and HR personnel initiate positive measures to raise awareness of behavioral abuse and eliminate it from their organizations. They should initiate training workshops, events, and support groups akin to those extant in organizations focused on eliminating racial prejudice and advocating sustainability and wellness in the workplace. Ultimately, the goal is to protect workers' dignity, the integrity of the organizations, and the welfare of society.

Heavy Work Investment, Workaholism, Servant Leadership, and Organizational Outcomes: A Study among Italian Workers / [La inversión en trabajo pesado, la adicción al trabajo, el liderazgo de servicio y los resultados organizativos: un estudio en trabajadores italianos]

Heavy Work Investment (HWI) is a construct that comprises both workaholism and work engagement. We tested a path analysis model on 364 Italian workers, with servant leadership as a predictor of HWI and HWI as a predictor of Organizational Citizenship Behaviors (OCB) and Counterproductive Work Behaviors (CWB). We also performed ANOVAs and MANOVAs. Among the main findings, servant leadership is a positive predictor of both workaholism and work engagement. Work engagement is a positive predictor of OCB and a negative predictor of CWB. Conversely, workaholism, is a positive predictor of CWB, but it does not predict OCB. Hence, we encourage implementing soft-skills interventions aimed at making leaders aware of the different worker types in their organization to develop tailored measures to foster work engagement rather than workaholism. Also, we recommend controlling for work engagement when analyzing workaholism, given the different findings that arose when controlling or not controlling for work engagement.(AU)

La inversión en trabajo pesado (ITP) es un constructo que abarca la adicción al trabajo y la implicación en el mismo. Pusimos a prueba un modelo de análisis de trayectorias con 364 trabajadores italianos utilizando el liderazgo de servicio como predictor de la ITP y esta como predictora a su vez de comportamientos de ciudadanía organizativa (CCO) y de comportamientos contraproductivos en el trabajo (CCT). Llevamos a cabo también ANOVA y MANOVA. Entre los resultados obtenidos está que el liderazgo de servicio predice positivamente el CCO y negativamente la implicación en el trabajo. Por el contrario, la adicción al trabajo predice positivamente el CCT pero no el CCO. De este modo proponemos llevar a cabo intervenciones en destrezas “blandas”, que hagan conscientes a los líderes de los diferentes tipos de trabajadores en su empresa para desarrollar medidas adaptadas, que potencien la implicación en el trabajo antes que la adicción al mismo. También recomendamos que se controle la implicación en el trabajo al estudiar la adicción al mismo, siendo el resultado diferente si ese control se produce o no.(AU)

Career Don’t Stop Believing: Career Empowerment as a Mediator between Hope and Organizational Outcomes / [No dejes de creer en la carrera profesional: empoderamiento de carrera como mediador entre la esperanza y los resultados organizacionales]

The growing trend towards individual career management requires understanding the driving forces of career changes. In the current study we explore how personal resources, namely hope, optimism, self-efficacy, and social support are associated with the motivational construct of career empowerment, which in turn predicts employees’ behavioral (OCB, performance appraisal) and attitudinal (job engagement, life satisfaction) outcomes. We conducted a quantitative study in which 251 full- and part-time employees completed paper-and-pencil surveys measuring internal and external resources, and career empowerment. Our results indicate that the research variables are significantly and positively correlated with one another. Mediation analyses with competing models indicate that career empowerment is a partial mediator between personal resources and various outcomes. Theoretical and practical implications are discussed.(AU)

La creciente tendencia hacia la gestión de la carrera profesional exige entender las fuerzas motrices de los cambios en dicha carrera. El estudio explora de qué modo se asocian los recursos personales, es decir, la esperanza, el optimismo, la autoeficacia y el apoyo social, con el constructo motivacional de empoderamiento de la carrera profesional, que a su vez predice los resultados comportamentales (conducta de ciudadanía ocupacional, valoración del desempeño) y actitudinales (compromiso laboral, satisfacción con la vida) de los empleados. Llevamos a cabo un estudio cuantitativo en el que 251 empleados a tiempo completo cumplimentaron cuestionarios de papel y lápiz que medían los recursos internos y externos, así como el empoderamiento profesional. Los resultados indican que las variables de la investigación correlacionan mutuamente de un modo positivo y significativo. Los análisis de mediación con otros modelos alternativos señalan que el empoderamiento profesional es un mediador parcial entre los recursos personales y diversos resultados. Se comentan las implicaciones teóricas y prácticas.(AU)

Abusive leadership: A moderated-mediation through leader-member exchange and by organizational politics.

Abusive leadership has been shown to have adverse consequences for both the employees and the organization. In the current paper, the impacts of such a leadership style on workers' turnover intentions (TIs), counterproductive work behaviors (CWBs) and organizational citizenship behaviors (OCBs) are investigated through a dyadic lens-the mediation of leader-member exchange (LMX). Furthermore, when the workplace atmosphere is also tainted by high level of perceived organizational politics (POP) (as a moderator), these relationships deepen and and/or change (for the worse). To test the moderated-mediation research model, an online sample of 619 participants was obtained. The results support an interesting moderated-mediation of LMX by POP. Theoretical and practical implications, limitations and future research suggestions are discussed.

Social support and well-being among eelocating women: the mediating roles of resilience and optimism / El apoyo social y el bienestar en las mujeres expatriadas: el papel mediador de la resiliencia y el optimismo

The relative lack of research on the relocation of women to foreign assignments prompted this study that focused on a large online community of women in relocation. We examined the relationship between two support types, perceived social support (PSS) and online support, and well-being measures (meaning in life, depression, and loneliness) in the new setting. Based on the literature, we hypothesized that (a) PSS and online support positively relate to personal resilience and optimism, (b) resilience and optimism positively associate with well-being levels, and (c) resilience and optimism mediate the association between both types of support and well-being. Two waves of data (T1 & T2) were collected in the current study. The results largely reflected the propositions, with some deviations from the expected model, and indicated that resilience was the more prominent mediator at both T1 and T2. A complex pattern of relationships was documented between various types of virtual support and well-being. Women who received social support could foster a positive, optimistic future perspective experience and an increased sense of meaning in their lives. This study engendered implications for organizations' appropriate preparation of relocating staff, in general, and the relocation of women employees, in particular (AU)

La relativa falta de investigación sobre las mujeres expatriadas ha propiciado este estudio, centrado en una amplia comunidad online de mujeres en esa situación. Analizamos la relación de dos tipos de apoyo, apoyo social percibido (ASP) y apoyo online y las medidas de bienestar (sentido de la vida, depresión y soledad) en el nuevo escenario. De acuerdo con la literatura científica planteamos las hipótesis de que a) el ASP y el apoyo online se relacionan positivamente con la resiliencia personal y el optimismo, b) estos últimos se asocian positivamente con el nivel de bienestar y c) median en la asociación entre ambos tipo de apoyo y bienestar. Se recogieron dos oleadas de datos (T1 y T2) en el presente estudio. Los resultados reflejaban ampliamente las proposiciones con alguna desviación del modelo esperado e indicaban que la resiliencia era el mediador más sobresaliente tanto en T1 como en T2. Se documentó un complejo patrón de relaciones entre diversos tipos de apoyo virtual y bienestar. Aquellas mujeres que habían recibido apoyo social podían albergar una experiencia perspectiva futura optimista y una mayor sensación de significado en su vida. El estudio tiene implicaciones para la adecuada preparación de las organizaciones para la asignación de un trabajo en el exterior su personal y en particular a las mujeres empleadas (AU)

A Moderated-Mediation Analysis of Organizational Justice and Leader-Member Exchange: Cross-Validation With Three Sub-samples.

In an increasingly competitive work world, managers-whose links with subordinates, and their perceptions thereof, are critical components in that relationship-need to monitor employees' mindsets to facilitate their productivity. Our paper investigates organizational justice perceptions as an antecedent to two important outcomes: organizational citizenship behaviors and counterproductive work behaviors. The moderating effect of leader-member exchange and the mediating effect of work motivation were incorporated into a parsimonious moderated-mediation model designed to assist managers in achieving the stated objective. The model was tested on 3,293 Romanian workers, randomly divided into sub-samples of 1,098, 1,098, and 1,097 participants. Indicating high data consistency and credibility for the most part, in each sub-group, all the variables associated as predicted, with the notable exception of LMX. Implications, limitations, and suggestions for future research are discussed, with emphasis on the investigation's cultural context.

Attributions of managerial decisions, emotions, and OCB. The moderating role of ethical climate and self-enhancement / Atribuciones de decisiones directivas, emociones y comportamiento de ciudadanía organizativa. El papel moderador del clima ético y la automejora

In this study, we examined the relationships between employees’ negative internal attributions of their supervisors’ workplace decisions and organizational citizenship behavior (OCB) as mediated by adverse emotions. The present research also explores the moderating role of organizational ethical climate (OEC) and self-enhancement in OCB. Following two studies conducted on participants recruited from industry, we suggest a nuanced insight into employees’ inferences regarding their supervisors’ decisions in predicting their OCB. The current research addresses this notion by implementing the conceptualization of the attribution-affect-action model, by showing that higher levels of unfavorable internal attributions are associated with higher levels of negative workplace emotions, and that higher levels of negative emotions predict lesser OCB. Additionally, we uncover the way perceived organizational ethical climate moderates the obtained indirect relationship. The relationship between employees’ attributions and reported OCB is attenuated under high levels of egoism- and principle-based OEC (Study 1). Further, our findings show that the effect of OEC on OCB diminishes under high levels of negative attributions (Studies 1 & 2) and that the effect of principle-based OEC on OCB is mitigated given high levels of self-enhancement (Study 2). Theoretical and practical implications are discussed (AU)

En este estudio analizamos las relaciones entre las atribuciones internas negativas de los empleados de las decisiones de sus supervisores en el trabajo y el comportamiento de ciudadanía organizativa (CCO) mediado por las emociones negativas. La investigación también indaga en el papel moderador en el CCO del clima ético organizativo (CEO) y la automejora. En la estela de dos estudios llevados a cabo con participantes reclutados en la industria, sugerimos una indagación matizada en la capacidad de las inferencias de los empleados acerca de las decisiones de los supervisores para predecir su CCO. Esta investigación aborda este concepto aplicando la conceptualización del modelo atribución-afecto-acción y muestra que un mayor nivel de atribuciones internas desfavorables está relacionado con niveles más altos de emociones negativas en el trabajo y que niveles más altos de emociones negativas predicen una menor CCO. Además, mostramos cómo la relación indirecta obtenida es moderada por la percepción del clima ético organizativo. La relación entre la atribución de los empleados y el CCO obtenido se atenúa cuando hay un gran nivel de CEO basado en el egoísmo y en principios (estudio 1). Además, los resultados muestran que el efecto de la CEO en el CCO disminuye cuando hay un nivel elevado de atribuciones negativas (estudios 1 y 2) y que el efecto en el CCO de la CEO basada en principios se mitiga cuando la automejora es elevada (estudio 2). Se comentan las implicaciones teóricas y prácticas (AU)

Examining the Effects of Cultural Value Orientations, Emotional Intelligence, and Motivational Orientations: How do LMX Mediation and Gender-Based Moderation Make a Difference?

We examined the role of leader-member exchange (LMX) as a mediator between individual differences and outcomes across three separate studies with 838 participants. Gender-based moderation was used with the LMX mediation effect. Our results suggest that gender makes a dramatic difference. Specifically, we found that LMX mediation lowered the tendency of counterproductive work behaviors (CWBs) for men. In addition, we found that LMX mediated the effect extrinsic motivation has on extrinsic job satisfaction for women. We trace these differences to a tendency for women to express a more democratic and participative leadership style, which implies a different criterion for leader performance in some situations. We also present suggestions for how the findings of our studies can be extended via organizational practice and future research.

Combining Associations Between Emotional Intelligence, Work Motivation, and Organizational Justice With Counterproductive Work Behavior: A Profile Analysis via Multidimensional Scaling (PAMS) Approach.

The need for better incorporation of the construct emotional intelligence (EI) into counterproductive work behavior (CWB) research may be achieved via a unified conceptual framework. Accordingly, the purpose of this paper is to use the Profile Analysis via Multidimensional Scaling (PAMS) approach, and a conceptual framework that unifies motivational process with antecedents and outcomes, to assess differences in EI concerning a variety of constructs: organizational justice, CWB, emotional exhaustion, job satisfaction, and intrinsic motivation. Employing established scales within a framework unifying CWB, intrinsic motivation, EI, organizational justice, and outcome constructs, two EI-based profiles displayed associations with CWB based on responses from 3,293 employees. Both the first core profile, high overall justice and low emotional intelligence, and the second core profile, high emotional intelligence and low work motivation, displayed associations with interpersonal deviance and organizational deviance, as well as emotional exhaustion and job satisfaction. The results are discussed with respect to possible underlying theory and an overarching unified motivation framework that incorporates goal choice, intrinsic motivation, antecedents, and outcomes. We also provide directions for future research and implications for managers in the workplace based on heuristic conceptual frameworks that combine multiple motivational perspectives into a unified model.

Revisiting work engagement from a moderated-mediation vantage point / Reevaluación de la implicación en el trabajo desde el enfoque mejor de mediación moderada

This paper aimed to shed light on (1) heavy-work investment (HWI) of time and efforts as a mediational mechanism between intrinsic/extrinsic motivation (predictors) and work engagement (WE) as an outcome, and (2) the moderation effect of employment contract type (permanent vs. temporary employees) on the association between work motivation and HWI. Data from 242 high-tech subjects - engineers (68.2%) and engineering students (31.8%) - was collected. Apart from correlational relationships, only investment of effort (and not time) is a partial mediator in the relationship between extrinsic motivation and WE, but is a suppressor variable for intrinsic motivation. Moreover, the associations between intrinsic/extrinsic motivation and HWI were found stronger for temporary employees. Theoretical and practical implications and future research suggestions are discussed

Este trabajo trata de arrojar luz sobre (1) la inversión de tiempo y esfuerzo en trabajo duro (HWI) como mecanismo mediador entre la motivación intrínseca/extrínseca (predictores) y la implicación en el trabajo como resultado y (2) el efecto moderador del tipo de contrato laboral (empleados fijos frente a temporales) en la asociación entre motivación laboral y HWI. Se recogieron datos de 242 sujetos empleados en alta tecnología, de los cuales el 68.2% eran ingenieros y el 31.8% estudiantes de ingeniería. Aparte de las relaciones correlacionales, únicamente la inversión en esfuerzo (y no en tiempo) es mediador parcial de la relación entre motivación extrínseca e implicación en el trabajo, pero es una variable supresora de la motivación intrínseca. Además, se encontró que las asociaciones entre motivación intrínseca/extrínseca y HWI eran más sólidas en los empleados temporales. Se comentan las implicaciones teóricas y prácticas, así como sugerencias para la investigación futura

Freelancers: a manager's perspective on the phenomenon / Freelancers: una perspectiva de los managers sobre este fenómeno

The current research is set to explore the motivations of managers to hire freelancers, a rapidly growing form of employment, and the boundary conditions for choosing freelancers for different positions and tasks within the organization. The main proposition is that managers today consider freelancers as agents that bring valuable knowledge and expertise into the organization from outside. To that end, 255 Israeli managers from different organizational sectors participated in two consecutive studies. In Study 1, managers' perceptions of freelancers and main motivations for employing freelancers were quantitatively measured against different job types and organizational roles. Study 2 aimed to deepen the understanding of the personal and professional attributes that managers look for in freelancer employment, using a qualitative approach. Implications of the changing nature of employment arrangements as a strategic HRM activity in a complex and unstable business environment are discussed

Esta investigación tiene como objetivo explorar las motivaciones de los managers para contratar freelancers, una forma de empleo en rápido crecimiento, y las condiciones límite para elegir freelancers para diferentes puestos y tareas dentro de la organización. La principal proposición es que los managers hoy en día consideran a los freelancers como agentes que aportan valiosos conocimientos y experiencia a la organización desde el exterior. Para ello, 255 directivos israelíes de diferentes sectores empresariales participaron en dos estudios consecutivos. En el estudio 1, se midió cuantitativamente en diferentes tipos de trabajo y roles organizacionales la percepción de los gerentes de los freelancers y las principales motivaciones para el empleo de los mismos. El estudio 2 se dirigió a profundizar en la comprensión de los atributos personales y profesionales que los managers buscan en el empleo freelance utilizando un enfoque cualitativo. Se comentan las implicaciones de la naturaleza cambiante de estos acuerdos de trabajo como actividad estratégica de la dirección de recursos humanos en un entorno empresarial complejo e inestable

Relationships Between Workplace Deviance Interacted With Gender and Marital Status: The Correspondence Analysis Approach.

This exploratory study employed correspondence analysis to examine how employees' gender and marital status might affect levels of interpersonal and organizational deviant workplace behaviors in the workplace. The subjects were 122 employees from a large electricity supplier company in Israel. Four levels of deviant behaviors relating to interpersonal and organizational deviance behaviors were generated according to their "typicality" as follows: (1) "untypical" (z-score less than -1.00), (2) "somewhat untypical" (-1.00-0), (3) "somewhat typical" (0-1.00), and (4) "typical" (larger than 1.00). We assessed the marital status categories by gender: unmarried males and females, divorced males and females, and males and females who were married. Results indicated that married men and divorced women exhibited mostly typical types of deviance. Both married and divorced men reported untypical deviance for both types of deviant behaviors. Married women only reported somewhat untypical deviance for both types of deviant behaviors. Accordingly, we suggest that psychological stressors, as well as cultural and societal expectations, may account for the obtained differences. Yet, future research is needed to shed light on underlying mechanisms.

Leadership styles and work attitudes: does age moderate their relationship? / Estilos de liderazgo y actitudes en el trabajo: ¿modera la edad su relación?

The current study was conducted among employees in several organizations (N = 260). We investigated the relationships between the two leadership styles (the predictors) and several individual and organizational work outcomes among two age categories. For the young-to-adults age group, both transformational and transactional leadership associated positively with organizational justice; organizational justice associated positively with work commitment and work motivation; both transformational and transactional leadership associated positively with work motivation; and only transformational leadership associated positively with work commitment. Transactional leadership and work commitment were not significantly correlated. For the older group, transformational leadership associated positively with organizational justice; however, transactional leadership linked to it negatively. Organizational justice associated positively only with work commitment. Organizational justice and work motivation were not significantly related. Important implications are discussed

Este estudio se llevó a cabo en empleados de diversas empresas (N = 260). Investigamos las relaciones que había entre los dos estilos de liderazgo (predictores) y diversos resultados laborales tanto individuales como de la organización en dos categorías de edad. En el grupo de edad de joven a adulto, tanto el liderazgo transformacional como el transaccional se asociaron positivamente con la justicia organizacional; la justicia organizacional se asoció positivamente con el compromiso de trabajo y con la motivación de trabajo; el liderazgo tranformacional y el transaccional se asociaron positivamente con la motivación de trabajo, y únicamente el liderazgo transformacional se asoció positivamente con el compromiso de trabajo. El liderazgo transaccional y el compromiso de trabajo no correlacionaron signficativamente. En el grupo de más edad, el liderazgo transformacional se asoció positivamente con la justicia organizacional; sin embargo, el liderazgo transaccional se relacionó con ella negativamente. La justicia organizacional se asoció positivamente solo con el compromiso de trabajo. La justicia organizacional y la motivación de trabajo no se relacionaron significativamente. Importantes implicaciones se discuten

Gender profiles of workplace individual and organizational deviance / Perfiles de género de desviación individual y organizacional en el trabajo

Employees' workplace deviant behaviors have a harmful potential for organizations in many respects. Past research has indicated that individual variables may account for personal differences in work deviance. One of the prevalent findings is that men display direct aggression more frequently than women. Yet, most of the past studies have reported results providing information on the magnitude of a general behavioral tendency of each gender, leading to rough distinctions. Unlike the previous studies, we focused on examining profiles of the role of gender in interpersonal and organizational deviance, utilizing Profile Analysis via Multidimensional Scaling that allowed us to compare specific deviance behavior indicators between males and females included in the profiles. The current exploratory study reveals that gender differences in aggressive workplace behavior are not only those apparent in inter-personal relations but also when directed towards the organization. Moreover, the reported results point to specific behavioral profiles of men and women that could not be revealed using the mean difference analyses

Las conductas inapropiadas de los empleados en el lugar de trabajo tienen un potencial perjudicial para las organizaciones en muchos aspectos. Investigaciones anteriores indican que las variables individuales pueden explicar las diferencias personales en el comportamiento laboral inadecuado. Uno de los hallazgos prevalentes es que los hombres muestran agresión directa con más frecuencia que las mujeres. Sin embargo, la mayoría de los estudios presentan resultados con información sobre la magnitud de una tendencia de comportamiento general de cada género, lo que lleva a distinciones muy generales. A diferencia de los estudios anteriores, nos centramos en examinar el papel del género en la inadecuación interpersonal y organizacional utilizando el Análisis de Perfil por Escalamiento Multidimensional, que permite comparar los indicadores específicos de comportamiento inadecuado entre hombres y mujeres incluidos en los perfiles. El estudio actual revela que las diferencias de género en el comportamiento agresivo en el lugar de trabajo no sólo son evidentes en las relaciones interpersonales, sino también cuando se dirigen hacia la organización. Además, los resultados apuntan a perfiles de conducta específicos de hombres y mujeres que no aparecían en los análisis de diferencia de medias

The dimensionality of workaholism and its relations with internal and external factors / La dimensionalidad de la adicción al trabajo y su relación con factores internos y externos

"Are workaholics born or made?" The current research aims to answer the question above, while investigating the joint impact of internal and external factors (Work Drive and Work Enjoyment) related to workaholism's dimensions. In Study 1, we hypothesize an order of precedence between those dimensions, utilizing one moderator (Job Autonomy) and one mediator (Work-Family Conflict - WFC) (158 employees). Study 2 (349 employees) expands the general framework, taking two moderators (Self-Criticism and LMX) into consideration. Multivariate (vs. bivariate) analyses allowed more thorough understanding of workaholism and its dimensions. We offer theoretical and practical implications (AU)

"¿Los adictos al trabajo nacen o se hacen?" Este trabajo trata de contestar dicha pregunta investigando la repercusión conjunta de factores internos y externos (la motivación por el trabajo y el disfrute del mismo) en relación a las dimensiones de la adicción al trabajo. En el estudio 1 se plantea la hipótesis de un orden de precedencia entre esas dimensiones usando un moderador (la autonomía en el puesto de trabajo) y un mediador (el conflicto trabajo-familia) en una muestra de 158 empleados. El estudio 2, en una muestra de 349 empleados, amplía el marco general teniendo en consideración dos moderadores (autocrítica e intercambio líder-subordinado). Los análisis multivariable (en relación a los bivariable) permitieron una mayor comprensión de la adicción al trabajo y de sus dimensiones. Por último, se abordan implicaciones teóricas y prácticas (AU)

Organizing the Confusion Surrounding Workaholism: New Structure, Measure, and Validation.

Since "workaholism" was coined, a considerable body of research was conducted to shed light on its essence. After at least 40 years of studying this important phenomenon, a large variety of definitions, conceptualizations, and measures emerged. In order to try and bring more integration and consensus to this construct, the current research was conducted in two phases. We aimed to formulate a theoretical definitional framework for workaholism, capitalizing upon the Facet Theory Approach. Two basic facets were hypothesized: A. Modalities of workaholism, with three elements: cognitive, emotional, and instrumental; and B. Resources of workaholism with two elements: time and effort. Based on this definitional framework, a structured questionnaire was conceived. In the first phase, the new measure was validated with an Israeli sample comparing two statistical procedures; Factor Analysis (FA) and Smallest Space Analysis (SSA). In the second phase, we aimed to replicate the findings, and to contrast the newly-devised questionnaire with other extant workaholism measures, with a Romanian sample. Theoretical implications and future research suggestions are discussed.