Not Every Day is Monday for Employees Confined due to COVID-19: Anticipatory Happiness Matters / No todos los días son lunes para los empleados confinados por la COVID-19: la felicidad anticipatoria importa

This study focuses on anticipatory happiness during the week (current happiness but considering the rest of the week) in employees confined due to COVID-19. In Diary Study 1, 71 employees with home-based telework participated on five consecutive workdays (Monday-Friday). We found a quadratic change pattern with an acceleration of the increase in anticipatory happiness right before the weekend. Results also confirmed a positive association between daily variability in anticipatory happiness and daily fluctuations in job satisfaction and positive affect. In Diary Study 2, 83 employees who carried out an essential activity outside the home participated for two consecutive weeks. Our findings showed a cubic change pattern where anticipatory happiness reaches its highest average score on Friday, dropping sharply on Monday, and then the cycle (rhythm) begins again. Changes in anticipatory happiness were positively associated with changes in job satisfaction and positive affect, and negatively related to fluctuations in negative affect.(AU)

El estudio se centra en la felicidad anticipatoria durante la semana (felicidad actual, pero considerando el resto de la semana) en empleados confinados por la COVID-19. En el Estudio de diario 1 participaron 71 empleados con teletrabajo en el hogar durante cinco días laborables consecutivos (de lunes a viernes). Encontramos un patrón de cambio cuadrático con una aceleración de la felicidad anticipatoria justo antes del fin de semana. Los resultados también confirmaron una asociación positiva entre la variabilidad diaria en la felicidad anticipatoria y las fluctuaciones diarias en la satisfacción laboral y el afecto positivo. En el Estudio de diario 2 participaron 83 empleados que realizaban una actividad esencial fuera del hogar durante dos semanas consecutivas. Los resultados muestran un patrón de cambio cúbico en el que la felicidad anticipatoria alcanza la puntuación promedio más alta el viernes, cae bruscamente el lunes y luego el ciclo (ritmo) comienza nuevamente. Los cambios en la felicidad anticipatoria se asociaron positivamente con los cambios en la satisfacción laboral y el afecto positivo y negativamente con las fluctuaciones en el afecto negativo.(AU)

Leading the Challenge: Leader Support Modifies the Effect of Role Ambiguity on Engagement and Extra-Role Behaviors in Public Employees.

The assumption of new challenges and services to provide, and the evolution of new technologies in public administration, give employees an important perception of ambiguity when carrying out their work. Role ambiguity has been conceptualized as one of the main impeding demands at work with negative consequences. The objective of the present study is to analyze the moderating effect of the support by the department head in the negative influence of the role ambiguity on the engagement and the extra-role performance behaviors of the employees. The hypothesis is proposed that the support of the department head will mean the transformation of role ambiguity into a challenging job demand with positive results. A total of 315 public employees with administrative staff have participated in this study. Results confirmed that the support of the leader moderates the effects of role ambiguity. The inclusion of this variable as a moderator transforms the influence of role ambiguity on the employees' engagement into a positive one and reduces their negative effect on extra-role performance behaviors. These results reinforce the role of leader support as a protective element against job demands in public administrations. Theoretical and practical implications and future lines of research are discussed at the end of the work.

Are Job Demands Necessary in the Influence of a Transformational Leader? The Moderating Effect of Role Conflict.

(1) Background: The objective of this manuscript is to propose the necessity of job demands to ensure the positive influence of policies in stimulating employees' engagement and performance. If the policies related to the intellectual stimulation of employees implemented by team leaders are to have positive effects on employee performance, they must induce emotional engagement in the employees. Furthermore, to achieve this positive influence on emotions, the organization must offer an environment that challenges the employees in the organization. Here, we analyze a moderate mediation model to examine the moderating, positive effect of role conflict on the intellectual engagement and performance of employees. (2) Methods: This study involved 705 employees of a multinational private company based in Spain. (3) Results: We confirm the positive moderating effect of role conflict between the intellectual stimulation of employees and intellectual engagement, and the mediating effect of intellectual engagement between leadership behavior and employee performance. (4) Conclusions: Organizational leader stimulation practices necessitate an environment of moderate job demands in order to improve the intellectual engagement of employees, thereby increasing their performance. The implications of the findings in terms of theory, research and practice are discussed.

Organisational Climate, Role Stress, and Public Employees' Job Satisfaction.

The Job Demands-Resources (JD-R) model is an integrative theoretical framework for monitoring workplaces with the aim to increase job engagement and prevent burnout. This framework is of great interest since the management of job resources and demands can negatively affect employees, especially in organisational contexts characterised by high job demands. This study uses the job demands-resources model to investigate the relationships between organisational climate, role stress, and employee well-being (burnout and job satisfaction) in public organisations. This is a descriptive, cross-sectional study. The research participants are 442 public employees. A structural equation model was developed (organisational climate, job satisfaction, burnout, role stress). These confirm that organisational climate is correlated with role stress (-0.594), job satisfaction (0.746), and burnout (-0.408), while role stress is correlated with burnout (0.953) and job satisfaction (-0.685). Finally, there is a correlation between burnout and job satisfaction that is negative and significant (-0.664). The study confirms that a positive organisational climate could lead to less stressed and burned-out workers and, at the same time, to more satisfied employees with improved well-being.

Clima y satisfacción laboral en el contexto universitario / Climate and job satisfaction in university environment

El objetivo del estudio es comprobar la relación del clima y la satisfacción laboral en el contexto de una universidad pública. Los datos fueron recogidos de 318 empleados públicos del personal de administración y servicios. Se realizaron análisis multinivel para comprobar los efectos transnivel del clima, operacionalizado a nivel de las áreas administrativas, y la satisfacción laboral individual. El modelo de Kopelman, Brief y Guzzo (1990) sirve de marco teórico para mostrar las relaciones entre el clima y los estados cognitivos y afectivos, como la satisfacción laboral. Los resultados muestran que el clima de las áreas tiene una relación positiva y significativa con la satisfacción laboral, lo que tiene implicaciones para el desarrollo de prácticas innovadoras de recursos humanos que fomenten el bienestar y el compromiso de los empleados, en la construcción de una organización saludable y responsable socialmente (AU)

The aim of this paper is to determine the relationship between climate and job satisfaction in the context of a public university. Data were collected from 318 administrative and technical employees. Multilevel analyses were conducted to test the cross level effects of climate −occurring at a level of administrative areas− and individual job satisfaction. Kopelman, Brief and Guzzo’s (1990) model provides a theoretical framework to show the relationships between climate and cognitive and affective states, such as job satisfaction. Results show that climate in administrative areas has a significant and possitive effect on job satisfaction, which has important implications for the development of innovative practices of human resources that encourage the welfare and commitment of employees on the building of a healthy and socially responsible organization (AU)