Association of quality of nursing care with violence load, burnout, and listening climate.

BACKGROUND: Violence against nurses is common. Previous research has recommended further development of the measurement of violence against nurses and integration of the individual and ward-related factors that contribute to violence against hospital nurses. This study was designed to address these issues by investigating the associations between violence, the listening climate of hospital wards, professional burnout, and perceived quality of care. For this purpose, we used a new operationalization of the violence concept. METHODS: We sought nurses to participate in the study through social media which yielded 765 nurses working in various healthcare systems across Israel who volunteered to complete a self-administered online questionnaire. 80% of the sample were hospital nurses, and 84.7% were female. The questionnaire included validated measures of burnout, listening climate, and quality of care. Instead of using the traditional binary measure of exposure to violence to capture the occurrence and comprehensive impact of violence, this study measured the incremental load of violence to which nurses are subjected. RESULTS: There were significant correlations between violence load and perceived quality of care and between constructive and destructive listening climates and quality of care. Violence load contributed 14% to the variance of burnout and 13% to the variance of perceived quality of care. The ward listening climate moderated the relationship between burnout and quality of care. CONCLUSIONS: The results of this study highlight the impact of violence load among nurses and the ward listening climate on the development of burnout and on providing quality care. The findings call upon policymakers to monitor violence load and allocate resources to foster supportive work environments to enhance nurse well-being and improve patient care outcomes.

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.

A systematic and theoretical approach to the marketing of higher education.

The aim of this article was to open a hatch to the consumer psychology research through the eyes of Facet Theory. The Facet Theory enables to delve into a concept or an issue under investigation and define it formally, systematically, and comprehensively, but still parsimoniously. In order to better explain its philosophical basis and the principles of this theory, we apply and demonstrate it on the domain of marketing of higher education to students. There are four distinct facets identified in this regard, namely, (A) Achieving Personal Goals, (B) Institution's Marketing Orientation, (C) Secondary Decision Criteria, and (D) Level of Education. Based on those facets and their related respective elements, a suggested definitional directive for the marketing of higher education to students is construed.

The motivations and their conditions which drive students to seek higher education in a foreign country.

This article summarizes a vast literature tracing the plethora of motivations of international students to study abroad. We detail the push factors (i.e., personal goals) and pull factors (i.e., attracting elements) for this decision to pursue higher education overseas. To elaborate, the push factors are around the attainment and/or increase of three main capitals: human, financial and psychological. Pull factors are around the attracting capacity of three main entities: the destination country, the hosting city and the academic institution. Furthermore, the paper highlights the conditions that may enhance or inhibit student mobility for higher education abroad (for example, social networks, transportation accessibility, legal requirements and more). Special reference is given to the mobility of international students in the COVID-19 pandemic.

Heavy-work investment: its dimensionality, invariance across 9 countries and levels before and during the COVID-19's pandemic / La inversión en trabajo duro: dimensionalidad, invarianza en 9 países y nivel antes y durante la pandemia del COVID-19

The goals of the current comparative and half-exploratory paper are to: 1) shed light on the properties of the relatively “new” construct, Heavy-Work Investment (HWI) and its two dimensions – Time Commitment and Work Intensity, (2) assess differences across 9 countries in relation to HWI, (3) gauge the effect of demographical parameters on HWI, and (4) investigate the interaction between them and COVID-19's pandemic (i.e., before COVID-19, and during the COVID-19 pandemic). Data of 3,418 employees were collected from 9 different countries: Israel, Romania, Japan, USA, Pakistan, Italy, Turkey, Brazil, and Germany. Among other findings, analyses revealed that HWI construct is stable across countries and that the mean investment at work (in the form of both time and efforts) is higher during the COVID-19's pandemic than before it. Discussion section summarizes the findings of the entire research, and elaborates on limitations and future research suggestions (AU)

Los objetivos de este estudio comparativo y semiexploratorio son: 1) arrojar luz sobre las características del constructo relativamente “nuevo” inversión en trabajo duro (ITD) y sus dos dimensiones (compromiso temporal e intensidad del trabajo), 2) ver las diferencias en 9 países relativas a la ITD, 3) analizar el efecto de los parámetros demográficos en la ITD y 4) comprobar la interacción entre ellos y la pandemia del COVID-19 (es decir, antes y durante el mismo). Se recogieron datos de 3,418 empleados de 9 países diferentes: Israel, Rumanía, Japón, EE UU, Paquistán, Italia, Turquía, Brasil y Alemania. Los análisis revelaron, entre otros resultados, que el constructo de ITD es estable en los distintos países y que la inversión media en el trabajo (en tiempo y esfuerzo) es mayor durante la pandemia del COVID-19 que antes de la misma. En la sección de Discusión se resumen los resultados de toda la investigación y se abordan las limitaciones y las propuestas de investigación futura (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.

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.

How Does Work Motivation Impact Employees' Investment at Work and Their Job Engagement? A Moderated-Moderation Perspective Through an International Lens.

This paper aims at shedding light on the effects that intrinsic and extrinsic motivation, as predictors, have on heavy work investment of time and effort and on job engagement. Using a questionnaire survey, this study conducted a moderated-moderation analysis, considering two conditional effects-worker's status (working students vs. non-student employees) and country (Israel vs. Japan)-as potential moderators, since there are clear cultural differences between these countries. Data were gathered from 242 Israeli and 171 Japanese participants. The analyses revealed that worker's status moderates the effects of intrinsic and extrinsic motivation on heavy work investment of time and effort and on job engagement and that the moderating effects were conditioned by country differences. Theoretical and practical implications and future research suggestions are discussed.

Leader and team-member exchanges and their relationships with organizational and interpersonal counterproductive work behaviors: moderation by envy and group size in Israel and USA / Los intercambios entre líder y subordinado y entre el equipo y sus miembros y sus relaciones con los comportamientos laborales organizativos e interpersonales contraproductivos: el efecto moderador de la envidia y del tamaño del grupo en Israel y en EEUU

The present research investigated the effects of social exchanges of employees with their immediate manager (i.e., Leader-Member eXchange; LMX) and with their direct working unit/team (i.e., Team-Member eXchange; TMX) on counterproductive work behaviors (CWBs), both - towards the organization or towards colleagues. The research also explored the moderating effects of dispositional envy and the size of the working team on said associations. Data from 221 Israeli employees (Study 1) and 186 American workers (Study 2) were collected. The majority of our hypotheses were supported, with findings indicating interesting cultural differences. Implications and future research suggestions are discussed

Este estudio investiga los efectos de los intercambios sociales de los empleados con su supervisor directo (es decir, el intercambio entre líder y subordinado, LMX) y con su unidad/equipo de trabajo directo (es decir, intercambio entre el equipo y un miembro de este, TMX) en los comportamientos laborales contraproductivos, tanto en relación con la organización como con sus compañeros. La investigación también ha explorado el efecto moderador de la envidia disposicional y del tamaño del equipo en dichas asociaciones. Se recogieron datos de 221 empleados israelíes (estudio 1) y de 186 trabajadores estadounidenses (estudio 2). La mayor parte de nuestras hipótesis fueron confirmadas, descubriéndose diferencias culturales interesantes. Se discuten sus implicaciones y las propuestas de investigación futuras

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

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

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.

The mediating and moderating role of burnout and emotional intelligence in the relationship between organizational justice and work misbehavior / El papel mediador y moderador del burnout y de la inteligencia emocional en la relación entre la justicia organizacional y el mal comportamiento en el trabajo

The current research (Figure 1) examined the antecedents of work misbehaviors (WMBs) by means of organizational justice perceptions (as a predictor), experienced burnout (as a mediator), and emotional intelligence (as a buffer). A heterogeneous sample of 243 employees was acquired in order to assess correlative associations between the variables, a mediation effect, and two moderation effects. In order to test the mediation effect further and the model fit, structural equation modelling (SEM) was employed. Theoretical and practical implications are discussed (AU)

Esta investigación (figura 1) analiza los antecedentes del mal comportamiento en el trabajo a través de la percepción de la justicia organizacional (como predictor), el burnout (como mediador) y la inteligencia emocional (como amortiguador). Se utilizó una muestra heterogénea compuesta por 243 empleados para evaluar las asociaciones correlativas entre las variables, un efecto mediador y dos efectos moderadores. Con el fin de confirmar el efecto de mediación y el ajuste del modelo se utilizó el modelado de ecuaciones estructurales. Se comentan las implicaciones teóricas y prácticas (AU)