Mediating effect of job crafting dimensions on influence of burnout at self-efficacy and performance: revisiting health-impairment process of JD-R theory in public administration.

Introduction: In recent years, job crafting has greatly interested Work and Organizational Psychology. Different research studies have shown its positive impact on people and organizational performance. However, it knows little about the differential effect of the two dimensions that make up this variable (prevention-focused and promotion-focused) and its role in the health-impairment spiral process of the job demand-resources theory (JD-R). Method: This research aims to analyze the mediating effect of the different dimensions of job crafting on the influence of burnout on performance and self-efficacy in the workplace. The study used a sample of 339 administrative employees of a university. Results: The results indicate that promotion-focused job crafting is a mediating variable in the relationship between the influence of burnout on performance and self-efficacy. Unexpectedly, prevention-focused job crafting does not have this mediating role in the same relationship. Discussion: These findings confirm the adverse impact of burnout on personal and organizational improvement, while showing the absence of prevention/protection responses of employees when they are burned out. The theoretical and practical implications show an advance in knowledge about the process of health deterioration and about the spiral of health deterioration in the JD-R theory.

Resilience and Job Satisfaction: Effect of Moderated Mediation on the Influence of interpersonal Justice on the Performance of Public Servants.

The perception of interpersonal justice is one of the key resources for improving employees' performance intention. Elements such as employees' level of satisfaction or their self-perception of their ability to cope with problematic situations are key factors in this relationship according to the job demands-resources model. The objective of this study was to analyze how the perception of job satisfaction and the self-perception of resilience influence how interpersonal justice affects employee performance. A total of 315 public sector employees, who perform administrative and customer service tasks, have contributed to this study. The results show that the relationship between interpersonal justice and intra-role performance is completely mediated by job satisfaction; however, when we include the modulating effect of resilience between interpersonal justice and job satisfaction, the influence of the former is reduced as the self-perception of resilience. This indicates that the positive effects of justice are reduced as workers' self-perception of resilience increases.

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.

Positive Influence of Role Ambiguity on JD-R Motivational Process: The Moderating Effect of Performance Recognition.

Most previous research has shown the negative influence of role ambiguity on employes' motivational process. This has led to role ambiguity being perceived as a main hindrance demand in the workplace, with a negative effect on the Job Demands Resources (JD-R) model's motivational process. Recent theories propose that job demands can be perceived by employes as a challenge, rather than a hindrance. However, there is little evidence on which elements of the organizational context shape this perception. The objective of this study is to elucidate the possible effect of performance recognition from the team leader on employes' interpretation of role ambiguity as a hindrance or a challenge. Data were obtained from 706 employes of a multinational company headquartered in Almería, Spain. Results confirmed that performance recognition moderates the effects of role ambiguity: specifically, performance recognition changes the effect of role ambiguity on engagement from negative to positive and reduces role ambiguity's negative influence on extra-role behaviors.

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.

Interpersonal justice climate, extra-role performance and work family balance: A multilevel mediation model of employee well-being.

The global economic recession is relevant in public administration, especially in terms of the human factor. If we pretend to empower people as a resource, a key aspect is the perception of equity in their relationships. Previous research has shown how a positive shared interpersonal justice climate (IJC) in a work team impacts employee well-being, affecting the level of engagement and burnout. This influence is crucial in achieving positive results in the organization and for employees. The objective was to analyze the relationship between IJC and extra-role performance (ERP) and the mediating role of two indicators of well-being (burnout and engagement) in work teams. Furthermore, the study examined the Job Demands and Resources model (JD-R) including the relationship with the work family balance (WFB) of public employees. The sample was composed of 404 technical and administrative staff in a Spanish public university. The results indicated the significant relationships between the perceptions of IJC and burnout, engagement, and the two work outcomes WFB and ERP. When burnout and engagement were introduced in the regression equations, total mediation effects were produced.

Consequences of Team Job Demands: Role Ambiguity Climate, Affective Engagement, and Extra-Role Performance.

In the absence of clearly established procedures in the workplace, employees will experience a negative affective state. This situation influences their well-being and their intention to behave in ways that benefit the organization beyond their job demands. This impact is more relevant on teamwork where members share the perception of ambiguity through emotional contagion (role ambiguity climate). In the framework of the job demands-resources model, the present study analyzes how high levels of role ambiguity climate can have such an effect to reduce employee affective engagement. Over time it has been associated with negative results for the organization due to a lack of extra-role performance. The sample included 706 employees from a multinational company, who were divided into 11 work teams. In line with the formulated hypotheses, the results confirm the negative influence of the role ambiguity climate on extra-role performance, and the mediated effect of affective engagement in the relationship between the role ambiguity climate and extra-role performance. These findings indicate that the role ambiguity climate is related to the adequate or inadequate functioning of employees within a work context.

El efecto modulador del clima organizacional en la influencia de la comunicación de funciones directivas sobre el conflicto de rol / Modulatory Effect of Organizational Climate in the Influence of Communication Leadership Roles on Role Conflict

Este trabajo analiza el papel que ejerce el clima organizacional como elemento modulador entre la comunicación de funciones directivas y el conflicto de rol. En el presente estudio han participado 315 trabajadores de cooperativas hortofrutícolas almerienses. Los resultados generales mostraron que el clima es un elemento modulador de la relación entre la comunicación de funciones directivas y el conflicto rol. En concreto, indicaron que la influencia de la comunicación de funciones directivas hace disminuir el conflicto de rol y este efecto se incrementa cuando aumenta la percepción de clima de apoyo, clima de innovación y clima de orientación a reglas. Se discuten las implicaciones prácticas del estudio, junto con las limitaciones y sugerencias para futuras investigaciones derivadas del mismo.

This paper analyzes the role exerted by the organizational climate as a modulator of communication between leadership and role conflict. To do this, the study involved 315 workers of cooperatives in horticulture. The overall results showed that the weather is an element modulator of communication regarding leadership and role conflict. Specifically, the data indicated that the negative influence of communication in leadership on role conflict increases with increasing perceived supportive climate, weather and climate innovation orientation rules, although with lower modulation effects the first two. We discuss the practical implications of the study, along with the limitations and suggestions for future research arising therefrom.

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)

Impacto de la comunicación de funciones directivas sobre el compromiso de los trabajadores en la Administración Pública / Communication in Leadership Impact Commitment of Workers in Public Administration

En este trabajo, se estudia la influencia que ejerce la comunicación de funciones directivas sobre el compromiso de los trabajadores, en diferentes equipos de la Administración Pública. Para esto, la muestra del presente trabajo fue de 355 empleados públicos. Se utilizó la escala de J. M. Peiró y V. González-Roma (1994) para analizar la comunicación de funciones directivas (alfa de Cronbach de 0.89) y la escala de O'Reilly y Chatman (1986) para analizar el compromiso de los trabajadores (alfa de Cronbach de 0.8). Los resultados indican que existen diferencias estadísticamente significativas en la comunicación de funciones directivas y el compromiso en función de los servicios. Además, se encontró que en algunos equipos el impacto que ejerce la comunicación de funciones directivas en el compromiso de los trabajadores es relevante.

We study the influence of communication in leadership on workers' commitment in different teams in Public Administration. The sample of this study was 355 employees of Public Administration. The communication in leadership was evaluated with scale of Peiró and González-Roma (1994) (Cronbach's alpha of 0.89) and scale of O'Reilly and Chatman (1986) to analyze the commitment of workers (Cronbach's alpha of 0.8). The results indicate that there are significant differences in the communication of leadership and commitment in different teams. Also, in some teams, the communication of leadership impact significantly in commitment.