A person-centered perspective on the factors associated with the work recovery process.

BACKGROUND AND OBJECTIVES: This research identified profiles characterized by distinct levels of overcommitment, rumination, psychological detachment (Studies 1 and 2), and need for recovery (Study 2). This research also considers the role of hindrance demands and resources in the prediction of profile membership, and the outcomes of these profiles. METHODS: These objectives were addressed in two empirical cross-sectional studies relying on self-reported questionnaires. Study 1 relies on a convenience sample of French workers from a variety of occupations. Study 2 relies on a convenience sample of French nurses and nursing assistants. RESULTS: Latent profile analyses revealed four identical profiles in both studies (High Ability to Achieve Recovery, Moderately High Ability to Achieve Recovery, Moderately Low Ability to Achieve Recovery, and Low Ability to Achieve Recovery), accompanied by an additional (Normative) profile in Study 2. The results from both studies revealed well-differentiated outcome associations, which generally matched the theoretical desirability of the identified profiles. Likewise, hindrance demands were associated with a decreased likelihood of membership into the High Ability to Achieve Recovery profile, as well as an increased likelihood of membership into the Low Ability to Achieve Recovery profile across studies. CONCLUSIONS: Theoretical contributions and implications for practice are discussed.

Relationships Between Managerial and Organizational Practices, Psychological Health at Work, and Quality of Care in Pediatric Oncology.

PURPOSE: Psychological health at work for care providers is an important issue, because they are directly involved in quality of patient care. Managerial and organizational determinants have been found to be indicators of psychological health at work. The main objective of this study was to explore the relationships between the psychological health at work of pediatric oncology care workers with managerial and organizational determinants and with quality of care. MATERIALS AND METHODS: We performed regression analysis between psychological health at work (quality of work life [QWL], job satisfaction, and so on), managerial determinants (transformational leadership, perceived autonomy support), organizational determinants (organizational support, organizational justice, and participatory approach), and perceived quality of care. RESULTS: Participants were 510 health care professionals working in French pediatric oncology centers. No significant differences in the psychological health at work of the participants were found based on age, sex, length of employment, or professional discipline. In simple regression, significant associations were found between psychological health at work with all managerial and organizational determinants. In multiple regression, a significant link was found between QWL and perceived organizational support (ß = .21; P < .001), organizational justice (ß = .20, P < .001), and overall participatory approach (ß = .10; P < .02). Job satisfaction was also related to perceived organizational support (ß = .16; P < .01). Finally, perceived quality of care was linked to QWL (ß = .15; P < .01) and job satisfaction (ß = .30; P < .001). CONCLUSION: These results emphasize the importance of the role of managers and the organization in psychological health at work of health care providers and also in the quality of patient care.

Walking in Two French Neighborhoods: A Study of How Park Numbers and Locations Relate to Everyday Walking.

Research indicates that people are drawn to green spaces with attractive amenities. This study extends that finding by comparing walking patterns in two neighborhoods with different numbers of parks; parks did not differ in rated attractiveness nor did neighborhoods differ substantially in rated walkability. Adults, aged 32-86 years (n = 90), drew their 3 most recent walking routes on maps of their neighborhood. Analyses showed that participants' round trips were longer by 265.5 meters (.16 mile) in the neighborhood with a single, large, centrally located park (p < .02). However, participants in the neighborhood with multiple, small, more distributed parks, visited more streets, p < .001, more streets with green spaces, p < .038, and used more varied routes, p < .012. Results suggest there are potential benefits to both layouts. Large centralized parks may invite longer walks; smaller, well-distributed parks may invite more varied routes suggestive of appropriation and motivation processes. Both layouts might be combined in a single neighborhood to attract more walkers.

The mediating role of organizational justice in the relationship between transformational leadership and nurses' quality of work life: a cross-sectional questionnaire survey.

BACKGROUND: The importance of transformational leadership for nurses' well-being is increasingly acknowledged. However, there is a paucity of research examining the mechanisms that may explain the relationships between transformational leadership and nurses' quality of work life. OBJECTIVES: First, to examine two possible psychological mechanisms that link transformational leadership behaviors to nurses' quality of work life. Second, to study the relationship between nurses' quality of work life and their work engagement. DESIGN: Cross-sectional study design. SETTINGS: The study took place in 47 different hematology, oncology, and hematology/oncology units in France. Participants were nurses and auxiliary nurses. PARTICIPANTS: 343 nurses completed the questionnaire. Surveys were sent to all nurses working in the units. 95% were female, the average age was 36.30 years. METHODS: Nurses were asked to rate their supervisor's transformational leadership style and their perceptions of distributive and interactional justice in the unit. They were also asked to evaluate their own level of quality of work life and their work engagement. RESULTS: Distributive justice and interactional justice were found to fully mediate the relationship between transformational leadership and nurses' quality of work life. In addition, nurses' quality of work life positively related to their work engagement. CONCLUSIONS: Transformational leaders may help ensure nurses' quality of work life which in turn increases their work engagement. These leadership practices are thus beneficial for both employees and organization.