ABSTRACT
Introduction: This study sought to relate the two types of work passion, harmonious passion and obsessive passion, to the organizational consequences of engagement, job crafting, and perceived individual job performance. This study was based on the Employee Work Passion Appraisal model and conducted to evaluate possible statistical associations of the dualistic approach of passion used as an antecedent of positive and negative organizational outcomes (engagement, job crafting, and perceived individual job performance). Methods: The data collection and analysis for this study were accomplished by a transversal and quantitative study design. A non-probabilistic method was used to select a convenience sample composed of 305 Portuguese workers and was collected online from March to October 2020. The proposed hypotheses were evaluated using partial structural equation models. Results: Overall, the results supported the proposed hypotheses and showed that harmonious passion positively affected organizational outcomes, while obsessive passion negatively affected these outcomes; notably, our findings also revealed high individual performance, high obsessive passion, and consequently, a significant increase in structural labor resources, a significant decrease in harmful labor demands, and high absorption. Discussion: The findings highlight the importance of distinguishing between harmonious passion and obsessive passion in understanding their consequences for organizational outcomes. Promoting harmonious passion while managing the potential negative effects of obsessive passion is crucial for enhancing positive job-related behaviors and performance. Future research should explore interventions and strategies to foster harmonious passion, mitigate the negative impacts of obsessive passion, and ultimately improve overall work engagement and performance.
ABSTRACT
Meditation has been described as having a positive impact on well-being while reducing anxiety and stress among those who practice, mainly working as a resource to cope with everyday difficulties. As a simple and easy to apply meditation technique, transcendental meditation (TM) has shown promising results in adults and in children, although more studies are needed to show the impact on psychological and behavioral dimensions in children and adolescents. This quasi-experimental, pre-test-post-test study, with a control group, aimed to evaluate the impact of TM on the stress and resilience of children and adolescents, with ages between 9 and 16 years old. Participants were selected within schools which implemented the Quiet Time Program (QT), from those who volunteered to participate. They were randomly assigned to an experimental group (immediate TM learning) and to a control group (delayed TM learning). A repeated measures ANOVA showed an interaction of time and group on externalizing behavior, from the strengths and difficulties measure. The experimental group decreased on externalizing less adjusted behaviors, while the control group increased in this aspect, after a twelve-week period. TM failed to reduce anxiety and to contribute to resilience in the TM experimental group. Both groups improved anxiety indicators. The results might suggest students were acting upon their expectation of improvement on practicing TM or solely modifying their behavior along the contextual factors, which affected both groups equally.
ABSTRACT
The world of work has been severely affected by the COVID-19 pandemic due to the high instability observed in the labor market, bringing several new challenges for leaders and employees. The present study aims to analyze the role of organizational and job resources in predicting employees' job insecurity during the first wave of the COVID-19 outbreak, through the mediating role of work engagement. A sample of 207 Portuguese employees participated (Mean age = 45 years old, SD = 9.92), of which 64.7% were women. Data was collected using an online survey, including self-report measures of organizational resources (perceived organizational support), job resources (performance feedback and job autonomy), job insecurity, and work engagement. Data showed that job and organizational resources negatively influenced job insecurity. Moreover, work engagement was a significant mediator of the relation between performance feedback (facet of job resources) and job insecurity. Findings suggest that investing in job and organizational resources can act as protective factors to minimize feelings of job insecurity. Likewise, leaders should foster work engagement among employees to help them balance the relation between these resources and job insecurity, especially in crisis situations. Overall, this study takes a new, underexplored perspective, theoretically bridging organizational and job resources with job insecurity and work engagement during a time of great uncertainty, such as the COVID-19 pandemic.
ABSTRACT
Changes imposed on public higher education institutions try to adopt some management practices in public organizations. In this study, we intend to understand how organizational culture (support, innovation, goals, rules) and internal marketing can contribute to the organizational support of employees of higher education institutions. The study was developed with a sample of 635 employees. The results show that organizational culture and internal marketing contribute to the explanation of perceived organizational support (POS). Then, through a structural equation model, it was possible to confirm the contribution of support culture and internal marketing to the explanation of POS. More studies are necessary taking students point of view into account. These results reveal the importance of the fact that organizations need to implement a culture of support and appropriate internal communication networks that allow employees to perceive social support
Los cambios impuestos por las instituciones de educación superior públicas tratan de encajar algunas prácticas de gestión en las organizaciones públicas. En este estudio pretendemos entender cómo la cultura organizacional (apoyo, innovación, objetivos, reglas) y el marketing interno pueden contribuir al apoyo de la organización a los empleados de las instituciones de educación superior. El estudio fue desarrollado con una muestra de 635 empleados. Los resultados muestran que la cultura organizacional y el marketing interno contribuyen a la explicación de la percepción de apoyo organizacional (PAO). Se pudo confirmar la contribución de la cultura de apoyo y marketing interno a la explicación de la PAO. Se necesitan más estudios que tengan en cuenta el punto de vista de los estudiantes. Estos resultados muestran la importancia de la necesidad que tienen las organizaciones de implementar una cultura de apoyo y redes de comunicación
