Documents work attitude 99 results

"Objectives
Before actual retirement, employees may already distance themselves from work, which could be referred to as “mental retirement”. However, trajectories of work motivation, ie, work engagement, have not been studied yet. The present study aimed to (i) identify different trajectories of work engagement among older workers approaching the retirement age, and (ii) examine their associations with actual retirement.
Methods
In total 3171 employees aged 55–62 years, who participated in the Dutch Study on Transitions in Employment, Ability and Motivation were included in this study. Participants completed questionnaires in 2010, 2011, 2012, and 2013. Latent class growth mixture modeling was performed to identify groups of employees with similar three-year trajectories in work engagement. Logistic regression analyses were performed to study whether trajectory membership was associated with retirement.
Results
Of the 3171 employees, 16.2% made a transition from work to (early) retirement (N=513). Four trajectories of work engagement were identified: steady high (76.3%), steady low (12.7%), decreasing (6.2%), and increasing (4.8%). A steady low work engagement trajectory was associated with retirement [odds ratio (OR) 1.46], compared to a steady high work engagement trajectory. Although not statistically significant, an increasing work engagement trajectory seemed to be associated with retirement as well (OR 1.60).
Conclusions
This study did not support the concept of mental retirement before actual retirement, ie, a decrease in work engagement among those facing retirement. However, as one in eight employees did experience steady low work engagement in the years before retirement, interventions promoting work motivation are recommended to support the employability of these employees."

"This paper evaluates the link between employee affective commitment and wages using a theoretical model predicting that affective commitment and wages can be complements. We estimate simultaneous quantile regressions based on a matched worker–employer sample of private sector workers from the UK's Workplace Employment Relations Survey 2004. Our results suggest that wages increase with increasing levels of affective commitment, consistent with the idea that the two are complements."

"Presents broad coverage of a diverse array of key topics defining the field, authored by leading scholars. Provides recommendations for theory development and future research. This landmark two-volume set rigorously compiles knowledge in organizational psychology to date and looks ahead with a roadmap for the future of the field. Organizational psychology is the science of psychology applied to work and organizations. It is a field of inquiry that spans more than a century and covers an increasingly diverse range of topics as the nature of work continues to evolve. The Oxford Handbook of Organizational Psychology provides a comprehensive treatment of key topics that capture the broad sweep of organizational psychology. It features contributions by 69 leading scholars who provide cutting-edge reviews, conceptual integration, and directions for future research. The 42 chapters of the handbook are organized into 10 major sections spanning two volumes, including such topics imperative to the field as:

- the core processes of work motivation, job attitudes and affect, and performance that underlie behavior at work

- phenomena that assimilate, shape, and develop employees (i.e. socialization, networks, and leadership)

- the challenges of managing differences within and across organizations, covering the topics of diversity, discrimination, and cross-cultural psychology

- the powerful influence of technology on the nature of work and work processes."

"Presents broad coverage of a diverse array of key topics defining the field, authored by leading scholars. Provides recommendations for theory development and future research. This landmark two-volume set rigorously compiles knowledge in organizational psychology to date and looks ahead with a roadmap for the future of the field. Organizational psychology is the science of psychology applied to work and organizations. It is a field of inquiry that spans more than a century and covers an increasingly diverse range of topics as the nature of work continues to evolve. The Oxford Handbook of Organizational Psychology provides a comprehensive treatment of key topics that capture the broad sweep of organizational psychology. It features contributions by 69 leading scholars who provide cutting-edge reviews, conceptual integration, and directions for future research. The 42 chapters of the handbook are organized into 10 major sections spanning two volumes, including such topics imperative to the field as:

- the core processes of work motivation, job attitudes and affect, and performance that underlie behavior at work

- phenomena that assimilate, shape, and develop employees (i.e. socialization, networks, and leadership)

- the challenges of managing differences within and across organizations, covering the topics of diversity, discrimination, and cross-cultural psychology

- the powerful influence of technology on the nature of work and work processes."

"We utilise a unique matched teacher-school data set of absenteeism records to quantify the impact of group interaction on the absence behavior of primary and secondary teachers. To address problems of identification our study focuses on teachers who move between schools. The estimates for movers suggest that absenteeism is influenced by prevailing group absence behaviour at the school. Our finding suggests that a worker takes one more day of absenteeism if their average coworker takes 12 more days or 8 more days absenteeism per quarter for primary school and secondary school teachers, respectively. We interpret this as evidence that worker shirking is influenced by workplace absence norms."

"OBJECTIVE: To prospectively investigate whether sickness presenteeism (SP), ie, going to work despite illness, has an impact on future sickness absenteeism. METHODS: Two study populations were used, one female dominated from the public sector that included 3757 employees, and one male dominated from the private sector comprising 2485 employees. RESULTS: SP on more than five occasions during the baseline year (2000) was a statistically significant risk factor for future sick leave (2002 and 2003) of more than 30 days among both populations even after adjusting for previous sick leave, health status, demographics, lifestyle, and work-related variables (2002, public sector, relative risk = 1.40; private sector, relative risk = 1.51). CONCLUSIONS: SP may be an important phenomenon to consider when evaluating measures aimed at decreasing sickness absenteeism because more SP may lead to future sickness absence."

"Employers can use profit sharing to elicit effort in teams as long as shirking is sufficiently costly. Analysis of descriptions of job vacancies from the online job board monster.com reveals that the threat of shirking does not deter employers from offering profit sharing to reward workers in teams. However, when team work is prevalent, employers are more likely to advertise a work environment where shirking is easier to detect and penalize. We do not find evidence of similar employers' efforts to deter shirking in teams if jobs entail: frequent interactions with a supervisor, volunteering, or work for a non-profit organization."

"Using data from a large-scale national survey of employers and employees in Britain, we examine the impact of the presence of contingent employees on work attitudes of standard (full-time, indefinite-term) employees. Drawing on differing explanations for the increased use of contingent employment arrangements, we derive competing hypotheses about how this use affects standard employees' work perceptions and attitudes, and explore the impact of a number of potentially intervening factors. We find that contingent employees have little effect on standard employees' perceptions of work overload, but strongly reduce perceived job security, which in turn, mediates the negative effects of contingent employees on job satisfaction and organizational loyalty."