Organizational Behavior

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.

In this article, we argue that changes in workplace characteristics over the last few decades may affect work relationships and call for adjustments in the traditional theoretical framework used to understand them. Since the last quarter of the 20th century, there have been theories regarding changes in labor relationships following technological, political, globalization, and economical changes. However, we examine the changes in light of psychological theories rather than labor or industrial approaches. We review four main areas where social exchange theory (SET) has been implemented, address recent changes that challenge the traditional SET perspective, and propose alternative models. We refer to these models as “hybrid” as they integrate traditional SET premises with new-era workplace characteristics. First, we describe several changes in workplace characteristics. Next, we review some of the most conventional applications of SET to work relationships. Finally, we critically exa...

A key paradigm in examining workplace relations is social exchange theory (SET). Its basic premise is that human relations are formed based on subjective cost-benefit analysis… SET claims that social relationships are based on the trust that gestures of goodwill will be reciprocated (Blau, 1964)" (Chernyak-Hai & Rabenu, 2018, p. 458). On the contrary, gestures of ill-will might be reciprocated accordingly as well (e.g., Martin, Guillaume, Thomas, Lee, & Epitropaki, 2016; Shkoler & Tziner, 2017). Moreover, the negative components of performance (e.g., Counterproductive Work Behaviors; CWBs) may have an even greater importance on employees' performance appraisal than the positive components (e.g., Organizational Citizenship Behaviors; OCBs) (e.g., Rotundo & Sackett, 2002). In addition, CWB has also shown to have important economical, sociological, and psychological implications (e.g., Aubé, Rousseau, Mama, & Morin, 2009; Bodankin & Tziner, 2009). The current paper contributes to the accumulated SET literature as it focuses on the proximal exchanges between: (1) employees and their managers (i.e., Leader-Member Exchange, LMX), (2) employees and their team members (i.e., Team-Member Exchange, TMX), and their effect on workplace misbehavior (or CWBs). We chose to investigate the association between LMX and CWB because further contribution and elaboration are needed about this link, as Jawahar, Schreurs, and Mohammed (2018) stated: "… we have very little insight about the theoretical mechanism explaining h t t p s : / / j o u r n a l s. c o p m a d r i d. o rg / j wo p

Rotolo et al. (2018) decry the rise in use of trendy, simplistic human resource management (HRM) procedures and practices such as talent management, regardless of any solid scientific basis culled from relevant disciplines such as industrial and organizational (I-O) psychology. Furthermore, they observe a propagating spirit of anti-I-O psychology that has recently emerged and that should provoke our concern. What has ignited and fueled this reality? Correctly noted, Rotolo et al. indicate that I-O psychology academics have, over the years, lost touch with the actual preoccupying needs of managers in organizations. Instead of promoting novel fields of exploration and devising innovative tools and procedures, I-O scientists overly invest their time, energy, and ingenuity in methodological minutiae and theorizing.

The purpose of this viewpoint is to describe the necessity to use psychological capital (which includes the attributes of self-efficacy, optimism, hope and resiliency) in order to develop managers, especially senior ones. The viewpoint includes an example of optional steps of micro-intervention for senior management. In the 21st-century VUCA world, managers need to invest in processes that strengthen their resistance to psychological pressures and negative outcomes, while enabling them to cope with confidence with instability, volatility and uncertainty. In this regard, Psychological Capital (PsyCap) can and will contribute to significant changes for the better in managers and organizations as a whole. This viewpoint offers a relatively new view for developing senior managers.

Following Snir and Harpaz's (2012) model of Heavy Work Investment (HWI), we propose a model that clarifies the relationship of antecedents of HWI to burnout. The model consists of several components: (a) external/situational antecedents, 'income' and 'workload' and internal/dispositional antecedents, 'job engagement' and 'workaholism'; (b) a mediator variable, HWI (divided into 'time' and 'effort'); and (c) 'burnout' as the outcome variable. Data was obtained by social science students who surveyed 388 Romanian employees, ages 19 to 66, on two consecutive occasions with a six-week interval (times T1 and T2). Using structural equation modelling, the mediation has an excellent fit at both T1 and T2. The mediation role of HWI is confirmed for T2, with respect to three factorsjob engagement, workaholism and workloadbut not for T1. The findings are discussed, as are their contribution to the theoretical literature and new directions for further research and organizational practice.

Mazzetti, Schaufeli, and Guglielmi (2014) asked, “Are workaholics born or made?” (p. 227). The current research aims to study the joint impact of both internal and external factors in relation to workaholism. For this endeavor, we performed two studies: Study 1 (349 employees) tested two moderators (self-criticism and LMX) between self-efficacy and workaholism (drive and enjoyment). Study 2 (158 employees) tested a comprehensive model, containing a moderator (job autonomy) and two mediators (work drive and work-family conflict) between neuroticism and enjoyment. Multivariate (opposed to bivariate) analyses allowed for thorough understanding of workaholism. Theoretical and practical implications are discussed.

In this introductory chapter, we shall examine some key phrases and concepts that apply to the field of work performance, such as ‘performance’, ‘appraisal’, and ‘job evaluation’, among others. We shall briefly touch on the factors that contribute to an employee’s performance at work and some of the pitfalls involved in trying to reach objective appraisals of employees’ respective inputs to the productivity of their organizations.

The use of general descriptive names, registered names, trademarks, service marks, etc. in this publication does not imply, even in the absence of a specific statement, that such names are exempt from the relevant protective laws and regulations and therefore free for general use. The publisher, the authors and the editors are safe to assume that the advice and information in this book are believed to be true and accurate at the date of publication. Neither the publisher nor the authors or the editors give a warranty, expressed or implied, with respect to the material contained herein or for any errors or omissions that may have been made. The publisher remains neutral with regard to jurisdictional claims in published maps and institutional affiliations.

With increasing stress and burnout accounting for depreciation in the physical and mental health of medical practitioners in hospital settings and the concomitant reduction in the level of their job performance, this paper reports on an attempt to tease out possible antecedents that give rise to burnout among 185 doctors practicing in a major hospital in the center of Israel. Based on the literature related to job performance and Hobfoll’s (2001) model of stress management – indicating that individuals cope with stress by replenishing both personal and work-related resources – we investigated the relationship between six possible input variables and burnout with a view to establishing the associations between them. The results indicated that all six possible antecedents associated with at least one of the three facets of burnout described by Maslach and Leiter (1997), namely, emotional exhaustion, depersonalization and reduced personal efficacy, with workload notably associating wit...

After reviewing various important definitions in previous chapters (e.g., student mobility, virtual mobility, internationalization), understanding the variety of reasons by which students choose their program of choice, institution and/or country to immigrate to, via the decision-making process discussed before—we offer recommendations and suggestions on the national, institutional, and student levels. We suggest remedies for marketers, practitioners, key people in the institution for possible greater student satisfaction and greater future profitability, as well for the students themselves in making the decision of going to study in an academic institution abroad.

This comprehensive and enlightening book deepens organizations’ understanding of work in the 21st Century through the “lens” of psychological relationships in organizations. The volume outlines how the workplace has changed significantly due to shifting environmental conditions “in a turbulent world,” such as the advent of cyber entities, mass migration, globalization, and the COVID-19 pandemic. Accordingly, the fluctuations in how work is done, the structure of organizations, and workforce characteristics, led to changes in the psychological relationships in the workplace. The challenges should not be overstated. Nevertheless, the book discusses in detail how these developments affect current and future psychological relationships at work, especially in developed countries. The debate presented in this book is based on profound and groundbreaking thinking, sometimes critical. The author, Dr. Edna Rabenu, has extensive proficiency in theoretical research and in-depth knowledge of the field. Readers will be enriched by the book’s frank and structured coverage of a wealth of subject matter and the many timely suggestions on how organizations might best respond to the new developments. The book is a must-read for management, HR personnel, and industrial/organizational psychologists, and, indeed, for anyone who has the interest of excellence in executive leadership at heart.

This comprehensive and enlightening book deepens organizations’ understanding of work in the 21st Century through the “lens” of psychological relationships in organizations. The volume outlines how the workplace has changed significantly due to shifting environmental conditions “in a turbulent world,” such as the advent of cyber entities, mass migration, globalization, and the COVID-19 pandemic. Accordingly, the fluctuations in how work is done, the structure of organizations, and workforce characteristics, led to changes in the psychological relationships in the workplace. The challenges should not be overstated. Nevertheless, the book discusses in detail how these developments affect current and future psychological relationships at work, especially in developed countries. The debate presented in this book is based on profound and groundbreaking thinking, sometimes critical. The author, Dr. Edna Rabenu, has extensive proficiency in theoretical research and in-depth knowledge of the field. Readers will be enriched by the book’s frank and structured coverage of a wealth of subject matter and the many timely suggestions on how organizations might best respond to the new developments. The book is a must-read for management, HR personnel, and industrial/organizational psychologists, and, indeed, for anyone who has the interest of excellence in executive leadership at heart.

This comprehensive and enlightening book deepens organizations’ understanding of work in the 21st Century through the “lens” of psychological relationships in organizations. The volume outlines how the workplace has changed significantly due to shifting environmental conditions “in a turbulent world,” such as the advent of cyber entities, mass migration, globalization, and the COVID-19 pandemic. Accordingly, the fluctuations in how work is done, the structure of organizations, and workforce characteristics, led to changes in the psychological relationships in the workplace. The challenges should not be overstated. Nevertheless, the book discusses in detail how these developments affect current and future psychological relationships at work, especially in developed countries. The debate presented in this book is based on profound and groundbreaking thinking, sometimes critical. The author, Dr. Edna Rabenu, has extensive proficiency in theoretical research and in-depth knowledge of the field. Readers will be enriched by the book’s frank and structured coverage of a wealth of subject matter and the many timely suggestions on how organizations might best respond to the new developments. The book is a must-read for management, HR personnel, and industrial/organizational psychologists, and, indeed, for anyone who has the interest of excellence in executive leadership at heart.

Civil rights legislation regarding people with disabilities prohibits discrimination, and guarantees that people with disabilities – including learning disorders or Attention Deficit Hyperactivity Disorders (ADHD) – have the same opportunities as everyone else. The employer is required to perform accommodations for them at the workplace such as adjusting job application procedures. It is our view that the legislation is important and necessary because it helps people with disabilities to become integrated and to contribute at work and in society. Nevertheless, to a degree, it ‘mistreats' the employer by not requiring applicants to disclose the accommodations that helped them with their scholastic or selection tests achievements. Thus, the employer is denied the ability to make well-informed, realistic selection decisions, and at the same time – it creates a high potential for job failure. This paper includes suggestions how to create a fair and transparent selection culture that benefits all parties – disabled applicants as well as employers.

Adler et al. (2016) present a comprehensive review of the fundamental and painful problems of performance appraisal in organizations, from which it appears that we cannot do without performance appraisal because of its benefits, and we cannot do with it because of its flaws. If so, how can organizations make a decision on this issue? Mend them or end them? (See also Culbertson, Krome, McHenry, Stetzer, & van Ittersum, 2013.)