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PurposeHealth-oriented leadership (HoL) encompasses leaders' health behaviors and attitudes toward their followers (StaffCare) and themselves (SelfCare), and there is ample evidence of its positive effects on employee well-being. However, research on the antecedents of StaffCare is still in its infancy and does not account for within-person variability. Therefore, the authors adopt a leader-centered perspective and propose a serial mediation model that links leaders' intrapersonal fluctuations in job resources and demands to StaffCare, mediated by leaders' SelfCare, work engagement and emotional exhaustion.Design/methodology/approachOver five working weeks, 234 school principals responded to a weekly questionnaire, resulting in a total of 956 responses. Multilevel structural equation models were used for analysis.FindingsThe data supported SelfCare as a mechanism in leaders' motivational and health-impairment processes. The proposed serial mediation of the relationship between job resources and StaffCare via leader SelfCare and work engagement was also supported.Practical implicationsThe study can guide job redesign for leaders by highlighting the role of job resources. Investing in interventions aimed at the SelfCare of leaders is likely to have a positive impact on their leadership.Originality/valueThese findings suggest that job characteristics and the leader's well-being shape leader cognitions and behaviors. Therefore, the authors suggest integrating the HoL model into the job demands–resources (JD-R) model for leaders.

Background Due to the aging population, the need for home care services is increasing in most Western countries, including Norway. However, the highly physical nature of this job could contribute to make recruiting and retaining qualified home care workers (HCWs) challenging. This issue may be overcome by adopting the Goldilocks Work principles, aiming at promoting workers’ physical health by determining a “just right” balance between work demands and recovery periods while maintaining productivity. The aim of this study was to 1) gather suggestions from home care employees on suitable organizational (re)design concepts for promoting HCWs’ physical health and 2) have researchers and managers define actionable behavioral aims for the HCWs for each proposed (re)design concept and evaluate them in the context of the Goldilocks Work principles. Methods HCWs, safety representatives, and operation coordinators ( n  = 14) from three Norwegian home care units participated in digital workshops led by a researcher. They suggested, ranked, and discussed redesign concepts aimed at promoting HCWs’ health. The redesign concepts were subsequently operationalized and evaluated by three researchers and three home care managers. Results Workshop participants suggested five redesign concepts, namely \"operation coordinators should distribute work lists with different occupational physical activity demands more evenly between HCWs\", \"operation coordinators should distribute transportation modes more evenly between HCWs\", \"Managers should facilitate correct use of ergonomic aids and techniques\", \"HCWs should use the stairs instead of the elevator\", and \"HCWs should participate in home-based exercise training with clients\". Only the first two redesign concepts were considered to be aligned with the Goldilocks Work principles. A corresponding behavioral aim for a “just right” workload was defined: reduce inter-individual differences in occupational physical activity throughout a work week. Conclusions Operation coordinators could have a key role in health-promoting organizational work redesign based on the Goldilocks Work principles in home care. By reducing the inter-individual differences in occupational physical activity throughout a work week, HCWs’ health may be improved, thus reducing absenteeism and increasing the sustainability of home care services. The two suggested redesign concepts should be considered areas for evaluation and adoption in practice by researchers and home care services in similar settings.

PurposeHybrid and virtual work settings offer greater flexibility and autonomy, yet they also have the paradoxical effect of weakening the connection of employees to each other and their identification with the organization. The purpose of this article is to discuss how to manage this paradox effectively. Design/methodology/approachLeveraging structural adaptation theory, the authors discuss hybrid and virtual work as one of five dimensions of team interdependence that collectively determine the tightness of coupling between team members.FindingsThe authors propose that the introduction of virtual and hybrid work can lead to a lower sense of belonging and identification with the organization that would need to be counteracted by respective increases in team interdependence in one or several of the remaining dimensions of team interdependence.Originality/valueThe authors apply research on team interdependence to develop a series of practical interventions that can address the Great Resignation. These interventions seek to enhance employees' experiences of belongingness after the shift to virtual and hybrid work. In doing so, the authors provide a toolkit that organizations can leverage to improve their employees' experiences in a post-COVID-19 workplace.

PurposeThe purpose of the research is to examine the impact of leader humor on employee job crafting. Using the insights from self-determination theory (SDT), we investigate the underlying mechanism of employees’ flow at work and the moderating role of employees’ playfulness trait.Design/methodology/approachWe adopted a three-wave field survey of 306 employees recruited from various industries. The moderated mediation model was examined using latent structural equation model analysis.FindingsResults revealed that leader humor positively affected employees’ flow at work and subsequent job crafting. Moreover, both the direct effect of leader humor on employees’ flow at work and the indirect effect of leader humor on employees’ job crafting via flow at work were amplified by employees’ playfulness trait.Practical implicationsLeaders are encouraged to use jokes and humorous language to facilitate job crafting among playful subordinates. Organizations can create a work environment conducive to flow at work through job redesign, regardless of employees’ levels of playfulness trait.Originality/valueThe paper uncovers the critical role of flow in the relationship between leader humor and employee job crafting and identifies employees’ playfulness trait as a boundary condition in which leader humor works.

Objectives: Translating research into practice is often a goal for evidence-based organizational researchers to help improve workplace conditions and worker well-being. Improving worker well-being can be achieved by using empirical evidence to inform organizational interventions. However, despite the well-established intervention literature, practitioners appear not to appreciate fully how research findings can inform real-world practice. Using our understanding about workplace safety and health issues, we proposed that employers themselves could undertake interventions that focus on building psychosocial safety climate (PSC), an essential organizational climate that protects and promotes the psychological well-being of workers.Methods: Here we present 2 case studies to illustrate strategies that improve psychosocial safety and to increase our understanding about how interventions help improve PSC over time. Case Study 1 was conducted in an Australian public organization and Case Study 2 was in an international private organization. We collected survey data using the PSC-12 scale, to assess the level of PSC of the organization before and after the intervention, and details of the intervention and other initiatives for promoting employees’ psychological health.Results: Our evaluation supported the proposition that interventions that combine organizational-level and individual-level (and the interface between the two) approaches with a focus on the core elements of PSC (such as commitment, priority, communication, and participation) improve an organization’s PSC over time.Conclusions: The research not only elucidates important practical implications for organizations trialing new psychosocial safety initiatives, but also makes an important contribution to theory in work stress intervention on best practice and principles to build a psychologically healthy work context.

In recent years, there has been a clear increase in the interest in positive phenomena in work psychology. One of such issues is employee-initiated behavior aimed at transforming working conditions in order to increase job satisfaction and match it to one’s needs and abilities. These behaviors are referred to as job crafting. With the development of research on this issue, different theoretical concepts and definitions of job crafting were created and then evolved. The aim of the work is to systematize them and perform a critical analysis. The article analyzes 5 theoretical models of job crafting: Wrzesniewski and Dutton’s model, Tims and Bakker’s model, Zhang and Parker’s model, Bindl et al.’s model, and Kooij et al.’s model The publication presents the differences between these models, and strengths and critical points of each of them. Med Pr. 2021;72(4):423–36

Orientation To determine whether job crafting as a job redesign approach is helpful for employees' experience of work and job performance. We used a cross-sectional research design. A sample of South African working adults (n = 256) completed the Job Crafting Questionnaire, Work-Related Flow Inventory and Job Performance Scale. We used structural equation modelling to investigate the indirect relationship.

The rapid growth of industrial robotization in South Korea—one of the world’s most automated economies—offers a unique setting to study the psychological as well as economic impacts of automation. Drawing on county-level robot-intensity measures linked to individual data from the Community Health Survey and the Korean Labor & Income Panel Study, we employ two-way fixed-effects instrumental-variables models over one-, two-, and three-year intervals to isolate causal effects. We find that higher robot adoption swiftly elevates workers’ stress and depression, undermines self-rated health, and prompts increased alcohol consumption. In contrast, overall job-satisfaction ratings remain essentially unchanged, though select dimensions—daily task enjoyment, perceived meaningfulness, confidence in benefits, and long-term job commitment—erode in a staggered pattern consistent with our technostress framework. By extending technostress theory from digital tools to factory automation, our study reveals how shifting performance norms and cognitive burdens generate mental spillovers beyond the shop floor. These findings underscore the need for accompanying robotic investments with worker-centered supports—targeted upskilling, job redesign, and mental-health resources—to ensure that productivity gains do not come at the cost of human well-being.

Summary With the development of artificial intelligence (AI) and its applications, such as learning algorithms, it seems likely that work and organization will be profoundly reshaped. While this subject has been debated in broad terms (Arntz et al., 2016; Brynjolfsson & McAfee, 2014; Faraj et al., 2018), little has been written specifically from the perspective of employees (Phan et al., 2017). Little is known about the impact of AI on their work experiences and how they may respond. In a qualitative study of 27 bank employees, we investigated how learning algorithms shaped working conditions, how they affected autonomy and the meaning of work and how these constructs changed over time. The employees responded to the changes through job crafting behaviours (Wrzesniewski & Dutton, 2001). By considering the effects of the learning algorithms on the employees’ work experiences from their perspective, we offer a novel application of job crafting theory to AI technology. The employees responded to AI by changing task and relationship boundaries, and cognitively reframed their jobs. Their job crafting behaviours can be interpreted broadly as attempts to rebalance their levels of autonomy (which were initially reduced by the introduction of AI), to move toward closer personal relationships with customers and to reposition their meaning of work. In general, employees’ job crafting also had implications for employees’ managers, customers, and their work context in terms of the meaning of the AI tools and how they were used. Employees’ concerted response across the three job crafting dimensions underlines the importance of synergy across job crafting dimensions if they are to be successful in altering employees’ experience of work and enhancing the human value of their services. Abstract In this qualitative study of 27 bank employees, we investigated how learning algorithms affected their working conditions, their autonomy and the meaning of their work. We show that employees responded to the AI-induced changes through job crafting behaviours (Wrzesniewski & Dutton, 2001). Employees reshaped their task and relationship boundaries, and cognitively reframed their jobs, to maintain their autonomy, their desired social relationships and the meaning of their work. By considering the effects of learning algorithms on the employees’ work experience from their perspective, we provide a novel application of job crafting theory. Employees’ concerted response across the three job crafting dimensions underlines the importance of synergy across job crafting dimensions if they are to be successful in altering employees’ experience of work and enhancing the human value of their services.

Purpose – The purpose of this paper is to examine the effect of job redesign as well as that of the interaction effect of job redesign and job satisfaction on employee performance. Design/methodology/approach – The qualitative research method is used, i.e., in-depth interviews, to validate the questionnaire which is modified based on the well-established Job Diagnostic Survey instrument. A large-scale questionnaire survey was conducted in 2012 taking the hotel and resort industry and the banking industry in Thailand as its research sites. Multiple regression analysis was used to analyse the survey data obtained from 295 sample respondent managers. Findings – It is found that job redesign is significantly and inversely related to employee performance. Meanwhile job satisfaction is found to be positively and significantly related to employee performance. Moreover, the interaction effect between job redesign and job satisfaction is found to be positively and significantly related to employee performance. Furthermore, when controlled for demographic characteristics of sample respondents, it is found that being in the age group of 37-47 years old is significantly and inversely related to employee performance. These findings suggest that when firms implement job redesign, it is likely that it will negatively influence employee performance in the first stage of change. Hence, firms should try to enhance employee job satisfaction while implementing job redesign so that the job redesign will result in improved employee performance. The findings suggest that implementing job redesign without concerned employees experiencing job satisfaction or merely implementing job redesign can result in a possible decreased employee performance. These findings also suggest that any proposed job redesign will be an effective HR strategy to significantly mobilize employee performance only when firms ensure that the implementation of job redesign involves the concerned employees and enhances their job satisfaction. Originality/value – Job redesign by itself is found to have a significant negative effect on employee performance while job satisfaction is found to always positively and significantly influence employee performance. This study ascertains the positive interaction effect of job redesign and job satisfaction for employee performance improvement. These findings suggest that job satisfaction positively moderates the effect of job redesign on employee performance.