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Background Psychosocial job stressor studies usually examine one exposure at a time and focus on individual workers. In this study we examined the accumulation of work stressors in work units and its association with psychological distress (PD) on work-unit level. We also investigated whether high workplace social capital modifies the effect. Methods We examined survey responses from 813 Finnish health and social services (HSS) work units, comprising 9 502 employees, in a cross-sectional study design. The survey was conducted in 2021. We calculated odds ratios for the association between accumulating job stressors and PD. We also analyzed the interaction between work stressors and the effect modification of high workplace social capital. Results We found that HSS work units with high percentage of employees having high job demands and low rewards (OR 7.2, 95% CI 3.7, 13.8) have an increased risk of higher PD in the work unit. We also found indication of high social capital possibly modifying the effect of job stressors on PD. The results suggest that accumulated job stressors are associated with PD on work unit level, with excess risk for PD compared to the stressors acting separately. Conclusions The results indicate that the effect of accumulating job stressors should be further studied on work-unit level. Participatory organizational-level and work-unit level interventions to tackle job stressors and to improve workplace social capital are warranted.

Drawing on insights from social learning and social cognitive perspectives and research on the multilevel reality of leadership influences, we developed and tested a multilevel model that examines mechanisms and conditions through which ethical leadership deters work unit- and individual-level ostracism. Based on two field studies using multiple measurement points, we found that at the work unit level of analysis, relational climate partially mediates the negative relationship between ethical leadership and work unit-level ostracism (the average level of ostracism reported by work unit members) whereas state mindfulness partially mediates the cross-level influence of ethical leadership on individual-level ostracism. Contrary to our hypothesis, we found that the relationship between ethical leadership and relational climate was stronger when work units had a more mechanistic structure, and not when it had an organic work unit structure. Finally, we found that relational climate not only moderates the relationship between state mindfulness and individual-level ostracism, but also moderates the indirect influence of ethical leadership on individual-level ostracism through state mindfulness such that the indirect effect is stronger when relational climate is high as opposed to low. These findings highlight the individual- and work unit-level conditions and mechanisms through which ethical leadership relates to decreased ostracism at work, and thus extends theory and research on ethical leadership and ostracism.

Social dynamics at work are crucial for understanding how internal processes in an organization are related to their performance and productivity. Following the Service-Profit Chain (SPC) theory, this study analyses, at the work-unit level, how interpersonal conflicts are related to service quality in the hospitality and tourism industry through the shared experience of well-being in the work unit. In other words, we examine the mediating role of two main aspects of work-related well-being in the unit (job satisfaction and burnout) on the relationship between interpersonal conflicts in the unit and customers’ perceptions of service quality. To do so, we conducted a cross-sectional survey study that collected data from 398 service employees (91 work units) and 1233 customers from three and four-star hotels with restaurant in Spain. Using path analysis in Structural Equation Models, our results supported a full mediation model at the work-unit level: interpersonal conflicts in the work unit are related to customers’ service quality perceptions through the work-unit’s well-being (job satisfaction and burnout). Therefore, our findings extend the SPC theory by integrating group dynamics and employees’ experiences, which should be enhanced through occupational health-oriented policies and practices to increase service quality. In this sense, this study has implications for the development of intervention programs aiming at improving the occupational well-being and quality of service in hospitality and tourism settings.

We propose and test a theoretical framework to explore why and how procedural justice climate influences individual behaviors after controlling for the influence of individual justice perception. Two types of symbolic information conveyed by procedural justice climate are considered. We argue that procedural justice climate reflects the status of or respect for a justice recipient, a work unit within an organization in our context, which then influences the identification of its members with the work unit. Procedural justice climate also reflects the moral attributes of a justice actor, herein an organization, which then influences organizational identification and perceived job security. Consistent with these arguments, results showed that perceived respect for the work unit mediated the relationship between procedural justice climate and identification with the work unit, and both perceived organizational benevolence and integrity mediated the relationship of procedural justice climate with organizational identification and job security. The two types of social identification and perceived job security were related to several outcome variables differently.

Objectives The aim of this study was to examine if high psychological demands and low decision latitude at work increase the risk of depression. Methods In 2007,4237 non-depressed Danish public employees within 378 different work units were enrolled in the study. Mean levels of psychological demands and decision latitude were computed for each work unit to obtain exposure measures that were robust to reporting bias. In 2009, 3046 (72%) participated at follow-up, and those reporting high levels of depressive, burnout or stress symptoms went through a psychiatric interview by which 58 cases of new onset depression were diagnosed. Odds ratios (OR) of depression for different levels of work unit mean psychological demands and decision latitude were estimated by logistic regression taking established risk factors into account. Results The OR for depression according to psychological demands was 1.07 [95% confidence interval (95% CI) 0.42-2.49] for every unit of change on a 5-point scale. The corresponding OR for decision latitude was 1.85 (95% CI 0.55-6.26). No interactive effects of psychological demands and decision latitude were observed. Conclusion These findings suggest that low decision latitude may predict depression, but confidence intervals are wide and findings are also compatible with no increased risk.

Emerging research evidence across multiple industries suggests that thriving at work is critically important for creating sustainable organizational performance. However, we possess little understanding of how factors across different organizational levels stimulate thriving at work. To address this gap, the current study proposes a multilevel model that simultaneously examines contextual and individual factors that facilitate thriving at work and how thriving relates to positive health and overall unit performance. Analysis of data collected from 275 employees, at multiple time periods, and their immediate supervisors, representing 94 work units, revealed that servant leadership and core self-evaluations are 2 important contextual and individual factors that significantly relate to thriving at work. The results further indicated that thriving positively relates to positive health at the individual level, with this relationship partially mediated by affective commitment. Our results also showed that collective thriving at work positively relates to collective affective commitment, which in turn, positively relates to overall unit performance. Taken together, these findings suggest that work context and individual characteristics play significant roles in facilitating thriving at work and that thriving is an important means by which managers and their organizations can improve employees' positive health and unit performance.

The aim of this paper is to clarify the spatial characteristics of work‐units comprising advanced school buildings in Sweden based on the learning activities of pupils and students. The results of this study are as follows. A work‐unit is composed of seven to nine types of rooms and two types of partitions. Work‐units include four types of learning of the same content together, and three types of learning in small groups or by individuals. The rooms in a work‐unit are separated by doors and removable partitions. This enables students to set the spaces for learning by themselves, by opening/closing the doors or rearranging the partitions. In higher grades, students can be provided the opportunity to choose their own spaces and content for learning. The aim of this paper is to clarify the space characteristics of Work‐Units composing Swedish advanced school buildings from the view point of pupils' and students' activities of learning.

Emotion management in the workplace is drawing increasing attention from researchers. However, they still know little about how positive leadership affects employees' emotional labor. Building on social information-processing theory, we examine whether and how a servant leadership style influences employees' emotional labor. Using a sample of 305 employees in 81 work units of 25 subcorporations at a food company in China, we find that servant leadership relates negatively to surface acting (i.e., regulating facial expressions) but relates positively to deep acting (i.e., regulating inner feelings) at work. We also find that the indirect effect of servant leadership on surface/deep acting via affective trust is stronger than the indirect effect via cognitive trust. Our research reveals that servant leadership influences employees' emotional labor more through affective trust than cognitive trust. We discuss the theoretical and practical implications of our findings.

Background: Serious shortcomings are identified in the Performance Index (PI), developed by Spangenberg and Theron (2004). Attempts are made to correct these shortcomings. Aim: The primary objective of this research study was to develop and preliminary validate a generic Work-Unit Performance Questionnaire, based on the Performance Index of Spangenberg and Theron (2004), correcting shortcomings identified in that particular PI. Setting: The study used convenience sampling that consisted of 202 respondents from a variety of South African industries. The article draws on findings in the thesis of Seland (2019). Methods: The development and preliminary validation of the Work-Unit Performance Questionnaire (WUPQ) was required. The WUPQ consists of dual subscales, the Work-Unit Competency Questionnaire (WUCQ), which consists of seven latent behavioural competency variables, and the Work-Unit Outcome Questionnaire (WUOQ), which consists of six latent outcome variables. Results: Both measurement models (WUCP & WUOQ) showed close fit; however, two factor loadings in the WUCQ measurement model had to be constrained. Reasonable structural model fit was found in the sample. Support was found for 11 of the original 21 path-specific substantive hypotheses and for an additional hypothesis. Conclusion: The proposed model can be used by managers, with caution due to the intentional exclusion of competency potential and situational variables, to diagnose poor work-unit performance. Furthermore, it is encouraged that this research be the starting point for further analyses of work-unit performance and advance validation of the instrument.

Written in a straightforward, readable, and highly informative style, Navigating the ICU: A Guide for Patients and Families is a compact, affordable guide to today's intensive care unit.