The present series of studies examines how the two dimensions of workaholism (working excessively and compulsively) combine within different profiles of workers. This research also documents the relations between these workaholism profiles and a series of correlates (psychological need thwarting) and adaptive and maladaptive work outcomes. In addition, this research investigates the role of emotional dissonance and employees' perceptions of their workplaces' psychosocial safety climate (Study 1, n = 465), as well as job demands, resources, and perfectionism (Study 2, n = 780) in the prediction of profile membership. Latent profile analysis revealed four identical workaholism profiles in both studies. In Study 1, emotional dissonance predicted a higher likelihood of membership in the Very High, Moderately High, and Moderately Low profiles relative to the Very Low profile. In contrast, Study 2 revealed a more diversified pattern of predictions. In both studies, levels of need thwarting were the highest in the Very High and Moderately High profiles, followed by the Moderately Low profile, and finally by the Very Low profile. Finally, in both studies, the most desirable outcomes levels (e.g., lower levels of work-family conflict and emotional exhaustion, and higher levels of perceived health) were associated with the Very Low profile, followed by the Moderately Low profile, then by the Moderately High profile, and finally by the Very High profile. Practitioner pointsThe most desirable outcomes are associated with the profile characterized by the lowest levels of workaholism. Emotional dissonance predicts a lower likelihood of membership in the profile characterized by the lowest levels of workaholism. Levels of need thwarting are the lowest in the Very Low workaholism profile. High levels of socially prescribed perfectionism are associated with an increased likelihood of membership into the Very High workaholism profile. Reducing emotional dissonance, need thwarting, and socially prescribed perfectionism may help to reduce workaholism, in turn leading to more positive outcomes.

Overall, these findings provide insight into the influence of perceived supervisor support, value congruence and staffing on nurses' attitudes and behaviours.

This study aimed to provide a wider understanding of the determinants of job crafting by jointly considering employee well‐ and ill‐being (work engagement and exhaustion) and socio‐environmental factors (supervisor and colleague support) as possible levers to promote job crafting. A secondary goal of this research was to simultaneously explore the multidimensionality of work engagement and the potentially differentiated associations between the different facets of work engagement and job crafting behaviours. Questionnaire surveys were collected among 533 workers from various organizations located in France. Results from preliminary analyses showed the superiority of a Bifactor Exploratory Structural Equation Modeling (B‐ESEM) representation of work engagement when compared to alternative representations of ratings of this multidimensional construct. Specifically, employees' ratings of work engagement simultaneously reflected a global work engagement construct, which co‐existed with specific vigor, dedication and absorption components. Results from a predictive model indicated that the different facets of work engagement held differentiated relations with job crafting behaviours, while exhaustion did not significantly relate to any job crafting behaviours. Colleague and supervisor support also held differentiated relations with the demands‐related job crafting behaviours, while both forms of support were associated with employees' seeking more job resources. Theoretical and practical implications are discussed.

BackgroundEmpowerment of hospital workers is known as a key factor of organizational performance and occupational health. Nevertheless, empowering workers remains a real challenge. As in many traditional organizations, hospitals follow a bureaucratic model defined by a managerial culture of control and a stratified organization, which at once weaken professionals’ mastery of their work and hinder their commitment and performance. Based on the existing literature this protocol describes a new managerial and organizational transformation program as well as the study design of its effect on worker empowerment in a large French public hospital. The project is funded by the French Ministry of Health for a total of 498,180 €.MethodsThis study is a randomized controlled trial conducted in a French university hospital complex (CHU). The CHU comprises 12 sub-centers (SC) with about 20 care units and 1000 employees each. Randomization is performed at SC level. The intervention lasts 12 months and combines accompaniment of healthcare teams, frontline managers and SC directors to empower first-line professionals in the experimental SC. Quantitative outcome measurements are collected over 2 years during mandatory check-ups in the occupational medicine department. The primary outcomes are structural and psychological empowerment, motivational processes, managerial practices, working conditions, health and performance. Mixed linear modeling is the primary data analysis strategy.DiscussionThe protocol was approved by the CHU health ethics committee. The results of the analysis of the intervention effects will be reported in a series of scientific articles. The results will contribute to reflection on prevention and management policies, and to the development of Workplace Quality-of-Life. If the intervention is a success, the system will warrant replication in other SCs and in other health facilities.Trial registrationThe study was retrospectively registered at ClinicalTrials.gov on July 4, 2019 (NCT04010773).