The authors explored the effects of a structured‐group career intervention among 280 Italian high school students. Hierarchical linear models indicated the intervention's effectiveness in increasing career decision‐making self‐efficacy and, consequently, career exploration, but not in decreasing career choice anxiety. In addition, partial confirmation was found for the moderating effects of participants' expectations and motivation to change on the relationship between career decision‐making self‐efficacy and career choice anxiety. The findings support the development of a systematic vocational guidance program in Italian schools.

Considering the motivational path of the Job Demands-Resources (JD-R) model, this study investigates a multistep process by which contextual job resources might have an indirect effect on idea implementation. Among 187 shop floor employees of a manufacturing company, we found support for a model whereby job control has an indirect effect, over a 5-month time frame, on idea implementation through employee work engagement and personal initiative. In addition, we found that the indirect effect of job control on idea implementation is stronger when employees have a higher conformity orientation. Support was not found for the hypothesized indirect effect of coworker social support on idea implementation. Our findings support the usefulness of the JD-R theory for understanding how increased idea implementation occurs at work, especially when the additional factors of personal initiative and employee conformity orientation are integrated into the model.

- Research have shown that characteristics of the work environments are related to employees' well-being, performance and individual innovation. The study, carried out in a small manufacturing company (N = 32), using the Karasek's model and a longitudinal research design, shows that characteristics of the work environments influence workers' engagement and the frequency with which employees experienced positive emotion on the job. The level of employees' innovativeness at T1 predicts job demands perceived at T2. Work characteristics are not related to employees' performance and to employees' propensity in suggesting ideas. Instead, an high level of control and a low level of demands fostering ideas implementation.

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