Workaholism and work engagement can be depicted, respectively, as the pathological and the healthy form of heavy work investment. In spite of their different definitions and outcomes on individual and organizational life, workaholism and work engagement are not clearly and adequately distinguished by scholars and researchers as they appear to show some overlapping features. The aim of this investigation was to meta-analyze available studies, selected by systematic review, on the relations between subdimensions of workaholism and work engagement. Thirty-five studies were eligible for analysis. Associations emerged between Working Excessively and Absorption (g = .34), Working Compulsively and Absorption (g = .28), and Working Excessively and Dedication (g = .14). Moreover, the results were not influenced by publication bias and showed nationality to be a significant moderator. Overall, these findings suggest that further research is necessary to extend our knowledge of workaholism, work engagement, and the relationship between the two, in order to disentangle commonalities and differences between them.

This study investigated the impact of organizational culture (OC) on deviant behaviors in the workplace (workplace deviant behaviors: WDB). We tested the hypothesis that di erent types of OC (according to the Competing Values Framework model) had an impact on WDB, in addition to the e ect of Big Five personality traits. Survey research was undertaken with 954 employees of 30 enterprises in the public and private eld, using a hierarchical model approach (HLM) to test the e ects of four types of OC (Clan; Adhocracy; Market, Hierarchy) on WDB, over and above the e ect of Five Personality traits. The HLM results partially supported our hypotheses, showing that the OC had a signi cant e ect on WDB, with the adhocracy and clan cultures characterized by lower levels of WDB. Managerial implications about the importance of managing the OC are discussed

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Purpose-The aim of this study was to investigate whether different patterns of workplace attachment exist and to explore the relations between adult attachment styles and the level of workplace attachment. Design/methodology/approach-Participants were 351 Italian employees who completed a questionnaire composed of the Workplace Attachment Scale and the Relationship Questionnaire. Data were analyzed using correspondence analysis. Findings-The results showed that high scores on workplace attachment correlated significantly with secure attachment style, while low scores correlated with insecure attachment styles. These results shed light on different workplace attachment styles. Research limitations/implications-The limitation in this study mostly concern the use of selfreporting instruments to measure the participants' attachment style, since they may be susceptible to distortions. However, the distribution of attachment styles in our sample is similar to the worldwide distribution, which supports our choice. Practical implications-To the extent that it is possible to identify a specific workplace attachment style, it should also be possible to change some of the HR management practices inducing employees to develop a workplace secure attachment style. Originality/value-Researchers tended to ignore the extension of the adult attachment behavioral system to examine core environmental relationships. The present study, applying Attachment Theory to workplace attachment, provides theoretical support that the bonds that an individuals form with workplace can be classified as attachment bonds.

This study wants to examine effects of job insecurity on several work-related outcomes (perceived work-related symptoms, job satisfaction, and turnover intentions) by developing a moderated mediation model. The model emphasizes the role played by the quality of leader–member exchange (LMX) in mediating the relation between perceived job insecurity and outcomes related to work, and the moderating role of perceived organizational support (POS) in influencing the mediation. Survey data from 510 workers at Italian organizations were collected, and regression was used to evaluate the hypotheses. After age, gender, education, and organizational tenure were controlled, results showed that perceived quality of LMX carried the effect of job insecurity on all outcomes, and that this relationship was stronger for employees who reported higher levels of POS. This study makes important theoretical and practical contributions to job insecurity, LMX, and POS research, underlining the importance of promoting the leader–member relationship’s quality in an ethical and supportive work environment.