Summary This study focused on daily job crafting and explored its contextual determinants and one motivational outcome (i.e., work engagement). Job crafting was conceptualized as “seeking resources,” “seeking challenges,” and “reducing demands.” Participants were 95 employees from several organizations who completed a 5‐day diary survey. As hypothesized, we found a 3‐factor structure for the job crafting instrument, both at the general and day levels. We hypothesized and found that the combination of high day‐level work pressure and high day‐level autonomy (active jobs) was associated with higher day‐level seeking resources and lower day‐level reducing demands. Furthermore, we found that day‐level seeking challenges (but not resources) was positively associated with day‐level work engagement, whereas day‐level reducing demands was negatively associated with day‐level work engagement. Findings suggest that job crafting is a daily employee behavior with implications for management practice and future research. Copyright © 2012 John Wiley & Sons, Ltd.

Objectives-(1) To compare the prevalence of bullying and victimization among boys and girls and by age in 40 countries. (2) In 6 countries, to compare rates of direct physical, direct verbal, and indirect bullying by gender, age, and country.Methods-Cross-sectional self-report surveys including items on bullying and being bullied were obtained from nationally representative samples of 11, 13 and 15 year old school children in 40 countries, N = 202,056. Six countries (N = 29,127 students) included questions about specific types of bullying (e. g., direct physical, direct verbal, indirect).Results-Exposure to bullying varied across countries, with estimates ranging from 8.6 % to 45.2 % among boys, and from 4.8 % to 35.8 % among girls. Adolescents in Baltic countries reported higher rates of bullying and victimization, whereas northern European countries reported the lowest prevalence. Boys reported higher rates of bullying in all countries. Rates of victimization were higher for girls in 29 of 40 countries. Rates of victimization decreased by age in 30 of 40 (boys) and 25 of 39 (girls) countries.Conclusion-There are lessons to be learned from the current research conducted in countries where the prevalence is low that could be adapted for use in countries with higher prevalence.

A nationwide survey was conducted to investigate the prevalence of video game addiction and problematic video game use and their association with physical and mental health. An initial sample comprising 2,500 individuals was randomly selected from the Norwegian National Registry. A total of 816 (34.0 percent) individuals completed and returned the questionnaire. The majority (56.3 percent) of respondents used video games on a regular basis. The prevalence of video game addiction was estimated to be 0.6 percent, with problematic use of video games reported by 4.1 percent of the sample. Gender (male) and age group (young) were strong predictors for problematic use of video games. A higher proportion of high frequency compared with low frequency players preferred massively multiplayer online role-playing games, although the majority of high frequency players preferred other game types. Problematic use of video games was associated with lower scores on life satisfaction and with elevated levels of anxiety and depression. Video game use was not associated with reported amount of physical exercise.

This diary study adds to the leadership literature by examining the daily influence of transformational leadership, contingent reward, and active management-by-exception (MBE active) on followers' daily work engagement. We compare the unique contribution of these leadership behaviours and focus on the work environment to examine how these leadership behaviours influence followers' daily work engagement. While travelling by sail ship, 61 naval cadets filled out a diary questionnaire for 34 days. Multilevel regression analyses revealed that, after controlling for followers' work engagement the previous day, cadets were more engaged on days that their leader showed more transformational leadership and provided contingent reward. MBE active was unrelated to followers' work engagement. As predicted, transformational leadership and contingent reward contributed to a more favourable work environment (more autonomy and support), while MBE active resulted in a less favourable work environment (less autonomy) for the cadets. This study highlights the importance of daily leadership for followers' daily work engagement. Practitioner pointsLeaders' daily behaviour influences followers' daily work engagement. Leaders' daily behaviour shapes the daily work environment.

Research into excessive work has gained increasing attention over the last 20 years. Terms such as "workaholism,""work addiction" and "excessive work" have been used interchangeably. Given the increase in empirical research, this study presents the development of the Bergen Work Addiction Scale (BWAS), a new psychometrically validated scale for the assessment of work addiction. A pool of 14 items, with two reflecting each of seven core elements of addiction (i.e., salience, mood modification, tolerance, withdrawal, conflict, relapse, and problems) was initially constructed. The items were then administered to two samples, one recruited by a web survey following a television broadcast about workaholism (n = 11,769) and one comprising participants in the second wave of a longitudinal internet-based survey about working life (n = 368). The items with the highest corrected item-total correlation from within each of the seven addiction elements were retained in the final scale. The assumed one-factor solution of the refined seven-item scale was acceptable (root mean square error of approximation = 0.077, Comparative Fit Index = 0.96, Tucker-Lewis Index = 0.95) and the internal reliability of the two samples were 0.84 and 0.80, respectively. The scores of the BWAS converged with scores on other workaholism scales, except for a Work Enjoyment subscale. A suggested cut-off for categorization of workaholics showed good discriminative ability in terms of working hours, leadership position, and subjective health complaints. It is concluded that the BWAS has good psychometric properties.