A longitudinal test of the Job Demands-Resources (JD-R) model of work stress and engagement Demerouti et al., 2001) was conducted in a sample of Australian university academics (N = 296). The aim was to extend the JD-R model by (1) determining how well job demands (work pressure, academic workload) and job resources (procedural fairness, job autonomy) would predict psychological strain and organisational commitment over a three-year period, and (2) incorporating longitudinal tests of reversed causation. The results of SEM analyses showed that Time 1 resources directly predicted Time 2 strain and organisational commitment, but that Time 1 demands predicted Time 2 strain only indirectly via job resources. We did not find evidence for reversed causation. We discuss possible mediators of the relationships between working conditions and work stress outcomes, and the practical implications of the results.

Objective To build upon research evaluating stress interventions, this qualitative study tests the framework of the extended Job Demands-Resources model to investigate employees' perceptions of the stress-reduction measures implemented at 13 Australian universities. Methods In a cross-sectional survey design, tenured and contract staff indicated whether their overall level of stress had changed during the previous three-four years, and, if so, they described the major causes. A total of 462 staff reported that their level of stress had decreased; the study examines commentary from 115 academic and 304 nonacademic staff who provided details of what they perceived to be effective in reducing stress. Results Thematic analyses show that the key perceived causes were changes in job or work role, new heads of departments or supervisors, and the use of organizational strategies to reduce or manage stress. A higher percentage of academic staff reported reduced stress due to using protective coping strategies or their increased recognition and/or success, whereas a higher percentage of nonacademic staff reported reduced stress due to increases in staffing resources and/or systems. Conclusion These results identify the importance of implementing multilevel strategies to enhance employees' well-being. Nonacademic staff, in particular, specified a variety of organizational stress-reduction interventions.

Despite email playing a central role in university business, little is known about the strategies used by staff to manage email and the factors contributing to email overload. In a mixed method study undertaken in one Australian university comparing academic (n = 193) and professional (n = 278) staff, we found that while email volume was higher in academics they used fewer email management strategies. For both groups, thematic analyses of commentary responses revealed that the unnecessary use of emails by staff and students, the expectation of a quick turnaround and an escalation in email traffic were associated with email overload and, as a consequence, increased work-related stress. In conclusion, we suggest that email overload typifies the working environment of academic and professional staff in modern universities, pointing to the importance of training staff in email management strategies for improving productivity and well-being.

In a population of young adults, this study analyzes possible linear relations of resilience and positivity to coping strategies and engagement-burnout. The aim was to establish a model with linear, associative, and predictive relations, to identify needs and make proposals for therapeutic intervention in different student profiles. A population of 1,126 undergraduate students with different student profiles gave their informed, written consent, and completed validated questionnaires (CD-RISC Scale; Positivity; Coping Strategies of Stress; Engagement, and Burnout). An ex post-facto design involved bivariate association analyses, multiple regression and structural predictions. The results offered evidence of associations and predictive relationships between resilience factors, positivity, coping strategies and engagement-burnout. The factors of resilience and positivity had significant differential associations (positive and negative) with factors of coping strategies. Their negative relationship to burnout factors, and positive relation to engagement factors, is especially important. Results of structural analysis showed an acceptable model of relationships between variables. We conclude with practical implications for therapeutic intervention: (1) the proactive factors of resilience reflect a perception of self-efficacy and the ability to change adaptively; (2) the reactive factors of resilience are usually associated with withstanding experiences of change, uncertainty or trauma.

Purpose: This study examined the factors that predict employees' perceptions of procedural justice in university settings. The paper also reviews the ethical aspects of justice and psychological contracts within employment relationships.Design/Methodology/Approach: The study examined the predictors of perceived procedural justice in a two-wave longitudinal sample of 945 employees from 13 universities by applying the Job Demands-Resources theoretical model of stress. The proposed predictors were classified into two categories: Job demands of work pressure and work-home conflict; and job resources of job security, autonomy, trust in senior management, and trust in supervisor. The predictor model also examined job satisfaction and affective organizational commitment, demographic (age, gender, tenure, role) and individual characteristics (negative affectivity, job involvement) as well as Time 1 (T1) perceptions of procedural justice to ensure that tests were rigorous.Findings: A series of hierarchical multiple regression analyses found that job satisfaction at T1 was the strongest predictor of perceived procedural justice at Time 2. Employees' trust in senior management, and their length of tenure also positively predicted justice perceptions. There were also differences between academic and non-academic staff groups, as non-academic employees' level of job satisfaction, trust in senior management, and their length of organizational tenure predicted procedural justice perceptions, whereas for academics, only job satisfaction predicted perceived justice. For the “all staff” category, job satisfaction was a dominant and enduring predictor of justice, and employees' trust in senior management also predicted justice.Research limitations/implications: Results highlight the importance of workplace factors in enhancing fair procedures to encourage reciprocity from employees. As perceived procedural justice is also conceptually linked to the psychological contract between employees-employers, it is possible that employees' levels of job satisfaction and perceptions of trust in senior management, relative to other work attitudinal outcomes, may be more effective for improving the broader working environment, and promoting staff morale.Originality/value: This study adds to research on applied business ethics as it focuses on the ethical aspects of perceived procedural justice and highlights the importance of workplace factors in enhancing fair procedures in organizational policy to encourage reciprocity and promote healthy organizational environments.