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Perceived customer incivility can be a significant day-to-day demand that affects frontline service employees’ job satisfaction. The current research focuses on job resources on multiple levels that serve as buffers in the face of this demand. We tested a multi-level model in which supervisor support (at the employee level) and participative climate (at the work-unit level) moderate the negative relationship between perceived customer incivility and job satisfaction. We used multi-level analysis with self-reported cross-sectional data collected from 934 employees nested in 107 work units of a large clothing shop chain in Belgium. The results showed that both supervisor support and participative climate moderate the negative relationship between perceived customer incivility and job satisfaction. The theoretical contribution of this study resides in an extension of the JD-R theory to simultaneously conceptualize resources on multiple levels. In the meantime, we focus on practical, hands-on resources that organizations can implement to protect service employees from the adverse effects of perceived customer incivility.

PurposeThe purpose of this current study was to investigate the moderating effect of autonomy (individual-level job resource) and social supportive climate (group-level job resource) on the negative relationship between job insecurity and work engagement.Design/methodology/approachCross-sectional data were gathered and analyzed using hierarchical linear modeling from 3,812 participants nested in 116 work units.FindingsA significant interaction between job insecurity and autonomy offered support for the buffering hypothesis of autonomy. Hypotheses regarding both the direct and the buffering effect of social supportive climate were also supported, suggesting that shared perceptions of a supportive environment can reduce the negative impact of job insecurity on work engagement.Practical implicationsFocus on unit climate can aid practitioners in designing interventions that take into account the effects, and make use of resources that are shared in the work-group.Originality/valueThis study extends the job demands-resources theory, showing that resources exist not only at the level of the individual but also a group-level phenomenon, and interact with demands across levels.

PurposeBased on the Job Demands-Resources (JD-R) theory, this study aims to identify person-contingent antecedents and consequences of proactive strength-oriented behaviors at work. Thus, the authors propose and test a model in which psychological capital (PsyCap), as a personal resource, represents a precursor of strengths use, which in turn is a facilitator of employees' self-rated performance.Design/methodology/approachThe authors tested the hypothesized mediation process through a cross-lagged study with three waves, using data collected from a sample of Romanian employees. The authors analyzed the data through structural equation modeling.FindingsThe results provided support for our model. The data showed significant, positive cross-lagged relationships between PsyCap, strengths use and performance across waves. Also, the authors identified a significant and positive indirect effect between PsyCap at T1 and performance at T3 through increased strengths use at T2.Originality/valueThis research brings new evidence for strengths use's placement as a proactive individual strategy within the JD-R theory. Practical implications are related to career self-management and work from home.

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