Employee Involvement Management Practices, Work Stress, and Depression in Employees of a Human Services Residential Care Facility

Mackie, Kathleen S.; Holahan, Charles J.; Gottlieb, Nell H.

doi:10.1177/0018726701548004

Cited by 96 publications

(90 citation statements)

References 55 publications

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“…However, most Brazilian judges are constantly overloaded, considering the number of cases they need to resolve (CNJ, 2015). Studies from occupational psychology have shown that stimuli that cause stress at work reinforce workers' negative emotions (Mackie, Holahan, & Gottlieb, 2001). Thus, when demands and the workload on the professional are excessive, negative emotions tend to intensify (Jex, 1998;Paschoal, Torres, & Porto, 2010).…”

Section: Court Caseload and Judicial Performancementioning

confidence: 99%

Court Caseload Management: The Role of Judges and Administrative Assistants

2017

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ResumoA gestão do acervo de processos pendentes em tribunais é essencial para garantir que os processos serão julgados de maneira célere, e isso depende de como juízes e assistentes administrativos lidam com suas cargas de trabalho. Resultados de diversos estudos indicam que um aumento no acervo de tribunais tende a gerar um aumento na produção judicial dos juízes. Entretanto alguns autores apontam que essa relação é mais complexa do que aparenta. No intuito de desenvolver um entendimento mais aprofundado dessa relação, é testado, neste trabalho, um conjunto de hipóteses diretas e de moderação. Foram utilizados dados secundários referentes a 566 juízes que trabalham em varas de primeira instância da Justiça Estadual de São Paulo, Brasil. Os resultados indicam uma relação direta e positiva entre o acervo da vara e a produção dos juízes, mas a força dessa relação varia de acordo com a especialidade da vara. Os resultados também mostram que a quantidade de assistentes administrativos, a experiência e os locais em que o juiz atua moderam a relação entre acervo e produção judicial. Os resultados contribuem para o desenvolvimento de estratégias gerenciais a fim de enfrentar o congestionamento de tribunais brasileiros.Palavras-chave: judiciário; gestão de tribunais; juízes; produção; acervo. AbstractCourt caseload management is of key importance for guaranteeing the adjudication of cases and depends on how judges and administrative assistants deal with their workload. Results from several studies indicate that an increase in court caseload tends to generate an increase in the judge's production. However, some authors argue that this relationship is far more complex. To develop a fuller understanding of this relationship we tested an array of direct and moderating hypotheses. We used secondary data from 566 judges working in first trial courts in the State Justice System of Sao Paulo, Brazil. The results indicate a direct and positive relationship between court caseload and judge production, but the strength of this relationship depends on court specialty. The findings also indicate that the number of administrative assistants, judge experience and the number of places a judge works all moderate the caseload-production relationship. The results contribute to the development of strategies to address the delays and congestion of courts, two of the main Brazilian Judiciary problems.

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Section: Court Caseload and Judicial Performancementioning

confidence: 99%

Court Caseload Management: The Role of Judges and Administrative Assistants

2017

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Section: Employee Involvement and Job Satisfactionmentioning

confidence: 99%

“…Several studies demonstrate that employees who are involved in decision-making processes tend to feel a heightened sense of ownership over their job performance because they feel personally responsible for how tasks are accomplished (Mackie et al, 2001;Wood et al, 2012). Furthermore, Warr (2007) suggests that greater employee involvement may increase the meaningfulness of work, such that individuals consider their work as a career rather than simply as a job, this in turn may increase their job satisfaction.…”

Section: Employee Involvement and Job Satisfactionmentioning

confidence: 99%

“…These include practices that encourage involvement in decision-making and the development and exercise of problemsolving skills. Employee involvement practices have been shown to reduce job stress (Mackie, Holahan, & Gottlieb, 2001), increase job satisfaction and organisational commitment (Boxall & Macky, 2014;Holland, Pyman, Cooper, & Teicher, 2011;Macky & Boxall, 2008), and improve productivity and organisational performance (Wood, Van Veldhoven, Croon, & de Menezes, 2012).…”

Section: Employee Involvement and Job Satisfactionmentioning

confidence: 99%

“…These include practices that Employee involvement can be used as a measure of job control, since high involvement practices give workers greater control over their jobs (Boxall & Macky, 2014;Mackie et al, 2001;Macky & Boxall, 2008;Wood, 2008). Researchers argue that involvement practices can reduce work stress through an increased sense of personal control, less role ambiguity, increasing participation in decision-making and by providing for greater utilization of skills.Wood and de Menezes (2011, p. 1590) observe that "high involvement management may signal to the employee that they are respected and that their contribution is valued" and "individuals may also use their discretion…to reduce hindrance stressors".Several studies demonstrate that employees who are involved in decision-making processes tend to feel a heightened sense of ownership over their job performance because they feel personally responsible for how tasks are accomplished (Mackie et al, 2001;Wood et al, 2012). Furthermore, Warr (2007) suggests that greater employee involvement may increase the meaningfulness of work, such that individuals consider their work as a career rather than simply as a job, this in turn may increase their job satisfaction.…”

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Challenged and satisfied: the role of organisational ownership and employee involvement

Tian

Gamble

2016

The International Journal of Human Resource Management

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This study aims to offer a more fine-grained approach to our understanding of the relationship between job stress and job satisfaction. Building on organisational theory and Karasek's (1979) Job Demand-Control model, we investigated an important institutional characteristicorganisational ownership -as an additional moderator to influence the interactive effects of job demands and control upon job satisfaction. Using data collected from 1,838 Chinese retail sector employees China, we found that this three-way interaction was strongest for employees working in foreign-invested firms, who experienced higher employee involvement at work and perceived a high level of challenge-related stress. The relationship was weakest for employees in state-owned enterprises who reported low levels of both employee involvement and challenge-related stress. Our study constitutes an early attempt to assess the impact of institutional characteristics such as ownership on aspects of human resources management, and highlights the need for further research to recognize the importance of such characteristics as contextual factors that influence the effect of organisational practices and the work environment upon individual work-related outcomes. The paper's concluding sections elaborate on the contributions our research makes both to theory as well as to the practicalities faced by human resource managers in contexts such as China. IntroductionConsiderable attention has been devoted to the study of workplace stress and job satisfaction; topics of major concern to both human resource (HR) researchers and practitioners. Karasek's (1979) seminal Job Demand-Control (JDC) model has served as a key theoretical basis to explain the effects that work demands have on job satisfaction (Häusser, Mojzisch, Niesel, & Schulz-Hardt, 2010;Podsakoff, LePine, & LePine, 2007). In the JDC model, work demands are viewed as stressors, while control is seen as a moderator of stress. The model hypothesises that jobs characterised by high demands and low control threaten individuals' mental and physical well-being, while those that combine high demands with high control positively affect these dimensions (Karasek, 1979). Furthermore, Karasek maintains that the interaction between demands and control should be more predictive than the additive effects of high demands and low control upon employees' well-being, including job satisfaction.Yet, while empirical studies have provided consistent support to the direct effects of job demands and control upon job satisfaction (for example, see meta-analyses by LePine, Podsakoff, & LePine, 2005;Podsakoff et al., 2007), the suggested interactive effect of job demands and control upon job satisfaction (Karasek, 1979), has received limited and even contradictory support (Häusser et al., 2010). While some research supports the buffering hypothesis, which suggests that high levels of job control or social support can buffer against the negative effect of a demanding job (Brown, Pitt-Catsouphes, McNamara, & Besen, 2014;...

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Pay‐Level Satisfaction and Employee Outcomes: The Moderating Effect of Employee‐Involvement Climate

Schreurs

Guenter

Schumacher

et al. 2013

Human Resource Management

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The present study examined employee-involvement climate (i.e., informationsharing and decision-making climate) as a moderator of the relationship between pay-level satisfaction and employee outcomes (i.e., job satisfaction, affective commitment, and turnover intention). Survey data were collected from 22,662 Belgian employees, representing 134 organizations. The hypotheses derived from distributive justice theory and from research on the meaning of pay received partial support. Multilevel analyses revealed that a decision-making climate buffered the negative effects of low pay-level satisfaction, and that an information-sharing climate exacerbated the negative effects of low pay-level satisfaction. Theoretical and practical implications of this differential moderating effect are discussed.

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Employee Involvement Management Practices, Work Stress, and Depression in Employees of a Human Services Residential Care Facility

Cited by 96 publications

References 55 publications

Court Caseload Management: The Role of Judges and Administrative Assistants

Court Caseload Management: The Role of Judges and Administrative Assistants

Challenged and satisfied: the role of organisational ownership and employee involvement

Pay‐Level Satisfaction and Employee Outcomes: The Moderating Effect of Employee‐Involvement Climate

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