Guidance on conducting and reviewing systematic reviews (and meta-analyses) in work and organizational psychology

Daniels, Kevin

doi:10.1080/1359432x.2018.1547708

Cited by 31 publications

(30 citation statements)

References 36 publications

(36 reference statements)

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“…A structured approach is advised to limit the scope of the synthesis using a focused research question and for aiding in the search strategy (Daniels, 2019). In this qualitative synthesis, the research question was formulated using the SPICE (Setting, Perspective, Intervention, Comparison and Evaluation) tool (Booth, 2006).…”

Section: Search Strategymentioning

confidence: 99%

Exploring self-control of workers with a chronic condition: a qualitative synthesis

Bosma

Boot

Maaker

et al. 2019

European Journal of Work and Organizational Psychology

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Working while having a chronic condition can be challenging. Self-control at work could play an important role for workers with a chronic condition in sustainable work participation. The aim of this qualitative synthesis is to profile elements of self-control at work and to gain insight in its exertion, from the perspective of workers with a chronic condition. Four databases were systematically searched for relevant articles from January 2007 to October 2017 (PubMed, PsycINFO, Embase, and CINAHL). Search terms were related to work, seven prevalent chronic conditions, subjective needs to continue working, and qualitative research. The included articles were thematically analyzed using ATLAS.ti. The search yielded 6,445 articles of which 17 studies were included. Four elements of self-control at work for workers with a chronic condition were identified: disclosure, finding a healthy balance, requesting work accommodations and support, and management of symptoms and limitations in the workplace. These elements of self-control at work for workers with a chronic condition are helpful in developing a strategy for occupational health professionals to support these workers in strengthening their selfcontrol and to facilitate sustainable employment.

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Section: Search Strategymentioning

confidence: 99%

Exploring self-control of workers with a chronic condition: a qualitative synthesis

Bosma

Boot

Maaker

et al. 2019

European Journal of Work and Organizational Psychology

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“…Before engaging in the work reported in this systematic review and meta-analysis, the first author wrote a review protocol 1 for complying with the guidelines for reporting of systematic reviews (Boruch et al, 2004;Higgins & Green, 2011). The protocol was not uploaded in an online repository (e.g., Cochrane, Campbell, PROSPERO) because this practice is not required nor expected for systematic reviews that fall outside the clinical or medical scope (see Daniels, 2019). Notwithstanding, the present work is not the first attempt to apply a rigorous methodology, yet traditionally pertaining to clinicians, into work and organizational applied settings informed the present study to a large extent.…”

Section: Methodsmentioning

confidence: 99%

“…Population: adult workers, members of a profit or non-profit organization. Intervention (or exposure; see Daniels, 2019): delivery of feedback. Control: no-feedback delivery.…”

Section: Inclusion and Exclusion Criteriamentioning

confidence: 99%

“…Thus, this work is able to improve the organizational functioning by providing a direct measure and a readilyimplementable technology that accounts for (a) how and how often feedback is delivered, and (b) how and from whom OCB levels are reported (e.g., self-report or from the supervisor). It serves as a translator of evidence that can guide further applied research and inform the refinement of managerial practices (Daniels, 2019): specifically, implementing performance feedback in a way that can increase performance as well as OCB. Figure 1 illustrates a simplified conceptual model that includes primary concepts (in bold) and moderators that are interrelated with (positive and negative) feedback and OCB.…”

Section: Introductionmentioning

confidence: 99%

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The effects of performance feedback on organizational citizenship behaviour: a systematic review and meta-analysis

Tagliabue

Sigurjónsdóttir

Sandaker

2020

European Journal of Work and Organizational Psychology

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Performance feedback is a managerial practice whose effects widely impact job satisfaction and commitment. Job satisfaction and commitment represent antecedents of organizational citizenship behaviour (OCB), denoting a willingness to cooperate. However, there has been little research on the direct relationship between performance feedback and OCB. Previous works addressed their mediating role, such as organization-based self-esteem, job satisfaction or other measures of discretionary effort. Our search of peer-reviewed studies containing measures of feedback and OCB found 15 studies, containing 21 critically appraised correlation measures. While descriptive findings of the systematic review showed a small correlation, studies that contained measures of feedback frequency were more likely to include higher reports of OCB than studies containing measures of feedback properties. After computing correlation scores to effect sizes, findings from the meta-analysis indicated a small average effect size of performance feedback on OCB (r adj =.27, 95% CI =.21-.33). The discussion addresses the differential effects of positive and negative feedback, frequency, and properties of feedback on reports of OCB levels (by employees and supervisors), as well as further applications for line management.

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“…A broad variety of terms are used to refer to the phenomenon of destructive leadership. Officers, students and subject-matter experts were consulted (interviews and seminars) and literature was examined, as suggested in the guidelines by Daniels (2018). A total of 31 different constructs were identified as describing active and passive forms of destructive leadership practices.…”

Section: Literature Searchmentioning

confidence: 99%

Active and passive forms of destructive leadership in a military context: a systematic review and meta-analysis

Fosse

Skogstad

Einarsen

et al. 2019

European Journal of Work and Organizational Psychology

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Since the turn of the millennium, a growing academic interest has emerged regarding the dark side of leadership, both in general and specific contexts. Characteristics of military organisations may either reduce or exaggerate the prevalence and impact of destructive leadership. It is therefore pertinent to explore antecedents and outcomes of destructive leadership in the military context as compared to other settings. Here, we systematically reviewed the current literature and performed a meta-analysis of destructive forms of leadership in a military context. The reviewed studies (K = 27) primarily employed context-free instruments, applied cross-sectional designs, and examined outcomes of destructive leadership. Both active (e.g., abusive supervision) and passive (e.g., laissez-faire) forms of destructive leadership were examined in the meta-analysis (K = 22, N = 10,716). The mean correlation to performance, attitude, health, and well-being was −.29 for active destructive leadership, −.29 for passive forms of destructive leadership and, in comparison, .32 for constructive and effective forms of leadership. Our findings demonstrate that passive and active forms of destructive leadership in a military context may contribute equally to detrimental outcomes, and that successful strategies to prevent and handle consequences of destructive leadership must address both forms of unwanted leadership behaviour. ARTICLE HISTORY

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Guidance on conducting and reviewing systematic reviews (and meta-analyses) in work and organizational psychology

Cited by 31 publications

References 36 publications

Exploring self-control of workers with a chronic condition: a qualitative synthesis

Exploring self-control of workers with a chronic condition: a qualitative synthesis

The effects of performance feedback on organizational citizenship behaviour: a systematic review and meta-analysis

Active and passive forms of destructive leadership in a military context: a systematic review and meta-analysis

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