High-involvement work processes, work intensification and employee well-being

Boxall, Peter; Macky, Keith

doi:10.1177/0950017013512714

Cited by 292 publications

(310 citation statements)

References 54 publications

Supporting

Mentioning

283

Contrasting

Unclassified

Order By: Relevance

“…Se torna invivible cuando viene acompañada por una intensificación del esfuerzo, lo cual es cada vez más frecuente (Green & McIntosh, 2001). Boxall y Macky (2014) o Pérez Zapata (2014) han puesto de manifiesto que, aunque fomentar el compromiso puede ser beneficioso para el bienestar del trabajador, los altos niveles de intensidad en el trabajo provocan fatiga y estrés y desequilibran la vida personal.…”

Section: Contextos Organizacionales Inviviblesunclassified

Reconstrucciones de la identidad laboral en contextos organizacionales invivibles

Castro¹

2016

Política Soc.

View full text Add to dashboard Cite

Resumen. Las transformaciones en el mundo laboral están produciendo una crisis de las identidades vinculadas con el trabajo, en la medida en que las condiciones en que se produce desincentivan la inversión identitaria en unos referentes cada vez más inseguros, inestables, al tiempo que más demandantes en términos cuantitativos y cualitativos. La dificultad para la vinculación positiva con las identidades laborales está detrás de la preocupación de las grandes compañías por la implicación o el compromiso organizacionales, en tanto se convierte en un problema para las empresas, que cada vez más basan su control en mecanismos que involucran la voluntad subjetiva, al tiempo que cada vez ofrecen menos razones para involucrarse decididamente. Ante esta situación, los sujetos trabajadores expresan este cierto alejamiento subjetivo del trabajo y la organización de formas diversas, desde la aceptación de las demandas organizacionales, a veces con sinceridad, otras con cinismo, hasta la desimplicación subjetiva más o menos oculta, pasando lógicamente por el abandono de la propia organización para buscar un empleo en otra. El objetivo de este trabajo será analizar en profundidad las respuestas, en términos de agencia, de los trabajadores a las condiciones en que desempeñan sus tareas, prestando especialmente atención a las salidas voluntarias de las organizaciones, que son quizá las que representen mejor el malestar que las nuevas formas de regulación de la subjetividad están creando. Para tal análisis se recurrirá a entrevistas en profundidad que han formado parte de distintas investigaciones. Los resultados muestran la diversidad de respuestas que los trabajadores implementan ante situaciones potencialmente invivibles. Sin olvidar el predominio general de la conformidad, encontramos distintos ejemplos de estrategias evitativas, bien de acomodación crítica o simulada y desidentificación subjetiva, bien de salida de la organización (identidades escapistas) en busca de opciones en las que el sujeto se sienta mejor reconocido y logre un contexto para sostener identidades vivibles. Palabras clave: crisis de las identidades laborales; implicación en el trabajo; regulación identitaria; agencia subjetiva.[en] Reconstructions of Labour Identity in Unlivable Organizational Contexts Abstract. Transformations in work experience are provoking a work-related identities crisis, as long as work conditions discourage investment in unsafe, unstable identity referents, which are also more demanding in qualitative and quantitative terms. These problems with a positive link to work identities are behind the concern big companies express about job involvement or work commitment, which is key to their efforts on workers' control through new mechanism, especially those relying in

show abstract

Section: Contextos Organizacionales Inviviblesunclassified

Reconstrucciones de la identidad laboral en contextos organizacionales invivibles

Castro¹

2016

Política Soc.

View full text Add to dashboard Cite

show abstract

“…Similarly, other research has found that involvement in decision-making processes can improve employee satisfaction (e.g. Boxall & Macky, 2014;Cox, Zagelmeyer, & Marchington, 2006;Holland et al, 2011;Macky & Boxall, 2008;Wood, 2008). Hence, we hypothesise the following:…”

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.…”

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%

See 1 more Smart Citation

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

Tian

Gamble

2016

The International Journal of Human Resource Management

View full text Add to dashboard Cite

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;...

show abstract

“…In addition, in a meta-analysis, weak correlations at the business unit level between a composite index of employee satisfaction and engagement, and customer satisfaction, productivity, and profit were found (Harter et al, 2002). More indirect evidence comes from research investigating the effects of HRM practices, in which positive job perceptions such as employee morale (Vandenberg et al, 1999), work climate (Gelade and Ivery, 2003), positive job attitudes and motivation (Boxall and Macky, 2014;Park et al, 2003) have been found to mediate the effect of HRM practices on organisational performance.…”

Section: Job Autonomy and Company Performancementioning

confidence: 99%