Core self-evaluations as a mediator of the relationship between person–environment fit and job satisfaction among laboratory technicians

Effects of role overload, work engagement and perceived organisational support on nurses' job performance during the COVID-19 pandemic

Aims

We aim to study the effect of role overload, work engagement and perceived organisational support on nurses' job performance, including task performance, interpersonal facilitation and job dedication.

Background

Many nurses have suffered from role overload at work during the COVID‐19 pandemic. However, the investigations of the influence mechanisms and boundary conditions through and under which role overload is associated with job performance have shown inconsistent results.

Methods

A total of 595 Chinese nurses were studied from November 2020 to February 2021. Confirmatory factor analysis, maximum likelihood estimation and bootstrapping analysis were used to test the mediating process and the moderating effect.

Results

Work engagement partly mediated the relationships of role overload with task performance (β = −.253, p < .001, 95% CI: [−.315, −.204]) and interpersonal facilitation (β = −.202, p < .001, 95% CI: [−.261, −.145]); work engagement also fully mediated the relationship between role overload and job dedication (β = −.239, p < .001, 95% CI: [−.302, −.186]). Perceived organisational support moderated the relationships of role overload with task performance, interpersonal facilitation and work dedication (β = −.171, p < .001, β = −.154, p < .001 and β = −.175, p < .001, respectively).

Conclusions

Work engagement is the linchpin linking role overload to distal outcomes of job performance. Perceived organisational support mitigates the ways in which role overload undermines job performance.

Implications for Nursing Management

Hospital administrators can minimize the effects of role overload and create a more supportive organisational environment to promote the job performance of nurses.

Core self-evaluations and project managers' competencies: the moderating role of cultural intelligence

Purpose

The study investigates the effects of core self-evaluations on project managers' competencies. The study further examines the moderating effect of cultural intelligence between core self-evaluations and competencies.

Design/methodology/approach

In this study, with a descriptive-survey approach, necessary data were collected from a sample of project managers of Iran's Ministry of Communication and Information Technology through questionnaires. The conceptual framework of the study was tested according to structural equation modeling by PLS software.

Findings

Findings show that core self-evaluations have positive and significant effects on project managers' competencies among which psychological stability has the greatest effect. Furthermore, the moderating role of cultural intelligence in the relationship between core self-evaluations and project managers' competencies was confirmed. According to the calculated coefficient, motivational cultural intelligence had the greatest role.

Research limitations/implications

The data were collected using a questionnaire at a single point in time, and thus, not allowing cause–effect inferences. Also, the demographic variables were not controlled.

Practical implications

The results of this study provide some implications for HRM professionals and project managers interested in promoting a system of HR practices that contributes to enhancing project managers' competencies and effectiveness.

Originality/value

This study advances our understanding of the factors that have an effect on project managers' competencies, specifically on a list of main competencies necessary for project managers' performance. Moreover, it suggests that project managers' competencies will benefit from cultural intelligence, which will display a greater effect when embedded in highly diverse cultural contexts.

Promoting Employee Green Behavior Through the Person-Organization Fit: The Moderating Effect of Psychological Distance

The importance of employee green behavior (EGB) to an enterprise’s green development goal is increasingly emphasized in many industries. However, to date promoting EGB through interaction, namely between individuals and organizations, has not been a central concern. Therefore, from the perspective of the person-organization fit, this study considers the psychological distance between employees and the organization as a moderating variable, exploring the mechanisms of values fit, needs-supplies fit, and demands-abilities fit on green behaviors as within and outside the scope of employee responsibility. After collecting the results of questionnaires from 412 employees, our hypotheses were tested using the Structural Equation Model (SEM). The results show that (1) person-organization fit can effectively promote EGB in the workplace. However, different types of person-organization fit have different influencing paths and effect-strengths on employees’ task-related green behavior and proactive green behavior. (2) Values fit has the greatest incentive effect on EGB, followed by demands-abilities fit, while needs-supplies fit promotes only eco-helping behavior. (3) Psychological distance has a significant moderating effect on the relationship between the person-organization fit and EGB. The effect of person-organization fit on EGB is enhanced when employees are close with less emotional distance, while the effect is weakened in the case of close expectation distance. Finally, this study provides suggestions for enterprise managers providing ways to motivate EGB through the selection and allocation of human resources.

A Multilevel Analysis of Organizational Support on the Relationship between Person-Environment Fit and Performance of University Physical Education Teachers

Limited research has evaluated the performance of physical education (PE) teachers. This study aimed to use person-environment fit and organizational support to evaluate PE teachers’ work performance using multilevel analysis. The relationship between person-environment fit and performance of university physical education teachers (at the person-level) and a cross-level effect on performance of university physical education teachers of perceived organizational support (at the school-level) and a moderator effect of organizational support were examined. A total of 447 PE teachers recruited from 55 universities in Taiwan were invited to participate in this survey, with a return rate of 65.74%. Using hierarchical linear modeling, the study found that person-job fit, person-organization fit, and person-supervisor fit at individual level have positive impacts on the performance of university PE teachers. As for cross-level effect, organizational support has positive impacts on the performance of university physical education teachers. However, organizational support at school level had no significant moderating effects on the relationship between person-environment fit and the performance of university physical education teachers. The implications of the findings for both university PE teachers and administrators and suggestions for future research are discussed.

Core Self-Evaluations, Perceived Job Characteristics and Job Satisfaction: Evidence from Two Independent Samples of Highly Skilled Argentinian Workers

This study examined the mediating role of perceived job characteristics in the relationship between core self-evaluations (CSEs) and job satisfaction. Data were collected from two independent samples of highly skilled workers in Argentina (190 scholars and 116 managers). The results from the structural equation modeling analysis revealed that perceived job characteristics partly mediated the relationship between CSEs and job satisfaction in both samples (32% in sample 1 and 65% in sample 2), suggesting that those individuals with higher CSEs tended to perceive their jobs as more resourceful (i.e., more rewarding, secure, and supportive), which increased their levels of job satisfaction. ese findings were consistent with those reported in North-American and European organizational settings, which provided further support to the universality and cross-cultural generalizability of the CSE construct.

Promoting the Sustainability of Organizations: Contribution of Transformational Leadership to Job Engagement

The psychology of sustainability highlights the importance of building organizational environments promoting the employees’ well-being, and leaders play an important role in it. Drawing from Kahn’s theory, the purpose of this study is to simultaneously examine the mediating role of task significance, perceived organizational support (POS) and employees’ core self-evaluations (CSE) in the relationship between supervisors’ transformational leadership and job engagement. In order to test the proposed model, a structural equation modelling was performed using the bootstrapping technique in IBM SPSS Amos 23 for Windows. The sample consisted of 320 employees from emergent high-tech and knowledge-based SMEs in Spain. The results supported all the hypotheses posited. By helping employees to find the meaning and significance of their work, making them feel supported by the organization and strengthening their sense of worth and competence, transformational leaders boost job engagement, a key aspect of the human dimension of organizational sustainability. This paper contributes to the psychology of sustainability by advancing knowledge of the mechanisms through which supervisors’ transformational leadership influences employees’ well-being in terms of job engagement.