Trust in Supervisor and Job Engagement: Mediating Effects of Psychological Safety and Felt Obligation

Decoding Employee ambidexterity: Understanding drivers, constraints, and performance implications for thriving in the evolving work landscapes - A scoping review

Employee ambidexterity (EA) is becoming increasingly recognised as a significant factor in enhancing individual and organisational performance across diverse industries. Ambidexterity refers to the capacity to exploit and explore organisational resources simultaneously. Scholars from diverse industry sectors have been motivated to delve deeper into the topic of EA due to its growing popularity. The objective of conducting a scoping review was to scrutinise the existing literature and identify the key drivers and constraints that impact EA to thrive in the changing work landscape. The insights gained from this review can assist decision-makers in formulating effective strategies to cultivate the ambidexterity skills of their workforce and achieve desirable outcomes. This review adheres to the PRISMA-ScR protocol. Articles were obtained from databases including Scopus, Web of Science, and EBSCOhost (Academic Search Complete, Business Source Complete). The body of literature concerning EA is in its nascent stage. 23 articles assessing EA's performance outcomes were identified using targeted search terms and thorough screening. After conducting a thorough thematic analysis using the iterative categorisation (IC) technique, tailored for scoping a review, we successfully identified twenty-nine factors contributing to the enhancement of EA, meticulously organised into five distinct categories: organisational factors, social connectedness, employee behaviour, employee personality, and work environment related factors. Similarly, we discovered four factors that impede EA: functional tenure, team identification, bounded discretion, and conscientiousness. Our findings underscore the profound impact of employee ambidexterity on distinct types of performance. Among the sixteen types of performance reported to be enhanced by EA, ten are linked to individual performance, while six are tied to organisational performance. Notably, our analysis revealed that nearly all studies have relied on cross-sectional research methods except for one. However, we advocate for the exploration of longitudinal studies as they hold the promise of offering a more comprehensive understanding of EA. The paper presents valuable insights into how to cultivate ambidextrous capabilities in the workforce for unparalleled success in today's rapidly evolving work environment. Additionally, it identifies several intriguing avenues for future research that could further elucidate and bridge existing knowledge gaps.

Psychological Safety as a New ACGME Requirement: A Comprehensive All-in-One Guide to Radiology Residency Programs

RATIONALE AND OBJECTIVES

With the Accreditation Council for Graduate Medical Education recently updating their common program requirements to include components of psychological safety as a core principle, radiology training programs and academic radiology institutions will need to evaluate psychological safety within their residency programs and implement practices to sustain a safety culture. This article reviews current literature to present a concise guide for radiology programs on best practices for implementing psychological safety, considering the plethora of literature that is available.

MATERIALS AND METHODS

We searched PubMed for published studies evaluating safety culture in medical education and residency. The key words used were Psychological Safety, Education, Radiology, Workplace Culture, and Leadership.

RESULTS

Ninety two studies were reviewed that contributed to the topics examined throughout this manuscript, including a brief history of psychological safety, evolving challenges, and a summation of best practices at the institutional, interpersonal, and individual levels that can result in a sustainable psychologically safe culture for radiology residents.

CONCLUSION

This article will highlight unique considerations pertinent to a radiology residency program, including suggestions for creating a less stressful environment during case conferences, fostering and supporting residents who are struggling, and inclusive psychological safety practices that also consider non-resident contributors to a residency program, such as attending physician faculty and non-physician radiology technicians.

Trust in Supervisor and Employee Creativity: The Mediating Role of Information Sharing

Creativity is modern era productivity. Many efforts have been made to enhance employee creativity. This study adopted the social exchange model of creativity to understand in-depth the integrated effect of affective and cognitive trust in supervisor (ATS/CTS) on employee creativity. We recruited 528 subordinates who completed a three-wave survey at one-month intervals. Multilevel modeling results showed that ATS and CTS were positively related to employee creativity. Moreover, information sharing served as a mediator for the relationship between CTS and employee creativity, but not between ATS and employee creativity. In addition, the mediation effect of information sharing on ATS-employee creativity was significant for employees with high levels of CTS but not for those with low levels of CTS. Our results suggested an integrated effect of ATS and CTS in information sharing and its consequences on employee creativity. We have confirmed and extended the social exchange model by examining the integrated effect of ATS and CTS on employee creativity. CTS seems to be a threshold in the relationship between ATS and employee information sharing. Our findings clarify ways to develop human resource training to promote ATS and CTS to foster employee creativity.

The integrated effects of leader-member exchange social comparison on job performance and OCB in the Chinese context

Although it has been long recognized that leader-member exchange social comparison (LMXSC) has critical implications for employee productivity, little attention has been given to systematically exploring the effects of LMXSC on employee performance in a specific cultural context. Integrating social exchange theory with social comparison theory, we examine a dual process model to explain how and when LMXSC affects employee performance outcomes in the Chinese context. Results based on multiphase, multisource data from China revealed that the mediating roles of employees' perceived obligation toward the leader and self-esteem are examined simultaneously in the relationship between LMXSC and job performance and organizational citizenship behavior (OCB). Additionally, guanxi strengthens the connection between LMXSC and perceived obligation, while Zhongyong thinking erodes the connection between LMXSC and self-esteem. Taken together, these findings enhance our understanding of LMXSC in China.

Authentic Leadership, Employee Work Engagement, Trust in the Leader, and Workplace Well-Being: A Moderated Mediation Model

Purpose

This study proposes a model based on social contagion theory to evaluate the impacts of authentic leadership on employee work engagement (WE) and trust in the leader (TL), integrating the mediating effect of TL and the moderating effect of workplace well-being (WW). Authentic leadership is disaggregated into its subscales: relational transparency (RT), internalized moral perspective (IMP), balanced processing (BP), and self-awareness (SA).

Methods

Dubai hotel employees completed 476 surveys. Applying the bootstrapping technique, SmartPLS 4 software was utilized to test the hypotheses in a mediation model.

Results

The findings indicate (1) that three subscales of authentic leadership (RT, IMP, and BP) positively impact WE; (2) that RT, IMP, and SA positively impact TL; (3) that TL positively impacts WE; (4) that TL mediates the relationship between RT, IMP, SA, and WE; (5) and that WW moderates the relationship between RT, BP, and WE.

Conclusion

Authentic leadership and its subscales are proven to be an excellent tool for achieving employee WE and TL. TL is crucial for effective hotel operation, as it impacts employee WE and acts as a mediator between three subscales of authentic leadership and WE. WW moderates the relationship between two authentic leadership subscales and WE but does not interact in the relationship between TL and WE. Both researchers and hotel managers can benefit from these new findings, which also provide a foundation on which to build future investigations.

Innovative work behavior in high-tech enterprises: Chain intermediary effect of psychological safety and knowledge sharing

This study aims to explore the relationship between organizational innovation climate (OIC) and innovative work behavior (IWB), using psychological safety (PS) and knowledge sharing (KS) as mediating variables. Based on the social cognitive theory (SCT), this study proposes a conceptual framework to explore innovative work behavior. The structural model of the extended SCT model was tested using sample data from 446 R&D staff of high-tech enterprises in China. SPSS 25.0 and AMOS 23.0 were used to test the hypothetical model. The results indicated that organizational innovation climate was positively correlated with psychological safety and innovative work behavior. Psychological safety was positively correlated with innovative work behavior. Knowledge sharing was significantly and positively correlated with innovative work behavior. Moreover, Psychological safety and knowledge sharing play a significant mediating role in the relationship between organizational innovation climate and innovative work behavior, and psychological safety further improves individual innovative work behavior by influencing knowledge sharing among research team members. At the end of the study, this study thoroughly discussed the conclusions, practical implications, limitations, and future research directions of the study.

How trust in coworkers fosters knowledge sharing in virtual teams? A multilevel moderated mediation model of psychological safety, team virtuality, and self-efficacy

Examining the influence of trust in fostering knowledge sharing behavior (KSB) in virtual teams is of great research value in the current complex, dynamic, and competitive era of a knowledge economy. This study investigated the relationship between trust in coworkers (TC) and KSB. Based on social information processing theory and social cognitive theory, we developed a multilevel moderated mediation model where the team members' psychological safety (PS) was considered a mediator, while team virtuality (TV) and knowledge sharing self-efficacy (KSSE) acted as team and individual-level moderators, respectively. On surveying 282 individuals in 37 virtual teams of three Chinese internet companies, we found that TC positively affected team members' KSB and this relationship was fully mediated by team members' PS. Our findings also demonstrated that the effect of TC on KSB depended on the degree of TV and employees' KSSE. Specifically, when TV and KSSE were higher, the TC-PS and PS-KSB relationship and the mediating effects of PS in the TC-PS-KSB relationship were all stronger. Our study extends the trust-KSB literature by identifying the psychological mechanism and boundary conditions in the TC-KSB relationship. Moreover, our findings also offer valuable managerial implications for virtual team managers on facilitating team members' PS and KSB.

Psychological empowerment and employee engagement: role of job satisfaction and religiosity in Nigeria

Purpose

This paper aims to examine the mediating role of job satisfaction in the relationship between psychological empowerment and employee engagement. There is also an investigation of the moderating effect of religiosity on psychological empowerment and job satisfaction as well as job satisfaction and employee engagement.

Design/methodology/approach

Data were obtained from 265 employees working in the service industry in Nigeria. The hypotheses were tested and analysed using structural equation modelling and bootstrapping procedure.

Findings

The results show that the direct relationship between psychological empowerment and employee engagement was partially mediated by job satisfaction. Intrinsic religiosity (IR) was found to have a moderating effect on job satisfaction and employee engagement. IR and extrinsic religiosity (ER) does not moderate the impact of psychological empowerment on job satisfaction and employee engagement. ER was found to have a negative insignificant moderating effect on job satisfaction and employee engagement.

Research limitations/implications

A cross-sectional study reveals the relationship between variables at one point in a time. As such this study may not precisely predict the dominant pattern of the association over time. Future research can use longitudinal study to establish a dominant pattern of relationships.

Practical implications

This study informs human resource practitioners and scholars by demonstrating that religiosity and job satisfaction are important factors that should be considered in managing and keeping employees engaged.

Originality/value

To the best of the authors’ knowledge, this study is among the first atte`mpts to enrich the literature in the fields of psychological empowerment and employee engagement by highlighting organisational mechanisms that amplify the relationship.

Psychological Safety and Affective Commitment Among Chinese Hospital Staff: The Mediating Roles of Job Satisfaction and Job Burnout

Purpose

The affective commitment of hospital staff is important for human resources management and the sustainable development of hospitals. Psychological safety is an important factor that contributes to an emotional connection to an organization among staff, yet its functional mechanism remains unclear. This study explored how psychological safety influenced affective commitment through the mediating roles of job satisfaction and job burnout.

Methods

A battery of surveys were administered to all medical staff (n = 267) in a local second-grade comprehensive hospital. The surveys included the Psychological Safety Scale, Affective Commitment Scale, Minnesota Satisfaction Questionnaire, Maslach Burnout Inventory–Human Service Survey, and Perceived Organizational Support Scale.

Results

Job satisfaction and job burnout fully mediated the relationship between psychological safety and affective commitment among hospital staff. In addition, perceived organizational support moderated the mediating path via job burnout, and the indirect effect of job burnout decreased when perceived organizational support increased.

Conclusion

Psychological safety may enhance the affective commitment of hospital staff through improving job satisfaction or reducing job burnout. Perceived organizational support may counteract the deleterious effect of job burnout on affective commitment. Effective strategies to improve affective commitment among hospital staff may require consideration of job burnout and job satisfaction.

The Impact of Leader Proactivity on Follower Proactivity: A Chain Mediation Model

This study aims to explore the linking mechanisms underlying the relationship between leader proactivity and follower proactivity. Drawing on social learning theory, the present research investigates the effects of leader proactivity on follower proactivity by developing a chain mediation model. An analysis of three-wave lagged data (N = 575) on 575 employees of six firms in China shows that leader proactivity is positively related to follower proactivity and that employees' role breadth self-efficacy (RBSE) and felt responsibility for constructive change (FRCC) mediate this relationship. The analytical results also show that leader proactivity facilitates follower value congruence, which in turn enhances followers' RBSE and FRCC and ultimately promotes followers' proactivity. The results extend the current proactivity literature and fill the research gap by investigating the relationship between leader proactivity and follower proactivity. The current study also contributes to the literature by identifying the mediating mechanism of the "can do" and "reason to" mechanisms that link leader proactivity to follower proactivity.

Psychological safety mediates the relationship between leader–member exchange and employees' work engagement

This study explored the association between leader–member exchange (LMX) and employees' work engagement by developing an integrative model including psychological safety as a mediator. We designed a survey and distributed it via email; data were collected from 305 employees working at a manufacturing company in East China. Results of structural equation modeling show that LMX was positively related to work engagement, and, consistent with our predictions, psychological safety mediated this association. This research gives new insight into the processes through which LMX enhances employees' work engagement, and provides important suggestions for how to foster work engagement in organizations. Theoretical and practical implications and future research prospects are discussed.

Perceived Parental Care and Next-Generation Family Members’ Succession Intentions: The Sequential-Mediating Role of General Self-Efficacy and Perceived Person-Job Fit

Whereas the existing literature on the relationship between parental behavior and family business succession mainly focuses on parental behavior in the business domain, we highlight the importance of parental behavior in the family domain. Integrating attachment theory, the family business succession literature, and person-job fit literature, our study proposes a theoretical framework hypothesizing that general self-efficacy and perceived person-job fit mediate the association between perceived parental care (an underrepresented family-domain-specific parental behavior) and next-generation family members’ succession intentions. This framework is tested by data from two surveys and further verified by qualitative interviews of next-generation family members. Multivariate analysis results suggest that next-generation family members’ general self-efficacy and perceived person-job fit played a sequential-mediating role in the relationship between perceived parental care and next-generation family members’ succession intentions. Our interviews not only confirm these results but also reveal new insights, particularly into the specific Chinese context in the study of family business succession.

A concept analysis of psychological safety: Further understanding for application to health care

AIM

To clarify the concept of psychological safety in a healthcare context and to provide the first theoretical framework for improving interpersonal relationships in the workplace to better patient care.

DESIGN

A Rodgers' concept analysis.

METHODS

The concept analysis was conducted using a systematic search strategy on PubMed, CINAHL, PsycINFO and Ichushi-Web.

RESULTS

An analysis of 88 articles studying psychological safety in health care identified five attributes: perceptions of the consequences of taking interpersonal risks, strong interpersonal relationships, group-level phenomenon, safe work environment for taking interpersonal risks and non-punitive culture. The antecedents included structure/system factors, interpersonal factors and individual factors. The four consequences included performance outcomes, organizational culture outcomes, and psychological and behavioural outcomes.

Work engagement of nurses and the influence of spiritual climate of hospitals: A cross-sectional study

AIM

This investigation was endeavoured to study the influence of the hospital's spiritual climate on nurse's work engagement in Saudi Arabia.

BACKGROUND

Creating a safe clinical environment for nurses to express their spirituality despite preferences or religiosity is essential to increase work productivity, satisfaction and commitment.

METHOD

This quantitative and cross-sectional research surveyed a convenience sample of 302 nurses employing the 'Utrecht Work Engagement Scale' and 'Spiritual Climate Scale'.

RESULTS

The overall average of the respondents in work engagement was 4.33 (SD = 1.10), with more nurses reporting high or very high work engagement (53.7%). The hospital, age and spiritual climate were recognized as significant predictors of 'vigour'. The hospital's spiritual climate was the only significant factor influencing nurses' 'dedication'. The hospital and spiritual climate significantly influenced the variable 'absorption'.

CONCLUSION

Having a positive hospital spiritual climate was associated with better work engagement among nurses.

IMPLICATIONS FOR NURSING MANAGEMENT

The findings underscore the significance of ensuring that hospitals have positive spiritual climate and a clinical area that respects, accepts and welcomes various spirituality of nurses. Therefore, nurse managers should ensure that the spirituality of nurses has a safe home in the hospital.

The Effect of Socially Responsible HRM on Organizational Citizenship Behavior for the Environment: A Proactive Motivation Model

Many organizations face the important challenges of motivating employees effectively to participate in corporate social responsibility initiatives and maintaining socially responsible human resource management practices. We examine whether socially responsible human resource management (SRHRM) practices can affect employees’ social responsibility-related behaviors, such as organizational citizenship behavior for the environment (OCBE). Based on proactive motivation theory, we propose a multiple-mediation model, selecting moral efficacy, felt obligation, and empathy as the mediators. We analyzed data from a sample of 535 employees from 23 manufacturing companies in China. The results show that SRHRM practices have a significant positive effect on OCBE. We also found that moral efficacy, felt obligation, and empathy significantly mediate the effect of SRHRM practices on OCBE and that there is no significant difference among the three mediation paths. Our study suggests that organizational pursuit of the socially responsible human resource management practices is an effective pathway to make employees feel more responsible toward global sustainability.

The effect of perceived organizational support on the work engagement of Chinese nurses during the COVID-19: the mediating role of psychological safety

The outbreak of COVID-19 undoubtedly aggravated the pressure and workload of nurses' work, which may bring new challenges to nurses' work engagement. This study aims to explore the factors of nurses' work engagement, and it may provide targeted references for clinical intervention. Convenience sampling was used, and 689 nurses from Hebei and Guangxi Province in China were investigated. The results indicated that both perceived organizational support and psychological safety have direct positive impacts on nurses' work engagement, and psychological safety mediates the relationship between perceived organizational support and work engagement. These findings provide new ideas to help nursing managers better understand how to improve work engagement.

Trust Profiles: Associations With Psychological Need Satisfaction, Work Engagement, and Intention to Leave

The study aimed to identify trust profiles in the work domain and to study how these patterns related to psychological need satisfaction, work engagement, and intentions to leave. A cross-sectional survey with a convenience sample (N = 298) was used. The Behavioral Trust Inventory, the Work-related Basic Need Satisfaction Scale, the Work Engagement Scale, and the Turnover Intention Scale were administered. The results showed four trust profiles: skeptic, reliance-based, moderately cautious, and optimistic trustors represented participants' responses on behavioral trust. Skeptic and optimistic trustors (who represented about 50% of the sample) differed primarily regarding their reliance and disclosure intensity. The other two trust profiles (representing the other 50% of the sample) reflected higher reliance and lower disclosure or lower reliance and higher disclosure. Psychological need satisfaction (comprised of autonomy, competence, and relatedness satisfaction) and work engagement were the strongest and intentions to leave the weakest for optimistic trustors (compared to skeptic trustors).

COVID-19 event strength, psychological safety, and avoidance coping behaviors for employees in the tourism industry

The impact of COVID-19 on the emotions or behaviors of employees in tourism enterprises would be worthwhile for investigation since COVID-19 has harmed not only people's health and lives but also most tourism enterprises. By identifying the effect of COVID-19 event strength on avoidance coping behaviors, the behaviors isolated from customers unlikely beneficial for tourism enterprises, we not only revealed that COVID-19 event strength indirectly affects avoidance coping behaviors through either the fear of external threat or psychological safety, but also disclosed that supervisor safety support would moderate the effect of psychological safety on such coping behaviors. We argue that understanding potential causes, such as the fear of external threat and psychological safety, and identifying possible solutions, like supervisor safety support, may be key factors for restarting tourism enterprises successfully under the severe impact of the COVID-19 pandemic.

The Bottom-Up Impact of Proactive Personality on Employee Job Crafting: A Serial Mediation Model

Explanatory mechanisms of the positive impact of proactive personality on relevant individual outcomes have been thoroughly discussed in the literature. That being said, few studies have investigated the supervisor's leadership style as an explanatory mechanism through which the outcomes of proactive individuals are affected. Drawing insight from Job Demands-Resources (JD-R) theory and followership theory, this paper examines a serial mediation model in which the relationship between proactive personality and two types of job crafting (approach role and resource crafting) is mediated by empowering leadership and work engagement. More specifically, we argue for the capacity of proactive individuals to increase their work engagement by influencing their leaders to embrace an empowering leadership style. Furthermore, empowering leaders are argued to increase employee approach role and resource crafting through increasing employee work engagement. A sample of 298 full-time workers, mainly from Saudi Arabia, participated in the study. The hypotheses were tested using Partial Least Squares Path Modeling (PLS-PM). The findings support the hypothesized relationships. A discussion of the findings, contributions, limitations, and future directions is provided.

Influence of perceived stress and workload on work engagement in front-line nurses during COVID-19 pandemic

Aims and objectives

To clarify both the potential influencing factors and the current status of front‐line nurses’ work engagement, and thus provide a reference for targeted interventions.

Background

After coronavirus disease 2019 outbreak, front‐line nurses embraced remarkable potential stress and huge workload when caring for coronavirus disease 2019 patients, which may lead to new challenges to work engagement.

Design

A large sample survey was conducted at the end of February 2020 in a designated hospital treating coronavirus disease 2019 patients in Wuhan, the capital of Hubei Province, in China. t Test, one‐way ANOVA, chi‐squared test, Pearson's correlation and hierarchical multiple regression were performed among 1,040 nurses using SPSS 24.0. The STROBE checklist was followed for observational studies.

Results

The final model interpreted 27.3% of the variance, of which each block could explain 11.7%, 10.3% and 7.9% R² changes including sociodemographic characteristics, stress and workload, respectively. Work engagement was negatively correlated with stress and workload. The potential influencing factors included sociodemographic characteristics (married, rescue staff, cabin ward), stress (infection control, PPE discomfort) and workload (mental demand, performance, frustration).

Conclusions

Front‐line nurses perceived low stress and workload, but high work engagement, especially in self‐dedication. However, infection control, PPE discomfort and frustration were negatively associated with nurses’ work engagement, while mental demand and good performance were positively associated with nurses’ work engagement. Future interventions focused on decreasing front‐line staff's infection risk and enhancing their self‐confidence may be recommendable to promote their work engagement.

Experiencing workplace ostracism with loss of engagement

Purpose

Drawing on social exchange theory and a cultural perspective, this study examines the relationship between workplace ostracism and job engagement by focusing on the mediating role of felt obligation and the moderating role of collectivism.

Design/methodology/approach

A two-wave survey was conducted over four months in a private service business in China. The participants comprised 108 Chinese employees.

Findings

The results indicate that workplace ostracism has a negative relationship with job engagement through a reduced sense of felt obligation. Collectivism strengthens the main effect of workplace ostracism on felt obligation and its indirect effect on job engagement via felt obligation.

Research limitations/implications

This study contributes to understanding of the internal mechanism of the workplace ostracism–job engagement model by identifying the mediating role of felt obligation. It also emphasizes that collectivist cultures can enhance the effects of workplace ostracism. However, the generalizability of our findings may be limited due to this cultural factor.

Practical implications

Our findings show that workplace ostracism plays a significant role in reducing job engagement. Therefore, it is essential to reduce the incidence of ostracism in the workplace.

Originality/value

By addressing the previously unexplored mechanism that mediates the relationship between workplace ostracism and job engagement, this study provides new directions for research on workplace ostracism and job engagement.

How do leaders' positive emotions improve followers' person–job fit in China? The effects of organizational identification and psychological safety

Purpose

Although a plethora of literature has developed person–job fit theory, how leaders' emotions affect followers' person–job fit has received insufficient attention. Drawing on emotions as social information (EASI) theory, the present research study investigated the impact of leaders' positive emotions on person–job fit and further explained the mediating role of psychological safety and the moderating effect of organizational identification.

Design/methodology/approach

Data were collected from 319 Chinese employees nested in 67 teams, and a cross-level design was adopted to examine the research hypotheses.

Findings

The results indicated that individual-level psychological safety played a mediating role in the cross-level relationship between team-directed leaders' positive emotions and individual-level person–job fit. Moreover, the authors found a cross-level moderating effect of team-level organizational identification.

Practical implications

This present research empirically showed that leaders displaying positive emotions in the workplace benefited followers' perceptions of psychological safety, which in turn improved followers' attitudes towards their job in management practice. In addition, organizational identification could positively advance this process.

Originality/value

This study is the first to evaluate the operational mechanism of leaders' emotion on followers' perceived person–job fit in the Chinese context. Person–job fit has primarily been investigated as a driver of employee outcomes in the previous research studies. These studies focussed on whether and how leaders' emotions improve followers' person–job fit.

When and Why Leaders' Helping Behavior Promotes Employees' Thriving: Exploring the Role of Voice Behavior and Perceived Leader's Role Overload

Employees who thrive contribute to their organization’s competitive advantage and sustainable performance. The aim of this study was to explore how employees’ thriving is shaped by their leaders’ behavior. Drawing on social learning theory, we examined the relationship between perceived leader’s helping behavior and employees’ thriving. Positing voice behavior as a mediator and perceived leader’s role overload as a moderator, we constructed a moderated mediation model. Using 205 daily data points from 51 employees in various industries, we found that perceived leader’s helping behavior had a positive effect on employees’ thriving at work and that employees’ voice behavior mediated this effect. With the increase of perceived leader’s role overload, the positive relationship between perceived leader’s helping behavior and employees’ voice behavior as well as the indirect effect of perceived leader’s helping behavior on employees’ thriving via employees’ voice behavior were increasingly strong. The findings of our study have implications for research on employees’ thriving at work, leaders’ helping behavior, and social learning theory. There are also practical implications for the behavior of leaders who experience role overload.

How Does Work Motivation Impact Employees' Investment at Work and Their Job Engagement? A Moderated-Moderation Perspective Through an International Lens

This paper aims at shedding light on the effects that intrinsic and extrinsic motivation, as predictors, have on heavy work investment of time and effort and on job engagement. Using a questionnaire survey, this study conducted a moderated-moderation analysis, considering two conditional effects-worker's status (working students vs. non-student employees) and country (Israel vs. Japan)-as potential moderators, since there are clear cultural differences between these countries. Data were gathered from 242 Israeli and 171 Japanese participants. The analyses revealed that worker's status moderates the effects of intrinsic and extrinsic motivation on heavy work investment of time and effort and on job engagement and that the moderating effects were conditioned by country differences. Theoretical and practical implications and future research suggestions are discussed.

The Development and Validation of the Healthcare Professional Humanization Scale (HUMAS) for Nursing

Introduction: The approach and use of the term “humanization” is very much present in healthcare. However, instruments for measuring the concept of the humanization of care are yet to be designed and developed. Objective: The main objective of this study was to evaluate and validate the Healthcare Professional Humanization Scale (HUMAS) for nursing professionals. Method: The sample was made up of 338 adults, who were nurses working at health centers and hospitals, and aged between 22 and 56. Results: The results of the analyses confirm that the Healthcare Professional Humanization Scale (HUMAS) has an adequate construct validity and reliability, and defines the humanization of care as a multidimensional construct, made up of five factors: Affection, Self-efficacy, Emotional understanding, Optimistic disposition and Sociability. Conclusions: The new HUMAS scale may be an easily administered and coded instrument for approaching the humanization of care, not only in research, but also in practice.