On the Dynamics of the Psychosocial Work Environment and Employee Well-Being: A Latent Transition Approach

Authentic leadership and personal and job demands/resources: A person-centered approach and links with work-related subjective well-being

The job demands-resources theory considers an open group of personal and job demands and resources. Thus, it allows us to include personal resources not yet covered (i.e., vigor at work) or less explored (i.e., emotional abilities), as well as personal demands not yet explored (i.e., overcommitment). Additionally, from this theory, it is proposed that leaders may influence employee wellbeing. Therefore, of particular interest is to analyze positive leadership styles, such as authentic leadership (AL). This study addresses three research objectives: 1) to identify profiles of employees from a person-centered approach, combining personal resources (self-perception of emotional abilities, vigor at work and self-efficacy) and personal demands (overcommitment) with job resources and demands; 2) to analyze the relation of the identified profiles with indicators of work-related subjective well-being; and 3) to acknowledge whether the AL style determines the pertaining to a profile probability. A large heterogeneous sample of Spanish employees (N = 968) responded to a questionnaire. Data were analyzed by adopting a person-centered approach using latent profile analysis. The results revealed five patterns of job and individual characteristics: Profile 5 (very low personal resources, and low job resources and demands); Profile 4 (low resources and high demands); Profile 3 (mid-level personal resources, high job resources and low demands); Profile 2 (high personal resources, mid-level job resources and high demands); and Profile 1 (high resources and low demands). Analyses showed that workers differed significantly in well-being depending on their profile membership, with Profile 1 having the highest well-being. Profiles that yielded the worst outcomes were Profile 4 and Profile 5, especially the latter. Finally, the results indicated that AL increased the probability that a profile would show a high well-being level.

Development of an Active Training Method for Belt Conveyor

The global situation related to the COVID-19 pandemic has forced employers to find an adequate way to conduct training in order to ensure work safety. The underground mining industry is one of the industries which, due to its nature, was not able to switch to remote work. Conducting traditional training risked spreading the virus among workers. For this purpose, it was necessary to start a search for a form of training that would be safe and would not cause additional stress for employees. Research on the development of an active employee training method and testing of the method itself was conducted online. In order to develop a method of active training, one of the most important workstations was selected, which is the operation of the conveyor belt. The training method comprises four training modules. The modules cover questions related to the operation of the conveyor belt, emergencies, its assembly and disassembly, repair and maintenance. The developed issues also take into account questions concerning natural hazards and work safety. The entire training course lasts 10 days. Every day, an employee receives a set of eight questions sent to their email address, which they must answer before starting work. The article describes the methodology and implementation of the training.