Psychology of health and mental hygiene: Psychosocial risks, consequences, and possibilities of work stress prevention

This study examined the effect of positive leadership experienced by employees on their organizational identification and the mechanisms through how positive leadership enhances organizational identification. Despite the importance of positive leadership at work, such as increasing the followers’ positive self-concepts at work, our understanding of the mechanisms through how positive leadership leads to employees’ organizational identification is still in a nascent state. Thus, this study addresses the research gap by investigating the mediating roles of compassion and positive emotions in the relationship between positive leadership and organizational identification. This study used path analysis and bootstrapping to analyze the survey data collected from 312 full-time employees in 10 large-sized companies located in South Korea. The path analysis results confirmed that positive leadership increases employees’ organizational identification. Furthermore, positive leadership enhances compassion and positive emotions at work, which, in turn, leads to higher organizational identification. Most importantly, the bootstrapping results revealed that both compassion and positive emotion mediate the positive relationship between positive leadership and organizational identification. The empirical results broaden the understanding of the mechanisms through how positive leadership could bring positive effects at work, such as employee organizational identification. Thus, from the managerial perspective, organizations could emphasize the importance of positive leadership at work, and provide the managers with opportunities to develop their positive leadership.

To enhance the performance of organizations, the motivation of employees is a critical factor. The challenge is that motivation can be dependent on the culture and time of analysis. The timely studies are needed for different regions. The purpose of this study is to perform the motivation factors analysis of government employees to enhance their performance. Herzberg’s two-factor motivation theory was used, where the focus is on motivators, which were compared with financial rewards. Another classification of motivators and movers that contributes to ideas was extracted from the literature and included in the questionnaire survey. A survey was designed and 64 employees working in governmental service sectors in the United Arab Emirates (UAE) responded to the questionnaire. Statistical analysis methods such as two proportion z-test, Chi-square, and Fisher tests, were used. Results showed that recognition, which was selected by 44% of employees, is the only source of satisfaction that has a higher effect than financial rewards. In addition, a sense of achievement, the opportunity to take responsibility, work itself, as well as advancement prospects have the same or lower effect than financial rewards. Moreover, results showed that, generally, factors associated with motivators are more important for ideas’ contribution than movers, except for the desire to overcome frustration at work. The practical value of the results is obvious since motivation can significantly enhance the performance of organizations in the UAE.

Employee turnover is challenging for firms, and it is usually fueled by employee stress due to their heavy workload. To minimize turnover, firms can implement various initiatives, such as employee well-being and employee engagement programs. Previous studies have examined the influence of work stress, employee engagement, or employee well-being separately on turnover intention. By exploring these factors simultaneously, this study aims to explain the roles of employee well-being and engagement as mediators in alleviating the impact of work stress on turnover. Data were collected from 425 employees working in various economic sectors (e.g., finance, education, research and development, retail, and business) in Indonesia and analyzed using the structural equation modeling (SEM) with the Lisrel 8.8 software. The results confirmed that work stress and employee engagement are factors that can directly influence turnover intention. Nevertheless, employee well-being does not have a direct impact on reducing turnover. The role of employee engagement in mediating the impact of work stress and employee well-being on turnover intention has been proven to be significant. This indicates that the company can withstand the stress that leads to employee turnover by creating jobs that make employees enthusiastically enjoy their work. Furthermore, company initiatives to create employee well-being will only be effective if those initiatives encourage employee engagement. Based on these findings, companies can develop strategies to reduce employee turnover. This can be achieved by prioritizing work stress management and improving employee well-being and engagement.