An unresolved issue in the occupational health literature that is of both theoretical and practical importance is whether interpersonal conflicts, aggression and bullying at work are distinct or overlapping phenomena for exposed workers. In this study, we addressed this question empirically by employing a Latent Class (LC) analysis using cross-industry data from 6,175 Belgian workers. We found that a two-factor solution with a conflict-aggression factor and a bullying factor had the best fit. Employees with low exposure to workplace conflicts-aggression and (...) bullying perceived the phenomena as mostly overlapping. Reversely, employees who were exposed more frequently to the phenomena perceived them as more distinct - especially so for workplace bullying. Conflicts-aggression and bullying seem to be perceived as separate phenomena given their distinctive relationships with criterion variables in the domain of well-being and strain. These findings entail that a simple unifying approach or a single label for the three phenomena is not appropriate, at least from a measurement point of view and from the different perspectives of those exposed. Our results have important implications for the theoretical understanding of the concepts of interpersonal conflicts, aggression and bullying, and for practitioners who have to assist those involved with how to handle these problems and who have to develop legal as well as internal policies for the prevention and management of these issues at the workplace. (shrink)

This two-part study examined if the buffering effect of transformational leadership on the association between work-related ambiguity and job satisfaction is contingent upon whether a follower holds a formal leadership position him/herself. Data from two separate surveys were employed: Study 1: A sample of 845 respondents from Belgium. Study 2: A national probability sample of 1,608 Norwegian employees. Study 1 showed that task ambiguity had a significant negative relation with job satisfaction, but that transformational leadership did only buffer the association (...) between task ambiguity and job satisfaction among employees holding a formal position as a supervisor or manager. Study 2 extended Study 1 by adjusting for age and job tenure of subordinates as a confounding variable. Study 2 confirmed that transformational leadership had a significantly stronger impact on the observed association between role ambiguity and job satisfaction among respondents holding a supervisor or manager position. In conclusion, when considering job satisfaction as an outcome of work-related ambiguity, transformational leadership is mainly beneficial for followers holding a formal supervisor or manager position themselves. Our findings thereby question assumptions about the general effectiveness of transformational leadership. (shrink)

Although high-performance work practices have been shown to increase organizational performance and improve employee attitudes, it still remains unclear how they impact interpersonal relations in the workplace. While some argue that HPWPs lead to better interpersonal relations, others fear that HPWPs may increase competition and uncivil and abusive behaviors. In response to this, our aim is to examine whether and when HPWPs are associated with increased levels of competition and thereby more incivility. Given recent interest in how HR practices and (...) leadership may interact to produce certain outcomes, we study laissez-faire leadership as a possible moderator. A survey was conducted in Belgium, and a mediated moderation analysis using SEM performed using Mplus. The results suggest that in the absence of laissez-faire leadership, HPWPs are associated with less incivility, thus suggesting better interpersonal relations. However, the results also show that HPWPs may lead to increased competition and thereby somewhat more incivility, under conditions of laissez-faire leadership. The results thus point to the importance of studying interactions between HR practices and leadership in trying to understand employee outcomes. In terms of practical implications, the results suggest that investing in HPWPs may reduce incivility and thereby improve relationship wellbeing. However, HPWPs need to be combined with active leadership to avoid undesirable negative consequences. (shrink)

The purpose of this paper is to investigate the effect of intra-organizational networking on individual task performance, via employability. Moreover, this study also examines whether this relationship differs for younger versus older employees. A self-report questionnaire was distributed among a sample of employees working in a range of different types of organizations. We conclude that employability fully mediates the relationship between intra-organizational networking and individual task performance. However, this mediation effect did not vary between younger and older employees. This study (...) extends past research by applying a human capital perspective and life-span development frameworks for explaining employability and task performance enhancement across one’s working life. It provides useful insights for stimulating career development and individual performance growth, by means of social capital, herewith increasing the individual employee’s chance to survive in nowadays’ labor markets. (shrink)