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International Journal of Stress Management - Vol 24, Iss 4

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International Journal of Stress Management International Journal of Stress Management is a forum for the publication of peer-reviewed and thus high-quality original articles—empirical, theoretical, review, and historical articles as well book reviews and editorials. International Journal of Stress Management is the official journal of the International Stress Management Association (ISMA), a nonprofit organization dedicated to working for a less stressful world. ISMA seeks to advance the education of professionals and students and to facilitate methodologically sound research in the broad interdisciplinary stress management field that includes psychology, business and industry, dentistry, education, medicine, nursing, occupational therapy, physical therapy, psychiatry, and speech therapy.
Copyright 2017 American Psychological Association
  • Temporary agency workers’ motivations and well-being at work: A two-wave study.
    According to the self-determination theory, when people have autonomous motivations, they show more interest and enthusiasm, which is manifested in their attitudes toward work. With a sample of 196 temporary agency workers (TAW), our main goal was to analyze over time and through structural equation models the relationships between motivations for being TAW (i.e., autonomous and controlled motivations) and work well-being (i.e., work engagement and burnout). In general, and according to what was predicted by self-determination theory, the results provide support for the importance of autonomous motivations for being TAW because they contribute to increasing work engagement over time. However, contrary to what was expected, both autonomous and controlled motivations seemed not to contribute to reducing or increasing, respectively, burnout over time. Surprisingly, the cross-lagged relationship between controlled motivations and work engagement was also nonsignificant. The practical implications of these findings for the management of temporary agency workers are discussed. (PsycINFO Database Record (c) 2017 APA, all rights reserved)
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  • Early maladaptive schemas, meaning making, and complicated grief symptoms after bereavement.
    Early maladaptive schemas (EMSs) have been proposed as a risk factor for developing complicated grief (CG)—a severe and chronic form of grieving characterized by a host of problematic cognitive, behavioral, and emotional symptoms. Furthermore, it has been hypothesized that the link between EMSs and CG may be largely explained by one’s ability to make meaning of the loss by integrating the experience into some broader understanding of oneself and the world. The present study tested these hypotheses among a sample of 156 bereaved young adults who completed measures of EMSs, meaning made of loss, and CG. Findings suggested that negative EMSs are associated with elevated CG symptoms and greater difficulties integrating the loss. In addition, when all variables were examined simultaneously in a path analysis, those with more negative EMSs in the rejection and disconnection domain were found to have greater difficulty finding adaptive ways of making meaning of the loss and in turn experienced more severe CG. These findings underscore the importance of attending to ingrained schemas and negative meanings made of loss when interacting clinically with bereaved individuals. (PsycINFO Database Record (c) 2017 APA, all rights reserved)
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  • Understanding stress in retail work: Considering different types of job demands and diverse applications of job resources.
    This article extends recent developments in occupational stress theory to enhance understanding of stress in retail work. We argue that the effects of job demands on retail employees’ health, well-being, and job performance vary according to whether they constitute threats (presaging personal harm), hindrances (obstructing work goals) or challenges (offering opportunities for mastery). We also argue that the types of resources available differ according to the extent that they assist workers to meet challenges and manage demands, or alternatively to regulate emotional responses to threats and hindrances. Thematic qualitative analysis of individual and focus group interviews with retail workers (including Work Health and Safety representatives) suggests that they face multiple threat and hindrance demands, and these 2 types of stressors are unique in terms of perceptions and effects. Likewise, retail workers have access to few structural job resources to promote growth and well-being, and a limited pool of social resources. Overall, the results clarify distinctions among types of occupational stressors—threats, hindrances, and challenges—and uncover perceived resource deficits and potential resource applications to address each. In terms of retail specifically, due to the nature of the work, employees are placed in a position with little opportunity for growth in combination with many threats and obstructions to positive well-being and performance. Retail managers/organizations should invest in the provision of resources and challenge opportunities for retail employees. (PsycINFO Database Record (c) 2017 APA, all rights reserved)
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  • The linkages between hierarchical culture and empowering leadership and their effects on employees’ work engagement: Work meaningfulness as a mediator.
    This research stems from the notion that organizational factors, such as leadership styles and organizational culture, can influence employee behavior. Although empowering leaders have been shown to have a positive influence effect on their employees, hierarchical culture can also influence employees’ behavior in the opposite direction. In order to investigate their concurrent effects on employees, this study tested the effect of hierarchical culture and empowering leadership on work engagement via work meaningfulness. The study was undertaken among 134 employees from 28 teams from private organizations using a longitudinal survey. We hypothesized that, while hierarchical culture at Time 1 (T1) would decrease work meaningfulness at Time 2 (T2), empowering leadership at T1 would enhance work meaningfulness at T2. We also predicted that work meaningfulness would mediate empowering leadership and work engagement. Overall, the results supported the notion that empowering leadership increases work engagement via work meaningfulness. However, we were unable to find support for the view that hierarchical culture reduces work engagement. (PsycINFO Database Record (c) 2017 APA, all rights reserved)
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