Det finns ett ökat intresse att förhindra psykisk ohälsa eftersom det påverkar många arbetstagare. Något som kan påverka arbetstagarnas psykiska hälsa i positiv mening är en stödjande ledare och en bra arbetsmiljö. Syftet med studien var att undersöka vilka faktorer i arbetet som kan vara viktiga och avgörande för att arbetstagare ska uppleva en bättre psykisk hälsa, men även om män och kvinnor och offentlig och privat sektor skiljer sig åt i upplevd psykisk hälsa. De frågeställningar som användes för att besvara studiens syfte var: Frågeställning 1: Har arbetsmiljön och ledarskapet betydelse för arbetstagares psykiska hälsa? Frågeställning 2: Har arbetsklimatet en inverkan på arbetstagares psykiska välmående? Frågeställning 3: Upplever kvinnor sämre psykisk hälsa än män inom arbetslivet? Frågeställning 4: Upplever arbetstagare inom offentlig sektor sämre psykisk hälsa än arbetstagare inom privat sektor? I en enkätundersökning deltog totalt 100 arbetstagare.  Resultaten av korrelationsanalyser visade att en god arbetsmiljö och en bra ledare, samt ett bra arbetsklimat kan bidra till bättre psykisk hälsa hos arbetstagarna. Resultatet av flervägs variansanalys för oberoende mätningar visade däremot ingen skillnad i upplevd psykisk hälsa bland män och kvinnor, samt mellan offentlig och privat sektor. Slutsatsen är att arbetsmiljön, ledarskapet och arbetsklimatet verkar spela en betydelsefull roll för att arbetstagare ska uppleva en bättre psykisk hälsa inom verksamheterna. / The interest to prevent mental illness has grown since it affects many employees. Factors that could affect employees’ mental health in a positive direction are supportive leaders and good working environments. The aims of this study were to investigate what factors at work were vital for better experienced mental health of the employees’, and to investigate differences in mental health between men and women and between the public and private sectors. The research questions formulated were: Question 1: Do the working environment and leadership have any significance for the employees’ mental health? Question 2: Does the work climate have an effect on the employees’ well-being? Question 3: Do women experience worse mental health compared to men, at work? Question 4: Do employees’ within the public sector experience worse mental health compared to employees’ within the private sector? A total of 100 employees participated in a survey. The result of a correlation analysis showed that a good working environment, good leadership and a good working climate can contribute to improved mental health among the employees. The results from an analysis of variance test illustrated no significant difference in mental health between women and men or between public and private sector. The conclusion is that the work environment, the leadership and the work climate seems to play a meaningful role when it comes to better experienced mental health among the employees within both public and private sectors.

Leadership is a well-known complex phenomenon that focuses on important organizational, social and personal processes, where leadership is dependent on a process of social influence, which occurs between the leader and follower (Bolden, 2004). Therefore, leaders need to operate with a certain understanding of leadership and the environment in order to address the increasing pressures and demands that come with being a leader. However, leadership concepts too often focus on leader behaviors apart from their effects on followers; in contrast, Inclusive Leadership (IL) highlights the importance of leadership as a social construction process between the leader and follower. The present study first examines the association of IL and employee engagement (EE), and second, the moderating effect of Psychological Diversity Climate (PDC) on the association between IL and EE. Specifically, context that related to leader characteristics and employee behavior was furthered explored to help shape an understanding on how contextual factors affect the relationship. First, a bivariate correlation revealed that IL was shown to be significantly and positively related to EE. Second, a regression analysis using Andrew Hayes’ PROCESS tool on SPSS was used to examine the moderation, which found that PDC did not significantly moderate the relationship between IL and EE. Additional analyses were further explored to address the insignificant findings for the purpose of explaining if one of IL’s sub-dimensions significantly affected the moderation analysis. Similar, to hypothesis testing, no significant results were found. The results suggest that immediate supervisors play a critical role in enhancing EE; however, no additive effect occurs when a PDC is incorporated. Implications and recommendations for future research are discussed. Data consisted of 221 adult men and women working a minimum of 12 months and 20 or more hours a week to support our model.

The current study analyzes the impact of ethical work climates (caring, law and code, rules, instrumental and independence climates) and perceptions of organizational justice (distributive, procedural and interactional justice) on workplace deviance (organizational and interpersonal deviance) which is associated with huge financial, social and psychological costs for the organizations and organizational members. The findings of the research are based on a quantitative survey conducted among 219 employees in a public organization. The results obtained after controlling the significant effect of demographic variables revealed that it was only the perceptions of procedural justice that had a significant negative impact on organizational deviance. Distributive and interactional justice predicted neither interpersonal nor organizational deviance. Among the ethical work climates, caring climate was found to be the only ethical climate type that predicted organizational deviance. The remaining types of ethical work climates had significant relationships with neither one of the interpersonal or organizational deviance. Results also showed that ethical work climate was a better predictor of organizational deviance than interpersonal deviance.

Thesis (MComm)--Stellenbosch University, 2014. / ENGLISH ABSTRACT: A study on intention to leave and efficiency that was conducted in the healthcare industry reported that an employee contemplating leaving an organisation cuts corners and compromises quality (Waldman, Kelly, Arora & Smith, 2004). In other words, employees with high intention to leave are more likely to disobey rules and procedures. Swain (2006) further argued that companies must weigh up the untold losses involved with an employee who has little to no loyalty towards an organisation, or no respect for the company’s equipment, against recruitment and development costs. It was therefore argued that a combination of high turnover intention and a diminished level of organisational commitment could influence an employee’s attitude towards safety procedures and, as a result, lead to an increase in accidents (Graham & Nafukho, 2010). This study utilised an extensive literature review on work climate, job satisfaction, organisational commitment, turnover intentions and accident rates and a conceptual model of safe driving dynamics in trucking to illustrate the notion that truck drivers with a diminished level of organisational commitment and the intention to leave may experience higher accident rates. A South African retail group made all their drivers available for the study, i.e. the entire population. The raw data was obtained through self-administered pencil-and-paper questionnaires. A response rate of 50% was achieved. Using Partial Least Squares analysis, the study found all three mindsets of organisational commitment to predict turnover intention. The practical implications of these findings could assist management in the improvement of an array of work behaviours such as job performance, work attendance and organisational citizenship, and decrease turnover rate. The study could not find any significant support for the predictive effect of turnover intention on risky driving behaviour. Future researchers, however, are encouraged to develop a model that could assist Human Resource professionals in the understanding, development, and implementation of interventions to increase organisational commitment, reduce intention to leave, actual turnover, and, consequently, costly truckload accidents. / AFRIKAANSE OPSOMMING: Die bevindings van ’n studie oor intensies tot bedanking en doeltreffendheid wat in die gesondheidsorg industrie onderneem is, het aangedui dat ’n werknemer wat oorweeg om ’n organisasie te verlaat, die werk afskeep en gehalte in gedrang bring (Waldman, Kelly, Arora & Smith, 2004). Werknemers met sterk intensies tot bedanking is dus meer geneig om riglyne en vasgestelde prosedures te verontagsaam. Verder het Swain (2006) aangevoer dat maatskappye die onberekende verliese verbonde aan ’n werknemer wat geen respek vir die maatskappy se toerusting koester nie, moet opweeg teenoor werwing en ontwikkellingskostes. Daarvolgens is aangevoer dat ’n kombinasie van hoë intensies tot bedanking en ’n verlaagde vlak van organisasieverbondenheid ’n werknemer se houding teenoor veiligheidsprosedures kan beïnvloed en gevolglik tot ’n toename in ongelukke kan lei (Graham & Nafukho, 2010). Die huidige navorsingstudie het van ’n uitgebreide literatuurstudie met betrekking tot werksklimaat, werkstevredenheid, organisasieverbondenheid en ongeluksyfers, en ’n konseptuele model van veilige bestuursdinamika in vragmotorvervoer, gebruik gemaak om die idee dat vragmotorbestuurders met ’n verminderde vlak van organisasieverbondenheid en die intensie om te bedank ‘n hoër ongeluksyfer kan beleef. ’n Suid-Afrikaanse kleinhandel groep het al hul vragmotorbestuurders (dus die hele populasie) vir die studie beskikbaar gestel. Die roudata is met behulp van self-geadministreerde potlood-en-papier vraelyste verkry. ’n Responskoers van 50% is verkry. Met die gebruik van parsiële kleinste kwadrate analise, het die studie bevind dat intensies tot bedanking deur al drie ingesteldhede van organisasieverbondenheid voorspel word. Die praktiese implikasies van hierdie bevindinge kan bestuur help om ’n verskeidenheid werksgedrag, soos werkprestasie, werkbywoning en organisatoriese gemeenskapsgedrag, te verbeter en personeel-omsetafname te bewerkstellig. Die studie het nie daarin geslaag om beduidende ondersteuning vir die voorspellingseffek van intensies tot bedanking op riskante bestuursgedrag te vind nie. Toekomstige navorsers word egter aangemoedig om ’n model te ontwikkel wat menslike hulpbron-bestuurders sal help met die verstaan, ontwikkeling en implementering van ingrypings wat organisasieverbondenheid verhoog, sodat intensies tot bedanking en personeel-omset verlaag, en daardeur ook duur vragongelukke verminder word.

Teams offer more flexibility within organizations and their business is shaped around teams to be more competitive in complex business environments. Teams are also the ideal work structure in which team members can influence each other’s perceptions of their work climate. Existing research results positively linked organizational climate with productivity prediction. The perception of team members of their social environment influence their behaviour and should be of interest to organizations if it can be proven that these perceptions of climate can be influenced. The main research question guiding the study was, “What is the predictability of emotional intelligence, team member exchange and goal orientation on team climate?” A literature study highlighted that team climate (TCI) is assumed to be the aggregation of individuals perceptions of the team context they work in. If the perceptions of the climate that people work in guide their behaviour, then it is likely that those perceptions of climate, and the responses that follow, may be influenced through individual attributes, appropriate structures, processes and interaction in the team. Emotional intelligence (EI) reflects the ability to recognize and control and regulate emotions in oneself and in others, with regulating in others implying an element of influence. It was further established that goal orientation (GO) refers to the two predispositional goal orientations individual seems to have indicating a different approach to setbacks, challenges and goal achievement. Team member exchange (TMX) was used in this study as reflection on an individual’s evaluative perception of his exchange interaction relationship as well as the anticipated reciprocal exchange with fellow team members. A confirmatory factor analysis was done on each of the four different instruments (TCI, EI TMX and GO). A path analysis was then developed based on the correlation matrix in order to reflect the relevant relationships between the different variables. The results reflected a strong causal relationship between team member exchange and team climate. Contrary to that, emotional intelligence and goal orientation had elements of a very weak to no causal relationship at all with team climate. The result confirmed that team exchange actions, facilitated through team meetings, influence team members’ perception of their team climate. If climate can be influenced to a positive supporting climate, team performance will be enhanced. / Thesis (PhD)--University of Pretoria, 2008. / Human Resource Management / Unrestricted

This investigation determines students' attitudes toward a "humanized" work climate. The possibility that attitudes developed before entering the labor force contribute to the lack of such environments is the basis of the research design. A review of motivation theories, relevant research and experiences of some "humanized" firms precedes the development of a model for a humanized climate. The three main elements of the model--team activity, the product, and the self-concept--are interconnected by elements such as self-control, job performance, autonomy, goal definition, and learning. The research questionnaire, a thirty-onestatement, Likert-type instrument, elicits attitudes about the time-task aspect of Kahn's "Work-Module." A Cronbach Alpha Coefficient of 0.74 indicates an acceptable reliability. The subjects, all male, were seventy senior business students at North Texas State University, fifty-six high school senior academic students from the Richardson, Texas ISD, thirty-two high school vocational students from the Garland, Texas ISD, and twenty-nine college vocational students from the El Centro Branch of the Dallas County Community College System. A 2 x 2 analysis of variance revealed a significant difference (P = 0.0038) between attitudes of vocational and non-vocational students. Vocational students apparently value an autonomous work situation. They prefer a job which permits them to develop and use four or five work skills, because that type of job appeals to their self-concept and promises economic and vocational security. However, students in academic programs consider their economic and job security best protected by structured and specialized jobs. Individuals who aspire to own their own business also prefer the structured climate; others prefer the autonomous environment. The difference in attitude between the two education levels was significant at P < 0.20. The education process appears to be associated with preference for a more structured work climate, in the case of both academic and vocational students. Education also appears to reduce the difference of opinion between academic and vocational students. The study concludes that the two major elements of the human resource begin their work lives with perceptual differences learned from experiences outside the work environment. Organization-change activities are impeded, and to some extent controlled, by these differences. The relationship of the attitudes, given the traditional manager-employee relationship, can contribute to the scarcity of "humanized" firms.

Research that links various aspects of the work environment to important work outcomes can be traced back almost seventy years. Despite the history and proliferation of these studies, firm conclusions have not been reached regarding the ways through which the work environment impacts these outcomes. For example, mediating variables such as motivation and job satisfaction have been proposed as affective and cognitive states that could impact the environment-outcome relationships but have received little attention. Additionally, organizational and contextual moderators such as group size and demographics that could impact the relationships have been called for but have yet to be studied. Consequently, much remains to be examined in the environment-outcome relationships beyond the basic links. Therefore, the primary objective of the current study was to investigate the effects of motivation and job satisfaction as mediators, and group size, group tenure, and group gender composition as moderators, of work environment-work outcome relationships. Specifically, it was proposed that motivation and job satisfaction mediate the relationships between the feedback environment, learning environment, and reward and recognition environment and job performance and turnover intentions. Finally, it was expected that group size, group tenure, and group gender composition moderate these same environment-outcome relationships. It is suggested that findings gleaned from this study can provide a clearer picture of how certain work environment variables impact specific work outcomes, which can provide researchers and practitioners with information to improve the organizational setting and individual and organizational outcomes of interest. Support was found for several hypotheses and future research directions are noted.

Management scholars have become increasingly interested in the role of organizational context. As part of this trend, research on work climates has thrived. This contemporary climate research differs from traditional approaches by concentrating on facet-specific climate types like service or innovation, rather than general, global conceptualizations of climate. Consequently, the climate literature has become fragmented and disorderly. I seek to remedy this in my dissertation. Specifically, I propose and test an integrated model of work climate that examines both molar and facet-specific climates. Chapter 1 is a review of the organizational work climate literature. This review seeks to review, reorganize, and reintegrate the climate literature. In addition, this review brought to light an issue that hinders the integration of the climate literatures: the literature does not contain a quality instrument for assessing the general characteristics of the molar work climate of an organization. In Chapter 2, I develop a theoretically-driven measure of work climate by drawing on the competing values framework (Quinn & Rohrbaugh, 1983). Preliminary results from three studies suggest that the proposed four-component model of molar work climate appears to be viable. The results indicate the instrument has internal reliability. Further, the results demonstrate discriminant, convergent, and criterion-related validity. In Chapter 3, I propose and test an integrated model of work climate by drawing on bandwidth-fidelity theory (Cronbach & Gleser, 1957). I predict that facet-specific climates will be more strongly related to specific outcomes and molar climates will be more strongly related to global outcomes. Further, I suggest weaker, indirect relationships between molar climate and specific outcomes and between facet-specific climates and global outcomes. The results indicate support for my predictions.

This study deals with the complex phenomenon of occupational health. There is knowledge of how a good work environment should look like, but despite this, many employees experiences ill health in the workplace mainly in the form of neck and back pain. This study is a case study conducted in a high-risk workplace. The overall purpose was to describe and analyze the health situation of a specific company with neck and back problems. Mainly, eight interviews had been used as the data collection method, but additional observations had also been implemented. The sources used in this study are mainly reports of health, work environment, health promotion activities and neck and back pain. The results of this study showed that there are shortcomings in the work environment and they often experiences high levels of stress, but despite this, the employees thrived at work. The employees had a relatively good health despite the fact that all the interviewees indicated that they had some form of neck and back pain. The results also showed that the most important conditions to promote health were motivation, time, and healthcare in the workplace.

While many employees are engaged in their jobs, others suffer from poor working conditions and impaired well-being. Research suggests that job demands may impair employee work attitudes and health while both job resources and personal resources can have positive effect. Therefore, the aim of this study was to examine the relative importance of job demands, job resources, and a personal resource (self-efficacy) for employees’ health and motivation at work. Questionnaire data were collected from white-collar employees of a Swedish construction company (n = 156). Results of hierarchical multiple regression analyses showed the relative importance of job demands, job resources and personal resources. The job demands were negatively related to health and motivation at work, while the job resources and the personal resource were linked to better health and motivation. The findings generally supported the hypotheses. The specific types of demands and resources were significant varied across outcomes and, unexpectedly, workload was positively correlated with job performance. The findings contribute to a growing literature which indicates that lower job demands and access to both job resources and personal resources may improve employees' health and motivation at work.