Deirdre O. Shea

Purpose: Workplace incivility is a social stressor. It comprises multiple actors, consisting of organisational insiders and outsiders. Drawing on the Job Demands-Resources Theory, this study aimed to examine how incivility experienced from co-workers (i.e. insider incivility) versus incivility from pupils' parents (i.e. outsider incivility) differentially relate to burnout; and the potential moderating role of two personal resources (i.e. trait resilience and trait self-efficacy) in the incivility-wellbeing relationship. Design/methodology/approach: Using a lagged design, we collected data from 202 primary, secondary, and special education teachers in Ireland via two surveys, separated by two weeks. Insider incivility, outsider incivility, trait resilience and trait self-efficacy were assessed at Time 1. Burnout was measured at Time 2. Findings: Hierarchical regression indicated that both incivility sources at Time 1 (Insider Incivility: ß = 0.24, p < 0.001; Outsider Incivility: ß = 0.21, p = 0.001) predicted burnout at Time 2, and self-efficacy and resilience did not buffer the relationship. Although we found a significant interaction between insider incivility and resilience in predicting burnout (ß = 0.21, p = 0.015), results indicated that the positive relationship was stronger at high compared to low levels of resilience, which was contradictory to our expectations. Originality/value: The findings extend the existing body of literature on workplace incivility by specifically evaluating the varying effects of incivility sources on well-being within the education sector. It also underlines management's critical role in promoting a respectful workplace.

The way in which people work is changing, with workplaces characterized by greater variations in where, when, and how people work. Across two studies, we evaluated a web-based intervention introducing self-regulation strategies based on Action Regulation Theory to enable workers in hybrid working environments to organize their workday effectively, to manage work and private life demands, and thus to improve work performance (indicated by task performance and proactivity), occupational self-efficacy, and psychological detachment and reduce work-life conflict. In two randomized controlled trials, participants were assigned to an intervention group or a waitlist control group, filling out questionnaires before and after the intervention. In Study 1, using a randomized controlled trial with a convenience sample of 128 German employees (intervention group: n = 65; control group: n = 64) with baseline and two follow-up measurement points, multilevel analyses revealed positive effects on occupational self-efficacy, task performance, and proactivity. Moreover, we found a delayed effect on both work-life conflict and detachment after 2 weeks. In Study 2, in a randomized controlled trial with a sample of 125 Irish employees from one organization (intervention group: n = 59; control group: n = 66), we found positive effects directly after the intervention on occupational self-efficacy and work-life conflict. The results of both studies converge to support the effectiveness of the developed self-regulation intervention. Findings suggest that the intervention is an effective tool for promoting certain aspects of work performance. Furthermore, training self-regulation in the work context can improve occupational self-efficacy and reduce work-life conflict. (PsycInfo Database Record (c) 2026 APA, all rights reserved).

Failure to attain important work‐related goals is a frequent source of negative emotion for employees, and research has identified supportive management as central in shaping work‐related outcomes following failure. However, there is limited research examining the specific behaviors that managers can use to respond to employees' negative affect. Drawing on the theory of interpersonal emotion regulation (IER), we examine how specific IER strategies employed by managers influence employees' goal adjustment and turnover intentions. Across two experimental vignette studies ( N = 1148), we test a mediation model in which employees' negative affect and trust in the manager act as parallel mechanisms linking IER strategies to behavioral intentions. In Study 2, we additionally investigate whether regulatory focus moderates these indirect effects. We conceptualize regulatory focus as a proximal self‐regulatory frame that shapes how individuals interpret and respond to goal failure. Our findings show that trust, more than affect, serves as the key mediator linking IER strategies to behavioral intentions. Regulatory focus did not moderate these paths. This study advances understanding of the relational dynamics underlying specific IER strategies and highlights the central role of trust in managing employee responses to goal failure.

Objectives: This mixed-method study explored the factors shaping Air Traffic Controllers’ (ATCOs) self-efficacy in decision-making during critical incidents (CIs). The quantitative analysis examined whether mindfulness is linked to self-efficacy in CI decision-making through problem-focused coping tendencies, while considering the moderating role of prior CI experience. The qualitative analysis deepened these findings by capturing ATCOs’ subjective experiences of mindfulness at work and its role in effectively managing CIs. Method: A total of 165 Italian ATCOs completed an online survey assessing mindfulness, problem-focused coping tendencies, self-efficacy in managing CIs, and previous CI experience. Mediation and moderated mediation analyses were performed. Additionally, 10 semi-structured interviews were analyzed using thematic analysis. Results: Mindfulness was positively associated with self-efficacy in managing CIs, both directly and indirectly through problem-focused coping strategies. However, this indirect effect was significant only for ATCOs with extensive experience with CIs. In addition to emphasizing the need to focus on the present moment to make sense of CIs, our qualitative findings underscore the importance of CI management training and prior experience in enhancing self-efficacy. Colleagues’ expertise in managing CIs also supported ATCOs’ self-efficacy in managing CIs. Finally, this study shows the enduring impact of CIs on ATCOs’ personal lives. Conclusions: This study highlights how mindfulness, problem-focused coping, and past experience shape ATCOs’ CI management, emphasizing the need for mindfulness-based training and support systems to sustain ATCOs’ well-being and CI management. Preregistration: This study is not preregistered.

Research on the concept of existing unidimensional Perceived Work Ability scale (PWA) in organizational science has recently increased due to its prediction of important work, individual, and labor force outcomes. To date, PWA has been measured as a unidimensional construct. The present study outlines the need for the multidimensional conceptualization of PWA and its measurement. We describe the development and validation of the Multidimensional Perceived Work Ability Scale (M-PWAS), comprising four dimensions: physical, cognitive, interpersonal, and emotional. In line with Hinkin's (1998) approach to scale validation, we use four samples (total N = 1,152) to establish the M-PWAS as a reliable and valid measure of PWA. Through an iterative item generation and review process, we found evidence for content validity. Furthermore, each subscale demonstrated high internal consistency and factorial validity, and analysis of the PWA nomological network demonstrated evidence for convergent and discriminant validity. Finally, we found that the M-PWAS showed incremental validity over an existing unidimensional PWA measure in the prediction of perceived stress, emotional exhaustion, work engagement, and turnover. We discuss implications for theory, research, and workplace interventions. (PsycInfo Database Record (c) 2024 APA, all rights reserved).

Aims: Workplace stress can negatively impact healthcare providers' professionalism and quality of care. One source of workplace stress is the experience of workplace mistreatment. Drawing on the Job Demands‐Resources theory, this study aimed to (a) investigate the impact of mistreatment frequency experienced by healthcare workers from insider sources (i.e. co‐workers, supervisors) and outsider sources (i.e. patients, visitors) on affective ill‐being and (b) the potential moderating role of trait resilience and trait self‐efficacy, as personal resources, in the mistreatment–ill‐being relationship.Design: Lagged design.Methods: We collected data from 153 Irish healthcare workers between January 2018 and June 2019 via three surveys, separated by 1‐week intervals. Personal resources were measured at Time 1, frequency of mistreatment from the two sources was assessed at Time 2 and affective ill‐being was assessed at Time 3. We used moderated regression analyses to evaluate the association of mistreatment frequency from the two sources and affective ill‐being and the moderating effect of personal resources.Results: Only insider mistreatment frequency was positively related to affective ill‐being. Furthermore, the positive impact of insider mistreatment on affective ill‐being was moderated by self‐efficacy (but not by trait resilience). In contrast to our expectations, the relationship was stronger at high levels compared to low levels of self‐efficacy.Conclusion: Mistreatment from co‐workers and supervisors is linked to higher levels of affective ill‐being. Additionally, healthcare workers with high self‐efficacy were more vulnerable to the negative consequences of co‐worker and supervisor mistreatment as it impacted their affective ill‐being.Impact: These findings extend the literature on workplace mistreatment by integrating insider and outsider perpetrators of mistreatment and examining their differential impact on the employees' affective ill‐being. It also highlights mistreatment from organizational insiders as a significant factor in the relationship between mistreatment and affective ill‐being.Patient or Public Contribution: No patient or public contribution.What Does this Paper Contribute to the Wider Global Community?: The findings underscore the detrimental impact of workplace mistreatment on the well‐being of healthcare professionals. The study findings of higher frequency of insider mistreatment being associated with increased affective ill‐being call for action, with line managers and supervisors being critical to achieving respective changes in healthcare workers' environment. The findings have implications for policymakers interested in developing a framework to support healthcare professionals in addressing workplace mistreatment, enabling them to effectively fulfil their role as care providers.