Simon L. Albrecht

• Deakin University

In the contemporary world of work, organizational change is a constant. For change to be successful, employees need to be positive about implementing organizational change. Change engagement reflects the extent to which employees are enthusiastic about change, and willing to actively involve themselves in promoting and supporting ongoing organizati...

Employee attitudes to change are key predictors of organizational change success. In this article, change engagement is defined as the extent to which employees are enthusiastic about change, and willing to actively involve themselves in ongoing organizational change. A model is tested showing how change-related organizational resources (e.g., seni...

Some scholars suggest that organizations could improve their hiring decisions by measuring the personal values of job applicants, arguing that values provide insights into applicants’ cultural fit, retention prospects, and performance outcomes. However, others have expressed concerns about response distortion and faking. The current study provides...

Some scholars suggest that organizations could improve their hiring decisions by measuring the personal values of job applicants, arguing that values provide insights into applicants’ cultural fit, retention prospects, and performance outcomes. However, others have expressed concerns about response distortion and faking. The current study provides...

Meaningful work and employee engagement have been the subject of increasing interest in organizational research and practice over recent years. Both constructs have been shown to influence important organizational outcomes, such as job satisfaction, wellbeing, and performance. Only a limited amount of empirical research has focused on understanding...

Personal values have been shown to be associated with a range of important psychological experiences, attitudes, and behaviors. Researchers and practitioners have, however, called for additional models and measures of employee values, specific to the context of work. Drawing from Schwartz’s extensively studied model of personal values, this study a...

The research aimed to assess proposed associations between organizational politics and employee engagement, employee stress (or more correctly ‘strain’), and work meaningfulness. Very few studies have examined these associations. Confirmatory factor analyses established the dimensionality and reliability of the full measurement model across two ind...

Over the past two decades, the number of studies on work engagement has increased rapidly. Work engagement refers to a positive, affective-motivational state of high energy combined with high levels of dedication and a strong focus on work (Schaufeli and Bakker, 2010). It is highly desirable for contemporary public and private organizations to have...

Purpose The majority of job demands-resources (JD-R) research has focused on identifying the job demands, job resources, and personal resources that influence engagement. The purpose of this paper is to assess the significance of proposed associations between organizationally focused resources, organizational engagement climate, and engagement. D...

Much of the research associated with organizational politics has focused on negative outcomes such as stress, burnout, and turnover intention. Only a limited amount of research has focused on identifying the psychological mechanisms that explain the influence of negative organizational politics on individual and organizational outcomes. In this cha...

In this paper, we examine the extent to which personality characteristics influence employees’ psychological connection to their work beyond that predicted by job context factors. More specifically, using Job Demands-Resources theory, we examined the influence of HEXACO personality facets, self-efficacy, and job resources on engagement, affective c...

Office layout features and organizational culture have independently been shown to influence employee job satisfaction; however, little is known about whether office layout influences organizational culture. This study had two aims. The first was to investigate the association between office layout and organizational culture. The second was to inve...

Objective: Although Fly-in-Fly-Out (FIFO) work practices are widely used, little is known about their impact on the motivation and wellbeing of FIFO workers across the course of their work cycles. Drawing from the Job Demands-Resources model, we aimed to test for the within-person effects of time of work cycle, job demands, and job resources on emo...

Purpose The study aimed to develop a richer understanding of how employees perceive organizational politics in contemporary organizational contexts, and to identify whether organizational politics is described in both positive and negative terms. Design/methodology/approach Individual in-depth interviews were conducted using Interpretative Phenomen...

Purpose – The purpose of this paper is to provide an interpretation of the lived experiences of salespersons’ work engagement and work-related flow and how these states are related. Design/methodology/approach – A mixed-methods qualitative investigation on a sample of 14 salespeople from a large Australian-based consumer goods enterprise was condu...

The job demands-resources (JD-R) model provides a well-validated account of how job resources and job demands influence work engagement, burnout, and their constituent dimensions. The present study aimed to extend previous research by including challenge demands not widely examined in the context of the JD-R. Furthermore, and extending self-determi...

Purpose – The purpose of this paper is to argue in support of a model that shows how four key HRM practices focused on engagement influence organizational climate, job demands and job resources, the psychological experiences of safety, meaningfulness and availability at work, employee engagement, and individual, group and organizational performance...

The job demands-resources (JD-R) model provides a well-validated account of how job resources and job demands influence work engagement, burnout, and their constituent dimensions. The present study aimed to extend previous research by including challenge demands not widely examined in the context of the JD-R. Furthermore, and extending self-determi...

Organizational politics continues to be acknowledged as a real and important dimension of organizational functioning. Most research has focused on ‘perceptions of organizational politics’ where organizational politics is conceptualized negatively and its relationship with detrimental individual and organizational outcomes is demonstrated. We argue...

The application of positive psychology to the context of work has attracted enormous interest within both academic and practitioner domains over the past decade (e.g., Keyes & Haidt, 2003; Linley, Harrington, & Garcea, 2010; Luthans, 2002). From a practitioner perspective, there has been a proliferation of organizational development, human resource...

Purpose Worker well‐being continues to be fundamental to the study of work and a primary consideration for how organizations can achieve competitive advantage and sustainable and ethical work practices (Cartwright and Holmes; Harter, Schmidt and Keyes; Wright and Cropanzano). The science and practice of employee engagement, a key indicator of emplo...

Organizational Politics and Occupational Health Psychology: What We Already KnowConclusion References

Work engagement has attracted growing attention in management and academic circles. The job demands-resources model (JD-R) model shows how job resources influence work engagement. However, the psychological processes that underpin these relationships have not yet been fully established. Importantly, the cross-cultural generalisability of the JD-R a...

Purpose This study seeks to extend research on the relationship between empowering leadership, empowerment and outcome variables by examining the mediating role of employee engagement. More specifically, the study sets out to test whether employee engagement mediates the effects of empowering leadership and empowerment on affective commitment and t...

Sales performance is widely regarded as an important index of individual and organizational performance. Sales employees require access to organizational and job resources as well as personal resources in order to function effectively. An individual-level sales performance model is proposed that draws from the motivational process represented in th...

Sales performance is widely regarded as an important index of individual and organizational performance. Sales employees require access to organizational and job resources as well as personal resources in order to function effectively. An individual-level salesperson performance model is proposed that draws from the motivational process represented...

In this article we further reflect on the 'state of play' of work engagement. We consider, clarify, and respond to issues and themes raised by eight preeminent work engagement researchers who were invited to respond to our position article. The key themes we reflect upon include: (1) theory and measurement of engagement; (2) state and task engageme...

This article discusses the concept of work engagement and summarizes research on its most important antecedents. The authors formulate 10 key questions and shape a research agenda for engagement. In addition to the conceptual development and measurement of enduring work engagement, the authors discuss the importance of state work engagement. Furthe...

The Handbook presents comprehensive and global perspectives to help researchers and practitioners identify, understand, evaluate and apply the key theories, models, measures and interventions associated with employee engagement. It provides many new insights, practical applications and areas for future research. It will serve as an important platfo...

Although social exchange has been frequently referred to as a framework for exploring employee-organization relationships, the role of potentially important exchange related variables such as communication climate and change communication are less understood. The present research aimed to assess the measurement properties of an expanded set of soci...

As the healthcare sector continues to go through transformational change, it is important to identify organisational factors that impact on employee attitudes to change. There is limited empirical evidence about the determinants of cynicism toward change, particularly in the healthcare sector environment. In this paper, a model is proposed which id...

Wanous, Reichers, and Austin's (2000) measure of cynicism about organizational change (CAOC) was subjected to validation and cross-validation procedures using data collected from two Australian public sector organizations. More specifically analyses were conducted to determine whether CAOC is best understood as a single dimensional or a two dimensi...

A model showing how six key organisational factors interrelate to influence Extra-Role Performance (ERP) and turnover intentions was tested. Confirmatory factor analysis showed that public sector survey respondents (n = 412) could reliably discriminate between measures of organisational justice, job autonomy, organisational support, trust in manage...

Although there is substantial empirical evidence supporting the important role of leadership in organizational contexts, there is limited empirical evidence that focuses on the distinction between how employees feel about senior leaders and what they think about senior leaders. This is particularly true in the public-sector environment. In this pap...

Trust is widely regarded as an important ingredient of organizational effectiveness. Although there is accumulating empirical evidence supporting the important role of trust in organizational contexts, there is limited empirical evidence that focuses on the nature, determinants and influence of trust in senior management. This is particularly true...

As Public Sector organizations continue to undergo transformational change, it is important to identify organizational factors that impact on employee attitudes to change. There is limited empirical evidence about the determinants of cynicism toward change. In this paper, a model is proposed which identifies three key trust-related antecedents of c...

Trust between individuals and groups has been identified as an important factor in determining organisational success, organisational stability and the well-being of employees. The present research contributes to the growing literature on trust by developing measures and models of how employees trust senior management. Drawing from the literature a...

Leadership and management skills are increasingly required to navigate organisations through the complexities and changes of contemporary environments. Over the last decade, 3608 feedback is a process that has gained wide usage to help development of these skills. Summarises current research on 3608 feedback and the development of an integrated mod...