Suchergebnisse

During organizational entry, newcomers often draw upon internal resources like coworkers and supervisors to navigate their roles. Could external interactions with customers or patients hold the key to newcomer adjustment in certain job contexts? Our study, rooted in the conservation of resources theory, identifies a critical link between mistreatment from external parties and newcomer adjustment—a connection that is explained by rumination and work engagement. Through two studies involving new nurses in China (Study 1: four-wave cross-lagged panel design, N = 181; Study 2: four-wave time-lagged design, N = 198), we uncover that mistreatment from patients results in rumination among newcomers, leading to diminished task mastery and role clarity, as mediated by reduced work engagement. This ripple effect of external mistreatment persists even when accounting for internal mistreatment (abusive supervision and coworker incivility). Our results illustrate how negative interactions with external entities can hinder newcomer adjustment—a revelation with far-reaching implications for practitioners and future research.1

AbstractDoes having bad leaders have long-lasting adverse effects on employees? While previous studies have primarily viewed subordinate deviant behavior as a crucial consequence of destructive leadership, aggression theory suggests that subordinate deviant behavior could also be an antecedent of destructive leadership. To address this question, we conducted a meta-analysis by focusing on longitudinal field studies (i.e., time-lagged and panel designs), and investigated the longitudinal associations as well as the reciprocal relationships between destructive leadership and employee outcomes. Results from 82 articles with 104 independent prospective and longitudinal studies (N = 30,314) showed that destructive leadership has a lagged detrimental impact on employee behavioral (e.g., OCB, workplace deviance, CWB, and avoidance) and attitudinal outcomes (e.g., job satisfaction and work commitment). There are no significant differences between destructive leadership and employee outcomes for the long-term and short-term effects. Surprisingly, after accounting for auto-regression effects, the cross-lagged analysis showed that destructive leadership did not significantly relate to employees' negative behavior over time, whereas negative employee behavior did relate to destructive leadership across time. Theoretical and practical implications are discussed.

Background: There are few studies investigating the influence of the development on mental health of minorities in China. Aims: To follow up the prevalence, natural course and prognosis of schizophrenia in Jinuo people, the last group to be recognized as a 'national minority' in China, every 10 years since 1979. Methods: From 1979 to 2009, 15%–19% of Jinuo residents were evaluated by random cluster sampling and followed up every 10 years using the Chinese version of the Composite International Diagnostic Interview (CIDI) as the screening tool and the International Classification of Diseases (ICD) as diagnostic criteria tool. Results: There were no significant differences for the lifetime prevalence and current prevalence of schizophrenia across the three decades. Neither were there any significant differences for the prognosis of schizophrenia; however, at least half the patients had deteriorated or had residual symptoms in the follow-up. PANSS symptoms were significantly different according to different illness duration. Conclusions: During the three decades, there was no increasing trend for schizophrenia prevalence in Jinuo society; however, the prognosis of schizophrenia was not optimistic. In the natural, untreated status, schizophrenia patients with an illness duration of more than 20 years had more serious symptoms.