Florence Stinglhamber
Datos Biográficos
| ID | 93081 |
|---|---|
| NOMBRE | Florence Stinglhamber |
| NOMBRES | Florence |
| APELLIDO | Stinglhamber |
| FIRMA | STINGLHAMBER F |
| AFILIACIONES | UCLouvain |
| ORCID | 0000-0002-4013-1625 |
| VERIFICADO | Sí |
| TOTAL DE OBRAS | 18 |
| TOTAL DE CITAS | 45 |
| TOTAL COMO AUTOR | 18 |
| TOTAL COMO EDITOR | 0 |
| PRIMER AÑO DE PUBLICACIÓN | 2001 |
| AÑO MÁS RECIENTE DE PUBLICACIÓN | 2024 |
| ÍNDICE H | 3 |
Organizational Intolerance to Sexual Harassment in Sexualized Work Environments
Previous research has shown that work environments that are sexualized harm employees’ wellbeing, attitudes, and behaviors. The paper examines employees’ affective reactions and behavioral intentions in such environments depending on the strictness of anti-harassment policies. Across two studies, we hypothesize that strict policies will lead to less hostile emotions and fewer intentions to actively react (considerate voice, whistleblowing, aggres…
Overall team justice and psychological strain
Drawing on the relational and uncertainty models of justice, this research investigates the consequences of daily overall team justice perceptions on employees' daily psychological strain. Specifically, we examine daily psychological safety as a mediator of the relationship between daily overall team justice evaluations and daily psychological strain. We also argue that daily overall supervisor justice moderates this mediated relationship. Using …
Predictors and Consequences of Work Alienation in Times of Crisis
Burnout across boundaries
Burnout, while historically considered a work-related condition, can be associated with parenting where it can have direct impacts upon parental outcomes and one’s personal resources such as mental health. However, little is known about the domain-incongruent effects of burnout and thus whether parental burnout can manifest within the workplace. The current study uses longitudinal data collected from 499 parents over three intervals across an 8-m…
Quality of social sharing of emotions alleviates job burnout
Past research has demonstrated that finding meaning in work is a dynamic process during interactions with colleagues and supervisors and protects against job burnout. At the same time, past studies have shown that the need to achieve meaning motivates people to share their emotions. Building on this, we hypothesized that workers who have more experience of quality social sharing of emotions about their work with relatives, colleagues, and supervi…
The Development of Prison Officers’ Job Satisfaction and its Impact on Depersonalization of Incarcerated Persons
This article contributes to the literature on the antecedents and consequences of prison officers’ job satisfaction. First, we argue that organizational dehumanization (i.e., employees’ perceptions of being treated as tools by their organization) explains how work environment factors determine job satisfaction. Second, we propose that the role played by organizational dehumanization in the development of job satisfaction carries over depersonaliz…
Organizational metadehumanization and mechanistic self-dehumanization
This research examines the relationship between metadehumanization, that is, perceiving dehumanizing treatments, and self-dehumanization, that is, perceiving oneself as less than human. We argue that, in work settings, this relationship can be explained through a behavioral mechanism. Specifically, organizational metadehumanization would drive employees to engage in more emotional labor (i.e., surface acting), which, in turn, would generate mecha…
Self‐dehumanisation in severe alcohol use disorder
Metadehumanisation (i.e., the perception of being considered as less than human by others) is proposed to be widespread in stigmatised populations, such as people with severe alcohol use disorder (SAUD). However, the relations between metadehumanisation, self‐dehumanisation (i.e., the self‐perception of being less than human), and stigmatisation (i.e., the negative taint applied to some groups) remain unexplored. The aim of this research is thus …
Organizational Dehumanization and Emotional Labor
This study examined cross-cultural differences in the relationships between organizational dehumanization and both job satisfaction and turnover intentions through emotional labor (i.e., surface acting). In particular, we expected that power distance, that is, a critical value usually discussed as part of the national culture, would mitigate the deleterious effects of both organizational dehumanization and surface acting on job satisfaction and t…
The dark side of office designs
Recent research on flexible office designs have shown that open‐plan and/or flex offices may not have the expected effects in terms of employees’ productivity, well‐being, job satisfaction, organizational commitment, and retention. In this article, we propose to consider that the feeling of de‐humanization may explain such dark side of office designs. Adopting a mixed methods approach, we administrated a quantitative survey to 534 employees worki…
Perceived organizational support and employees’ well-being
Perceived organizational support (POS) has been found to predict important organizational outcomes such as increasing employees’ well-being. In this research, we examine a new underlying mechanism of the relationship between POS and employees’ well-being, that is, employees’ perceptions that their organization dehumanizes them. This proposition was tested across two studies. Using an experimental design manipulating POS in a laboratory setting, S…
Perceived organizational support
Today's constantly changing work environment is fraught with job uncertainty, frequent mergers and acquisitions, and a general breakdown of trust between employer and employee. More than ever, it is critical for managers to proactively shift away from devaluing employees as marginal capital to empowering them as human capital. "Perceived organizational support" â employees' perception of how much an organization values their contribution and care…
Leader–member exchange and affective organizational commitment
In order to account for wide variation in the relationship between leader-member exchange and employees' affective organizational commitment, we propose a concept termed supervisor's organizational embodiment (SOE), which involves the extent to which employees identify their supervisor with the organization. With samples of 251 social service employees in the United States (Study 1) and 346 employees in multiple Portuguese organizations (Study 2)…
The Role of Change in the Relationship Between Commitment and Turnover
Through the use of affective, normative, and continuance commitment in a multivariate 2nd-order factor latent growth modeling approach, the authors observed linear negative trajectories that characterized the changes in individuals across time in both affective and normative commitment. In turn, an individual's intention to quit the organization was characterized by a positive trajectory. A significant association was also found between the chang…
Flow experiences at work
Applying Csikszentmihalyi's ( 1990 ) flow theory of optimal experience to the workplace, two studies examined the relationships of employees' perceived skill and challenge at work and need for achievement with their positive mood, intrinsic task interest, and extra‐role performance. Among achievement‐oriented employees only, high skill and challenge was associated with greater positive mood, task interest, and performance than other skill/challen…
Organizations and supervisors as sources of support and targets of commitment
The main objective of this study was to examine the relationship between perceived support and affective commitment, and the linkages between these constructs and some of their common antecedents and consequences. More precisely, using a sample of 238 employees, we conducted a longitudinal study to examine the linkages between the favorableness of intrinsically and extrinsically satisfying job conditions, perceived organizational support, perceiv…
Perceived supervisor support
Three studies investigated the relationships among employees' perception of supervisor support (PSS), perceived organizational support (POS), and employee turnover. Study 1 found, with 314 employees drawn from a variety of organizations, that PSS was positively related to temporal change in POS, suggesting that PSS leads to POS. Study 2 established, with 300 retail sales employees, that the PSS-POS relationship increased with perceived supervisor…
An Examination of the Cross-Cultural Validity of a Multidimensional Model of Commitment in Europe
This study examined the validity of a multidimensional model of employee commitment in Europe. The study was conducted using a sample of employees working for the translation department of the European Commission, located in Brussels. The survey questionnaire included measures of affective and normative commitment to the organization, the occupation, the work group, and Europe; continuance commitment to the organization and the occupation; and in…
Organizations and supervisors as sources of support and targets of commitment
The main objective of this study was to examine the relationship between perceived support and affective commitment, and the linkages between these constructs and some of their common antecedents and consequences. More precisely, using a sample of 238 employees, we conducted a longitudinal study to examine the linkages between the favorableness of intrinsically and extrinsically satisfying job conditions, perceived organizational support, perceiv…
Flow experiences at work
Applying Csikszentmihalyi's ( 1990 ) flow theory of optimal experience to the workplace, two studies examined the relationships of employees' perceived skill and challenge at work and need for achievement with their positive mood, intrinsic task interest, and extra‐role performance. Among achievement‐oriented employees only, high skill and challenge was associated with greater positive mood, task interest, and performance than other skill/challen…
An Examination of the Cross-Cultural Validity of a Multidimensional Model of Commitment in Europe
This study examined the validity of a multidimensional model of employee commitment in Europe. The study was conducted using a sample of employees working for the translation department of the European Commission, located in Brussels. The survey questionnaire included measures of affective and normative commitment to the organization, the occupation, the work group, and Europe; continuance commitment to the organization and the occupation; and in…
The dark side of office designs
Recent research on flexible office designs have shown that open‐plan and/or flex offices may not have the expected effects in terms of employees’ productivity, well‐being, job satisfaction, organizational commitment, and retention. In this article, we propose to consider that the feeling of de‐humanization may explain such dark side of office designs. Adopting a mixed methods approach, we administrated a quantitative survey to 534 employees worki…
Quality of social sharing of emotions alleviates job burnout
Past research has demonstrated that finding meaning in work is a dynamic process during interactions with colleagues and supervisors and protects against job burnout. At the same time, past studies have shown that the need to achieve meaning motivates people to share their emotions. Building on this, we hypothesized that workers who have more experience of quality social sharing of emotions about their work with relatives, colleagues, and supervi…
An Examination of the Cross-Cultural Validity of a Multidimensional Model of Commitment in Europe
This study examined the validity of a multidimensional model of employee commitment in Europe. The study was conducted using a sample of employees working for the translation department of the European Commission, located in Brussels. The survey questionnaire included measures of affective and normative commitment to the organization, the occupation, the work group, and Europe; continuance commitment to the organization and the occupation; and in…
Perceived supervisor support
Three studies investigated the relationships among employees' perception of supervisor support (PSS), perceived organizational support (POS), and employee turnover. Study 1 found, with 314 employees drawn from a variety of organizations, that PSS was positively related to temporal change in POS, suggesting that PSS leads to POS. Study 2 established, with 300 retail sales employees, that the PSS-POS relationship increased with perceived supervisor…
Organizations and supervisors as sources of support and targets of commitment
The main objective of this study was to examine the relationship between perceived support and affective commitment, and the linkages between these constructs and some of their common antecedents and consequences. More precisely, using a sample of 238 employees, we conducted a longitudinal study to examine the linkages between the favorableness of intrinsically and extrinsically satisfying job conditions, perceived organizational support, perceiv…
The Role of Change in the Relationship Between Commitment and Turnover
Through the use of affective, normative, and continuance commitment in a multivariate 2nd-order factor latent growth modeling approach, the authors observed linear negative trajectories that characterized the changes in individuals across time in both affective and normative commitment. In turn, an individual's intention to quit the organization was characterized by a positive trajectory. A significant association was also found between the chang…
Flow experiences at work
Applying Csikszentmihalyi's ( 1990 ) flow theory of optimal experience to the workplace, two studies examined the relationships of employees' perceived skill and challenge at work and need for achievement with their positive mood, intrinsic task interest, and extra‐role performance. Among achievement‐oriented employees only, high skill and challenge was associated with greater positive mood, task interest, and performance than other skill/challen…
Leader–member exchange and affective organizational commitment
In order to account for wide variation in the relationship between leader-member exchange and employees' affective organizational commitment, we propose a concept termed supervisor's organizational embodiment (SOE), which involves the extent to which employees identify their supervisor with the organization. With samples of 251 social service employees in the United States (Study 1) and 346 employees in multiple Portuguese organizations (Study 2)…
Perceived organizational support
Today's constantly changing work environment is fraught with job uncertainty, frequent mergers and acquisitions, and a general breakdown of trust between employer and employee. More than ever, it is critical for managers to proactively shift away from devaluing employees as marginal capital to empowering them as human capital. "Perceived organizational support" â employees' perception of how much an organization values their contribution and care…
Perceived organizational support and employees’ well-being
Perceived organizational support (POS) has been found to predict important organizational outcomes such as increasing employees’ well-being. In this research, we examine a new underlying mechanism of the relationship between POS and employees’ well-being, that is, employees’ perceptions that their organization dehumanizes them. This proposition was tested across two studies. Using an experimental design manipulating POS in a laboratory setting, S…
The dark side of office designs
Recent research on flexible office designs have shown that open‐plan and/or flex offices may not have the expected effects in terms of employees’ productivity, well‐being, job satisfaction, organizational commitment, and retention. In this article, we propose to consider that the feeling of de‐humanization may explain such dark side of office designs. Adopting a mixed methods approach, we administrated a quantitative survey to 534 employees worki…
Self‐dehumanisation in severe alcohol use disorder
Metadehumanisation (i.e., the perception of being considered as less than human by others) is proposed to be widespread in stigmatised populations, such as people with severe alcohol use disorder (SAUD). However, the relations between metadehumanisation, self‐dehumanisation (i.e., the self‐perception of being less than human), and stigmatisation (i.e., the negative taint applied to some groups) remain unexplored. The aim of this research is thus …
Organizational Dehumanization and Emotional Labor
This study examined cross-cultural differences in the relationships between organizational dehumanization and both job satisfaction and turnover intentions through emotional labor (i.e., surface acting). In particular, we expected that power distance, that is, a critical value usually discussed as part of the national culture, would mitigate the deleterious effects of both organizational dehumanization and surface acting on job satisfaction and t…
The Development of Prison Officers’ Job Satisfaction and its Impact on Depersonalization of Incarcerated Persons
This article contributes to the literature on the antecedents and consequences of prison officers’ job satisfaction. First, we argue that organizational dehumanization (i.e., employees’ perceptions of being treated as tools by their organization) explains how work environment factors determine job satisfaction. Second, we propose that the role played by organizational dehumanization in the development of job satisfaction carries over depersonaliz…
Organizational metadehumanization and mechanistic self-dehumanization
This research examines the relationship between metadehumanization, that is, perceiving dehumanizing treatments, and self-dehumanization, that is, perceiving oneself as less than human. We argue that, in work settings, this relationship can be explained through a behavioral mechanism. Specifically, organizational metadehumanization would drive employees to engage in more emotional labor (i.e., surface acting), which, in turn, would generate mecha…
Predictors and Consequences of Work Alienation in Times of Crisis
Burnout across boundaries
Burnout, while historically considered a work-related condition, can be associated with parenting where it can have direct impacts upon parental outcomes and one’s personal resources such as mental health. However, little is known about the domain-incongruent effects of burnout and thus whether parental burnout can manifest within the workplace. The current study uses longitudinal data collected from 499 parents over three intervals across an 8-m…
Quality of social sharing of emotions alleviates job burnout
Past research has demonstrated that finding meaning in work is a dynamic process during interactions with colleagues and supervisors and protects against job burnout. At the same time, past studies have shown that the need to achieve meaning motivates people to share their emotions. Building on this, we hypothesized that workers who have more experience of quality social sharing of emotions about their work with relatives, colleagues, and supervi…
Organizational Intolerance to Sexual Harassment in Sexualized Work Environments
Previous research has shown that work environments that are sexualized harm employees’ wellbeing, attitudes, and behaviors. The paper examines employees’ affective reactions and behavioral intentions in such environments depending on the strictness of anti-harassment policies. Across two studies, we hypothesize that strict policies will lead to less hostile emotions and fewer intentions to actively react (considerate voice, whistleblowing, aggres…
Overall team justice and psychological strain
Drawing on the relational and uncertainty models of justice, this research investigates the consequences of daily overall team justice perceptions on employees' daily psychological strain. Specifically, we examine daily psychological safety as a mediator of the relationship between daily overall team justice evaluations and daily psychological strain. We also argue that daily overall supervisor justice moderates this mediated relationship. Using …
Psychology (18 obras) · Social Psychology (17 obras) · Job Satisfaction and Organizational Behavior (13 obras) · Job satisfaction (10 obras) · Organizational commitment (10 obras) · Political science (7 obras) · Management (6 obras) · Perception (6 obras) · Dehumanization (5 obras) · Emotional Labor in Professions (5 obras)