How emotional labor harms employee’s performance: unleashing the missing links through anxiety, quality of work-life and Islamic work ethic
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Work and Anxiety
Managing Your Anxiety as an Early-Career Psychologist
Click here for the article published by Psychology Today. Early-career psychologists are not immune to anxiety. Here are some key strategies they can implement to address performance-related anxiety. Continue reading … Disclaimer: The content of this article has not been checked or verified. Proceed at your own risk.
[Correspondence] Shared decision making with psychological safety
Psychological safety is defined as a shared belief that individuals within a team or group are able to take risks without fear of being embarrassed or punished.1,2 Psychological safety consists of an environment in which people feel respected and comfortable to speak up and express their ideas, opinions, and concerns, which is essential for effective communication and collaboration and encourages creativity and innovation.
Are You a Life Optimizer? What to Do About Perfectionism
Perfectionism can be exhausting and anxiety-inducing. Learn how to break the cycle through a healthier assessment of the risks and rewards of perfectionism.
Overbenefitting, underbenefitting, and balanced: Different effort–reward profiles and their relationship with employee well-being, mental health, and job attitudes among young employees
We aimed to identify different, both balanced and imbalanced, effort–reward profiles and their relations to several indicators of employee well-being (work engagement, job satisfaction, job boredom, and burnout), mental health (positive functioning, life satisfaction, anxiety, and depression symptoms), and job attitudes (organizational identification and turnover intention). We examined data drawn randomly from Finnish population (n = 1,357) of young adults (23–34 years of age) collected in the summer of 2021 with quantitative methods. Latent profile analysis revealed three emerging groups in the data characterized by different combinations of efforts and rewards: underbenefitting (16%, high effort/low reward), overbenefitting (34%, low effort/high reward), and balanced employees (50%, same levels of efforts and rewards). Underbenefitting employees reported poorest employee well-being and mental health, and more negative job attitudes. In general, balanced employees fared slightly better than overbenefitting employees. Balanced employees experienced higher work engagement, life satisfaction, and less depression symptoms. The findings highlight the importance of balancing work efforts with sufficient rewards so that neither outweighs the other. This study suggests that the current effort–reward model would benefit from conceptualizing the previously ignored perspective of overbenefitting state and from considering professional development as one of the essential rewards at work.
