The Burnout Assessment Tool (BAT) has shown satisfactory validity evidence in several countries, with the 23-item version of the instrument reporting adequate psychometric properties also in the Italian context. This paper is aimed to present results from the Italian validation of the 12-item version of the BAT. Based on a sample of 2277 workers, our results supported the factorial validity of a higher-order model represented by 4 first-order factors corresponding to the core dimensions of burnout, namely exhaustion, mental distance, and emotional and cognitive impairment. The measure invariance of the BAT-12 between data collected before and during the COVID-19 pandemic was supported. However, ANCOVA results suggest a higher score on the second-order burnout factor on data collected during the COVID-19 pandemic in comparison with earlier data. In line with the JD-R model, the BAT-12 total score reported a positive association with job demands (i.e., workload, time pressure, and role conflict) and a negative association with job resources (i.e., job autonomy, coworkers’ support) and personal resources (i.e., optimism, social self-efficacy, and task self-efficacy). Additionally, the BAT-12 showed a negative association with work engagement components (i.e., vigor, dedication, and absorption) and positive job attitudes (i.e., job satisfaction, affective commitment). All in all, our results identify the Italian version of the BAT-12 as a brief and reliable tool for measuring burnout among workers.

Using boundary management and conservation of resources theories, we examined how job resources (i.e., job autonomy and goal-oriented leadership) and a work-related personal resource (i.e., personal initiative at work) relate to cross-role interrupting behaviors—i.e., interrupting the work (or non-work) role to attend to competing non-work (or work) demands—and how, in turn, they correlate with work–family conflict. Furthermore, we examined differences in the proposed nomological network between workers adopting traditional and remote ways of working. Using a multigroup structural equation modelling approach on a sample of 968 employees from an Italian telecommunications company, we found that: (a) job autonomy was positively related to both work interrupting non-work behaviors and to non-work interrupting work behaviors, (b) goal-oriented leadership was negatively related to non-work interrupting work behaviors, (c) personal initiative at work was positively related to work interrupting non-work behaviors and, finally, (d) cross-role interrupting behaviors were positively related to work–family conflict. Additionally, our findings revealed previously undocumented results; (a) mediating patterns in how resources relate, through cross-role interrupting behaviors, to work–family conflict and (b) non-invariant associations among job autonomy, cross-role interrupting behaviors and work–family conflict across traditional and remote workers. The limitations and theoretical and practical implications of the present study are discussed.

Purpose: Drawing on Shore and colleagues' model of inclusive workplaces (2018) and the perceptions of social context framework (Borgogniet al., 2010), this study aims to develop and provide a preliminary validation of the Social Drivers of Inclusive Workplaces (SDIW) scale.Design/methodology/approach: Using inductive and deductive approaches, items were developed. The resulting pool of 28 items was administrated to 1,244 employees using an anonymous online survey. The factor structure of the SDIW scale was tested through exploratory factor analysis (EFA) and confirmatory factor analysis (CFA). Reliabilities were estimated. Alternative models were tested through CFAs. Nomological validity and measurement invariance across gender were explored.Findings: The EFA revealed a three-factor structure, including inclusive colleagues, supervisors and top management. This solution was confirmed by the CFA and outperformed all alternative models, showing good reliabilities. Measurement invariance across gender was confirmed. Correlations indicated that the SDIW total score and each dimension were positively associated with belongingness needs satisfaction and affective commitment, while negatively related to interpersonal strain, negative acts and turnover intention.Practical implications: This study provides practitioners with a reliable tool to map social drivers of inclusion within workplaces in order to design tailored interventions.Originality/value: This study contributes to the inclusion literature, as it is the first to provide a scale that simultaneously measures employees' perceptions of inclusive behaviours enacted by the three main social actors within the workplace.

This study explored the association between irrational beliefs—i.e., rigid, unrealistic, and illogical convictions that people hold—and well-being at work. In detail, we tested whether secondary irrational beliefs (i.e., self-depreciation, low frustration tolerance, and awfulizing) displayed both common and unique associations with well-being. Furthermore, we investigated whether the perceived degree of performance expectations’ fulfillment mediate such associations. Data were collected on a sample of 3576 employees from companies providing business and consulting services. Results showed that the general irrationality factor and awfulizing were negatively associated with well-being, both directly and indirectly (via a lower degree of performance expectations’ fulfillment). Low frustration tolerance was positively related with the performance expectations’ fulfillment, which, in turn, fully mediated its association with well-being. Self-depreciation did not relate to our outcomes. The study contributes to the advancement of irrational beliefs literature as it is the first to disentangle the common and unique associations they have with well-being at work and identified the perceived fulfillment of performance expectations as a relevant mediating mechanism in the workplace. Theoretical and practical implications are discussed.