The Job Demands-Resources (JD-R) model is an integrative theoretical framework for monitoring workplaces with the aim to increase job engagement and prevent burnout. This framework is of great interest since the management of job resources and demands can negatively affect employees, especially in organisational contexts characterised by high job demands. This study uses the job demands-resources model to investigate the relationships between organisational climate, role stress, and employee well-being (burnout and job satisfaction) in public organisations. This is a descriptive, cross-sectional study. The research participants are 442 public employees. A structural equation model was developed (organisational climate, job satisfaction, burnout, role stress). These confirm that organisational climate is correlated with role stress (−0.594), job satisfaction (0.746), and burnout (−0.408), while role stress is correlated with burnout (0.953) and job satisfaction (−0.685). Finally, there is a correlation between burnout and job satisfaction that is negative and significant (−0.664). The study confirms that a positive organisational climate could lead to less stressed and burned-out workers and, at the same time, to more satisfied employees with improved well-being.

The assumption of new challenges and services to provide, and the evolution of new technologies in public administration, give employees an important perception of ambiguity when carrying out their work. Role ambiguity has been conceptualized as one of the main impeding demands at work with negative consequences. The objective of the present study is to analyze the moderating effect of the support by the department head in the negative influence of the role ambiguity on the engagement and the extra-role performance behaviors of the employees. The hypothesis is proposed that the support of the department head will mean the transformation of role ambiguity into a challenging job demand with positive results. A total of 315 public employees with administrative staff have participated in this study. Results confirmed that the support of the leader moderates the effects of role ambiguity. The inclusion of this variable as a moderator transforms the influence of role ambiguity on the employees’ engagement into a positive one and reduces their negative effect on extra-role performance behaviors. These results reinforce the role of leader support as a protective element against job demands in public administrations. Theoretical and practical implications and future lines of research are discussed at the end of the work.

The perception of interpersonal justice is one of the key resources for improving employees’ performance intention. Elements such as employees’ level of satisfaction or their self-perception of their ability to cope with problematic situations are key factors in this relationship according to the job demands-resources model. The objective of this study was to analyze how the perception of job satisfaction and the self-perception of resilience influence how interpersonal justice affects employee performance. A total of 315 public sector employees, who perform administrative and customer service tasks, have contributed to this study. The results show that the relationship between interpersonal justice and intra-role performance is completely mediated by job satisfaction; however, when we include the modulating effect of resilience between interpersonal justice and job satisfaction, the influence of the former is reduced as the self-perception of resilience. This indicates that the positive effects of justice are reduced as workers’ self-perception of resilience increases.

(1) Background: The objective of this manuscript is to propose the necessity of job demands to ensure the positive influence of policies in stimulating employees’ engagement and performance. If the policies related to the intellectual stimulation of employees implemented by team leaders are to have positive effects on employee performance, they must induce emotional engagement in the employees. Furthermore, to achieve this positive influence on emotions, the organization must offer an environment that challenges the employees in the organization. Here, we analyze a moderate mediation model to examine the moderating, positive effect of role conflict on the intellectual engagement and performance of employees. (2) Methods: This study involved 705 employees of a multinational private company based in Spain. (3) Results: We confirm the positive moderating effect of role conflict between the intellectual stimulation of employees and intellectual engagement, and the mediating effect of intellectual engagement between leadership behavior and employee performance. (4) Conclusions: Organizational leader stimulation practices necessitate an environment of moderate job demands in order to improve the intellectual engagement of employees, thereby increasing their performance. The implications of the findings in terms of theory, research and practice are discussed.

The objective of this study is to analyze the relationship between the variables of transformational leadership, climate and commitment in a sample of 319 workers of a multinational organization in the Colombian Services Sector. For data collection, we used the Multifactor Leadership Questionnaire (MLQ), the climate/culture questionnaire FOCUS-93 and the Intellectual, Social and Affective Commitment Scale (ISA). Data were processed with SPSS 23 and AMOS 22 for modeling with structural equations. In the path diagram, calculated according to the indicators of structural adjustments, variances were obtained for the dimensions of organizational commitment. The resulting model presented favorable adjustment indicators as evidenced in the results, and the relationship between commitment and climate was significant (β = 4.61; p = 0.001), as well as between climate and commitment (β = 0.018; p = 0.001). However, the relationship between transformational leadership and commitment was not direct but mediated through organizational climate.

La literatura científica ha reportado resultados importantes sobre el papel del capital psicológico como antecedente, consecuente, mediador o moderador de variables del comportamiento organizacional. Partiendo de la necesidad de instrumentos de medida adecuados para cada población, el objetivo de esta investigación es presentar un análisis de las propiedades psicométricas del Ipsicap-24. En el estudio participaron tres muestras de trabajadores colombianos provenientes de organizaciones de varios sectores de la economía y caracterización sociodemográfica variada. Con datos de la primera muestra (N = 1517), dividida aleatoriamente en dos partes, se realizaron Análisis Factorial Exploratorio y Confirmatorio, así el Ipsicap original de 36 ítems dio origen al Ipsicap-24, conformado por cuatro escalas: esperanza (7 ítems), optimismo (7 ítems), resiliencia (6 ítems) y autoeficacia (4 ítems). Para obtener evidencia de validez convergente y divergente del Ipsicap-24, respectivamente, la segunda muestra (N = 428) respondió el Cuestionario Utrecht Work Engagement (UWES); y la tercera muestra (N = 105), el Cuestionario General de Salud (General Health Questionnaire, GHQ-28). Los resultados obtenidos aportan evidencia de consistencia interna y validez de constructo para el Ipsicap-24. Esta nueva herramienta permite la evaluación válida y confiable del capital psicológico en trabajadores colombianos.