Dirty work involves tasks that are stigmatized owing to characteristics that the public finds disgusting, degrading, or objectionable. Conservation of resources theory suggests such experiences should induce strain and decreased work satisfaction; social identity theory suggests such work should lead to strong psychological investment in the work, among other outcomes. Integrating these two perspectives, this study hypothesizes and presents quantitative evidence from 499 animal-shelter workers, demonstrating how dirty-work engagement relates to higher levels of strain, job involvement, and reluctance to discuss work while negatively influencing work satisfaction. Additionally, this study takes a unique perspective on dirty work by focusing on dirty tasks within a dirty-work occupation. The data suggest meaningful differences between the outcomes of dirty-task frequency and dirty-task psychological salience, providing additional insight into the complexity of stigmatized occupations and ways in which future research and theory benefit as a result.

The current study explored newcomer turnover in a unique population: dirty workers. Based on social identity theory (SIT) and conservation of resources theory (COR), a set of individual level predictors theoretically relevant to dirty work turnover were identified. We examined whether differences in access to job information prior to hire, career commitment, belief in the value of the job, negative affectivity (NA), and maladaptive coping style were related to turnover of animal shelter employees with euthanasia responsibilities. Results supported the potential importance of all variables for understanding turnover amongst these dirty workers. Access to job information, NA, and maladaptive coping style were found to have the highest relative importance amongst the set of predictors.

Academic burnout is a prevalent issue that has debilitating effects on students and refers to the phenomena of long-term fatigue and loss of interest in schoolwork, and is characterized by a student’s lack of engagement, dulled emotions, and feelings of helplessness. This survey-based study examined the predictive ability of two popular constructs in organizational psychology research, core self-evaluations, and perceived organizational support, to explain students’ academic burnout. Extending the Job Demands-Resources model and Conservation of Resources theory to the university context, the study investigated whether core self-evaluations and perceived organizational support would similarly predict burnout for 199 undergraduate students in a university setting as they do employees in work settings. Confirmatory factor analysis was employed to assess the factor structure of the variables, and moderated multiple regression was employed to test the hypotheses. Results indicated that that core self-evaluations and perceived organizational support were individually strong predictors of burnout, and that perceived organizational support had a small moderating effect on the core self-evaluations-burnout relationship. Implications and potential applications of these results are discussed as a means to mitigate the negative effects of academic burnout experienced by so many college students.

Abstract. Age-related changes in training decisions were examined using a within-subject experimental design presenting training framing cues of topic (generativity vs. non-generativity), goal (direction: approach vs. avoidance; referent: mastery vs. performance), and structure (self-paced vs. instructor-paced). As age increased, age-related cues were hypothesized to be more strongly and positively related to the training decision. One hundred and twenty-nine participants completed a policy-capturing study and self-report survey. Age moderated the relationship between the training topic and the training decision. Contrary to the hypothesis, as age increased, the non-generativity topic (rather than the generativity topic) was more strongly and positively related to the training decision. Age did not moderate the relationship between the other training features and the training decision.

Leadership development programs have become widespread in higher education; over 1500 different programs had been registered with the International Leadership Association as of 2012 (Owen, 2012). Given the prevalence of these programs and the substantial institutional investments they require, examination of their purported impacts is a valid area of investigation. Using the used Multi-Institute Study of Leadership, the current study explored the impact of experiential development programming on two of the instrument's key outcome variables, resilience and self-efficacy. Results found a significant positive relationship between leadership development programs and self-efficacy, but not for resilience. Additional analyses found that other experiential activities (e.g., on-campus jobs, study abroad, etc.) had essentially the same (significant) impact on self-efficacy as did intentionally leadership development ones. Interpretations and implications are discussed.