While the academic literature acknowledges that workaholism may result from individual characteristics as well as from environmental factors, little is known about the joint impact o f these two kinds o f antecedents. The present study explores whether the interaction between the perception o f an overwork climatein the workplace and person characteristics (i.e., achievement motivation, per fectionism, conscientiousness, self-efficacy) may foster workaholism. Data were collected on a sample o f 333 Dutch employees. The results o f moderated regression analyses fully supported our hypotheses and showed that the inter action between an overwork climate and person characteristics is related to workaholism. More specifically, our results revealed a significant increase in workaholism when employees both possessed person characteristics that predis pose them toward workaholism and perceived an overwork climate in their workplaces. In addition, conscientiousness and self-efficacy were related to workaholism, but only in interaction with the presence o f an overwork climate. These results contribute to the ongoing conceptualization o f workaholism by demonstrating empirically that a work environment characterized by an over work climate may foster workaholism, especially fo r those high in achievement motivation, perfectionism, conscientiousness, and self-efficacy.

Although the construct of work engagement has been extensively explored, a systematic meta-analysis based on a consistent categorization of engagement antecedents, outcomes, and well-being correlates is still lacking. The results of prior research reporting 533 correlations from 113 independent samples ( k = 94, n = 119,420) were coded using a meta-analytic approach. The effect size for development resources ( r = .45) and personal resources ( r = .48) was higher than for social resources ( r = .36) and for job resources ( r = .37). Among the outcomes and well-being correlates explored, the effect size was highest for job satisfaction ( r = .60) and commitment ( r = .63). Furthermore, moderation analysis showed that (a) concerning the occupational role, work engagement finds a low association with turnover intention among civil servants, volunteer workers, and educators; (b) collectivist cultural environments reported a greater association of feedback with engagement than individualistic environments; (c) the relationship between personal resources and engagement was stronger among workers with university degrees than workers with high school diplomas. Furthermore, the absorption dimension showed a lower effect with all variables under investigation than vigor and dedication.

Purpose-The purpose of this paper is to evaluate whether employees' tendency to work excessive hours is motivated by the perception of a work environment that encourages overwork (overwork climate). Thus, this study introduces a self-report questionnaire aimed at assessing the perception of a psychological climate for overwork in the workplace. Design/methodology/approach-In Study 1, the overwork climate scale (OWCS) was developed and evaluated using principal component analysis (n ¼ 395) and confirmatory factor analysis (n ¼ 396). In Study 2, the total sample (n ¼ 791) was used to explore the association of the overwork climate with opposite types of working hard (work engagement and workaholism). Findings-Two overwork climate dimensions were distinguished, namely, overwork endorsement and lacking overwork rewards. The lack of overwork rewards was negatively associated with engagement, whereas workaholism showed a strong positive association with overwork endorsement. These relationships remained significant after controlling for the impact of psychological job demands. Research limitations/implications-The findings rely on self-report data and a cross-sectional design. Practical implications-The perception of a work environment that encourages overwork but does not allocate additional compensation seems to foster workaholism. Moreover, the inadequacy of overwork rewards constitutes a lack of resources that negatively affect employees' engagement. Originality/value-This study represents one of the first attempts to develop a questionnaire aimed at assessing a psychological climate for overwork and to explore whether the perception of this type of climate may be significantly related to workaholism and work engagement.

Purpose -The purpose of this paper is to explore the positive association between job resources, i.e. autonomy and co-workers support, and psychological capital (PsyCap). In addition, it is aimed to assess the mediational role of PsyCap in the relationship between job resources, on the one hand, and work engagement and psychological distress on the other hand. Design/methodology/approach -A sample of 235 employees working in a large-scale retail company completed a structured questionnaire. To test the hypotheses, the collected data were analyzed with structural equation modeling. Findings -The results fully supported the hypotheses and showed that autonomy and co-workers' support were positively associated with PsyCap. In addition, PsyCap fully mediated the effect of job resources on work engagement and psychological distress.Research limitations/implications -The results indicate that a greater degree of autonomy allowed to employees in performing their work, and social support from co-workers may significantly contribute to building employees' personal resources such as PsyCap. This positive association between job resources and PsyCap, in turn, leads employees to feel more engaged in their work and prevents them from harmful outcomes such as symptoms of psychological distress.

The current study examined the mediating effect of presenteeism and moderating effect of managerial support in the relation between workaholism and work-family conflict. A sample of 1065 white-collar employees from an Italian company filled in an online survey and hypotheses were tested using a bootstrapping procedure. Results showed that presenteeism mediated the association between workaholism and work-family conflict. Moreover, the mediating effect of presenteeism was moderated by managerial support: for employees reporting lower levels of support workaholism was stronger related to presenteeism than for those experiencing higher support. Presenteeism, in turn, was related to greater levels of work-family conflict. The present study sheds light into the protective role played by managerial support in preventing workaholic employees from forcing themselves to attend work also when feeling sick. Accordingly, early intervention aimed at buffering the negative association between workaholism and work-family conflict should focus on training managers to develop supportive leadership skills.