Academic journal article
By Thiruchelvi, Arunachalam; Supriya, Mangatvadakkeveetil V.
The Spanish Journal of Psychology , Vol. 15, No. 1
The relationship among coping strategies, locus of control, and workplace wellbeing is examined. The model hypothesizes that coping strategies mediate the relationship between locus of control and work place well being. To test the model, data was collected from 154 software professionals using separate tools to assess coping strategies, locus of control and work place wellbeing. Model fit for the collected data was examined using structural equation modeling technique with the help of AMOS. Results support the view that coping strategies mediate the relationship between locus of control and work place wellbeing. While the path between locus of control and wellbeing is significant, the path between coping distraction and wellbeing is not significant.
Keywords: coping, locus of control, workplace wellbeing, structural equations modeling, mediation.
En este trabajo se examinó la relación entre las estrategias de afrontamiento, el locus de control, y el bienestar en el ámbito laboral. El modelo predice que las estrategias de afrontamiento median en la relación entre el locus de control y el bienestar en el ámbito laboral. Para probar el modelo, se recogieron datos de 154 profesionales del software; se usaron herramientas diferentes para evaluar estas tres variables. El modelo de ajuste para los datos recogidos se calculó a partir del modelo de ecuaciones estructurales (análisis de rutas) con la ayuda de AMOS. Los resultados apoyan la idea de que las estrategias de afrontamiento median en la relación entre locus de control y bienestar laboral. Se observó una relación significativa entre locus de control y bienestar pero no entre bajo afrontamiento y bienestar..
Palabras clave: afrontamiento, locus de control, bienestar en el ámbito laboral, modelo de ecuaciones estructurales, mediación.
The workplace is a significant part of an individual's life as an average adult spends as much as a quarter or perhaps a third of his waking life in work (Fast, Frederick, Zukewich, & Franke, 2001). Since a major portion of a person's time is spent on the job, an employee's perceptions and attitudes about his or her job have various consequences for the individual (Locke, 1983; Sigelman & Shaffer, 1995). Locke (1983) suggested that a person's perceptions of work can affect his attitude towards life, family, and also towards himself. It can affect his mental health, physical health and possibly how long he lives. It may be related (indirectly) to adjustment, and plays a causal role in absenteeism and turnover (Iverson, Olekalns, & Erwin, 1998). Some studies have reported that as much as a fifth to a quarter of the variation in adult life satisfaction can be accounted for by satisfaction with work (Campbell, Philip, Converse, & Willard, 1976). The nature of work, such as its routinization, supervision, and complexity, has been linked casually to an individual's sense of control and depression (Kohn & Schooler, 1982).
Surveys of recent and upcoming generations of employees clearly show a majority of employees desire greater meaning and personal development from their work place (Sosik, Kahai, & Avolio, 1999; Wrzesniewski, McCauley, Rozin, & Schwartz, 1997). Investigation of the happy-productive worker clearly links emotional well-being with work performance. Employees who report experiencing a greater balance of positive emotional symptoms over negative emotional symptoms received higher performance ratings from supervisors than employees who report feeling more negative than positive symptoms of emotion (Wright & Douglas, 1997; Wright & Staw 1999; Wright & Cropanzano, 2000).
In sum, work is a pervasive and influential part of the individuals, and the community's well-being. It affects the quality of an individual's life and his or her mental health, and thereby can affect the productivity of an individual. The emotional well-being of employees and their satisfaction with their work and workplace affect loyalty and commitment, turnover rates, and performance ratings. …