The relationship between organizational climate, occupational type and workaholism.

By A. Johnstone, Lucy Johnston. 2005

98 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/04feac6ba16637f8291c483aeae7de68b0d88568

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Citations in the corpus

The impact of work engagement and workaholism on well-being: The role of work-related social support. (2014, result): “In line with this view, previous authors have suggested that supervisor support and coworker cohesion are related to lower levels of compulsion to work ( Johnstone and Johnston, 2005).”
Are workaholics born or made? Relations of workaholism with person characteristics and overwork climate. (2014, methodology): “In a similar vein, using the workaholic triad proposed by Spence and Robbins (1992); Johnstone and Johnston (2005) found that employees who perceive an organizational climate characterized by strong work pressure display higher levels of drive (i.e., the inner compulsion that prompts workaholics to…”
Workaholism and work–family conflict among university academics (2018, background): “An organizational climate that both promotes and rewardsworkaholic behavior seems to enhance the chances of producing workaholics (Johnstone and Johnston 2005).”
Driven to Work and Enjoyment of Work (2012, background): “Enjoyment of work is the degree to which individuals work because they find the work itself intrinsically interesting or pleasurable (Johnstone & Johnston, 2005; McMillan et al., 2002; Spence & Robbins, 1992).”
Understanding Workaholics' Motivations: A Self-Determination Perspective (2011, background): “…a growth culture rather than a pressurising culture (Buelens & Poelmans, 2004) or by decreasing job demands (e.g. work pressure, role conflicts, and emotional demands) and increasing job resources (e.g. job control and social support; Johnstone & Johnson, 2005; Schaufeli et al., 2007, 2008).”
Relational and Identity Perspectives on Healthy Versus Unhealthy Pursuit of Callings (2012, background): “Moreover, high expectations for self and others can create stress, undermine worker cohesion (Johnstone & Johnson, 2005), create hostile work relationships, and spur ineffective team relationships (Scott, Moore, & Miceli, 1997).”
Heavy work investment, personality and organizational climate (2016, background): “An occasional study by Johnstone and Johnston (2005) found that employees who are exposed to an organizational climate that is characterized by strong work pressure display higher levels of drive (i.e. inner compulsion).”