Research
Validation of effective organizational development approaches that prevent power harassment and lead to improved work engagement
We are developing and validating an effective organizational development intervention program to prevent power harassment and lead to improved work engagement (positive and fulfilling state toward work) (JSPS Grant-in-Aid for Scientific Research Project 23KJ1686, 2023-2024).
＊We are always looking for companies and offices that are willing to cooperate with our research.
＊We are always looking for companies and offices that are willing to cooperate with our research.
Development of a New Workplace Power Harassment Perceivability and Experience Scale
One of the reasons for the lack of progress in measures against workplace power harassment (hereinafter referred to as “power harassment”) in Japan is the lack of common recognizability of power harassment.
In this study, with the aim of clarifying specific guidelines for judging what acts, attitudes, and conditions constitute power harassment, we developed a new “workplace power harassment” scale that measures the recognizability of power harassment (individual judgment of whether a certain act or situation constitutes power harassment) and the experience of power harassment (whether the individual has been subjected to it himself/herself or whether it has occurred in his/her workplace). We developed a new “Workplace Power Harassment Scale” to measure the perception of power harassment (an individual's judgment of whether an act or situation constitutes power harassment) and the experience of power harassment (have you been subjected to it yourself or has it occurred in your workplace) and examined its reliability and validity.
In this study, with the aim of clarifying specific guidelines for judging what acts, attitudes, and conditions constitute power harassment, we developed a new “workplace power harassment” scale that measures the recognizability of power harassment (individual judgment of whether a certain act or situation constitutes power harassment) and the experience of power harassment (whether the individual has been subjected to it himself/herself or whether it has occurred in his/her workplace). We developed a new “Workplace Power Harassment Scale” to measure the perception of power harassment (an individual's judgment of whether an act or situation constitutes power harassment) and the experience of power harassment (have you been subjected to it yourself or has it occurred in your workplace) and examined its reliability and validity.
The Role of Age-Specific Views of Work in Relation to Effort-Reward Imbalance and Work Engagement
We examined the hypothesis that effort-reward imbalance mediates views of work and negatively affects work engagement (hereafter WE) by age group.