成年女儿照料老年父母的心理体验及关系质量作用的研究

Previous researches about family caregiving revealed that caregiving has both negative and positive effects on caregivers’ well-being. Based on Lawton’s two-factor model, this study aims at examining how caring for old parents would affect adult daughters’ psychological well-being. According to Lawton, objective stressors as caregiving would arouse two different kinds of caregivers’ subjective appraisal, i.e., negative appraisal and positive appraisal, which in turn correlate with the negative and positive dimensions of caregivers’ psychological well-being, respectively. There were two main purposes of this study: a) to verify both the negative and positive paths in the two-factor model and their relatively independence; and b) to examine the effects of relationship quality between caregiver and care-recipient on those paths. The results are as follows: 1) Caregiving stressors have significant positive predictive effect on caregivers’ negative appraisal, but have no direct effect on caregivers’ positive appraisal. 2) Caregivers’ negative appraisal has significant positive predictive effect on their negative emotional experience, while caregivers’ positive appraisal has significant positive predictive effect on their positive emotional experience. 3) Certain dimensions of relationship quality, including the Appreciation and General Appraisal, have significant negative predictive effect on caregivers’ negative appraisal, and have significant positive predictive effect on caregivers’ positive appraisal. 4) The Appreciation dimension of relationship quality moderates the path from caregiving demands to caregivers’ burden; and the General Appraisal of relationship quality moderates the path from caregivers’ positive appraisal to life satisfaction. Based on the above results, the researcher concluded that a) both the negative path and positive path exist in caregiving process, and they are relatively independent from each other; and b) relationship quality does moderate certain paths in the model. Meanwhile, the main effect of relationship quality on caregivers’ experience is also significant and more remarkable. This study attempts to explain these results in terms of coping resources. Both relationship quality and many other factors might be explained as resources that caregivers utilize to cope with stress of caregiving. With more resources, caregivers tend to appraise more positively, and less negatively, and vice versa. However, the resources which might affect caregivers’ positive appraisal, as well as the ways they work, may be different from that affect caregivers’ negative appraisal.

工作幸福感的结构、测量及作用机制

With the emergence and development of positive psychology, happiness has been the focus of academia and business. However, there is no uniform measure of happiness, because of many different theories of happiness, which are not compatible with others. It bounds the further development of happiness theory. It is also the same with the research of work well-being, which refers to the emotional experience and quality of psychological functioning of employee in the workplace. Subjective well-being (SWB) and psychological well-being (PWB) are two major theories of happiness. Prior research has demonstrated the integration of these two theories theoretically, but still needs more empirical support. Besides, in line with the development of positive psychology, a body of knowledge about positive leadership is advocated. Transformational leadership is treated as one kind of positive leadership, since it emphasizes the leader’s motivational and elevating effect on followers. But the extent to which the transformational leadership can enhance work well-being, and what the mechanism is, these are the questions need to be explored. Based on the integration of SWB and PWB, this research tried to investigate the structure, measurement and mechanism of work well-being, and combining with the theory of transformational leadership, this study also tried to investigate the relationship between transformational leadership and work well-being. The structure and measurement of work well-being, the relationships between work well-being and job characteristics (including job resources and job demands), the relationships among transformational leadership, job resources, work well-being and corresponding outcomes, the relationships among transformational leadership, job demands, work well-being and corresponding outcomes, and the relationships among transformational leadership, group job characteristics, group work well-being and corresponding group outcomes were explored by using content analysis, Subject Matter Experts (SMEs) discussion, and structural questionnaire surveys. More than 7000 subjects were surveyed, and Explore Factor Analysis (EFA), Confirm Factor Analysis (CFA), Structural Equation Modeling (SEM), Hierarchical Linear Modeling (HLM) and other statistics methods were used. The following is the major conclusions. Firstly, work well-being is a two high-order factors structure, which includes affective well-being (AWB) and cognitive well-being (CWB). AWB is similar to SWB, and CWB is similar to PWB. Besides, the construct of AWB includes sub-dimensions of positive emotional experience and negative emotional experience. And the construct of CWB consists of work autonomy, personal growth, work competent, and work significance. Secondly, the relationships between job characteristics and AWB and CWB are different. On one hand job demands are directly related to AWB, and are indirectly related to CWB through the full mediation of AWB, on the other job resources are directly related to CWB, and are indirectly related to AWB through the full mediation of CWB, which means AWB and CWB reciprocally influences each other in the model of job demands-resources. These results were concluded as the process model of work well-being. Thirdly, AWB and CWB are positively related to many workplace outcomes, including job satisfaction, group satisfaction, organizational commitment, turnover intention, job performance, organizational citizenship behavior (OCB), and general psychological health and general physiological health. Fourthly, transformational leadership is indirectly related to CWB through the full mediation of job resources, and is related to AWB through the partial mediation of job demands. Meanwhile, transformational leadership is related to many workplace outcomes through the mediation of job characteristics and work well-being. These results implied that transformational leadership is indeed one kind of positive leadership. Fifthly, in the group level, transformational leadership is indirectly related to group CWB through the full mediation of group job resources, and is related to group AWB through the full mediation of group job demands. Group AWB has positive influence on group CWB, but not vice versa. Group job characteristics and group work well-being fully mediate the relationships between transformational leadership and intragroup cooperation and group performance.