Work: attitudes and wellbeing.

Overall job (and life) satisfaction via very short evaluative items, including the delighted-terrible scale; related to Kunin's Faces Scale (single-item smiley-face satisfaction).

Person-job fit across six areas of worklife that drive burnout vs engagement: Workload (manageable), Control, Reward, Community, Fairness, Values (congruence).

Work addiction defined via seven core addiction criteria: salience, mood modification, tolerance, withdrawal, conflict, relapse, problems.

Overall (global) job satisfaction - general affective attitude toward one's job.

Job stressors, stress reactions (psychological and physical) and modifying factors (social support, satisfaction) - the NIOSH job-stress model

Burnout as energy-regulation failure: four core symptoms (Exhaustion, Mental Distance, Cognitive Impairment, Emotional Impairment) plus secondary symptoms (psychological + psychosomatic complaints).

Calling toward work across two scales (Presence of / Search for a calling), each spanning three sources: Transcendent Summons, Purposeful Work (meaning), and Prosocial Orientation (other-oriented).

Burnout as fatigue/exhaustion across three life domains: Personal burnout, Work-related burnout, Client-related burnout.

Comprehensive psychosocial work environment: demands, work organization/job content, interpersonal relations/leadership, work-individual interface, social capital, offending behaviors, and health/wellbeing outcomes (stress, burnout, etc.) across ~26-46 dimensions.

Workaholism with two components: Working Excessively (behavioral) and Working Compulsively (cognitive/affective).

Work stress under the effort-reward imbalance model: Extrinsic Effort, Reward (esteem, job security/promotion, salary), and Overcommitment (intrinsic effort). The effort/reward ratio indexes imbalance.

Emotional labour at work - surface acting, deep acting, and the frequency/intensity/variety/duration of required emotional display

Work productivity impairment - the frequency of behaviours and subjective states that reduce productivity at work (lateness, distraction, errors, slowness, interpersonal friction), used as a treatment outcome.

Employee engagement operationalized as 12 actionable workplace conditions (expectations, materials/equipment, opportunity to do best, recognition, someone cares, development, opinions count, mission, committed coworkers, best friend, progress discussions, learning/growth).

Psychological, social and organizational work factors: job demands and control, role expectations, predictability/mastery, leadership, organizational culture/climate, work-home interaction, work centrality, commitment, work motivation.

Work-related stress risk across seven Management Standards: Demands, Control, Managerial Support, Peer Support, Relationships, Role, Change.

Facet job satisfaction / organizational reactions - supervision, company identification, kind of work, amount of work, co-workers, physical conditions, financial rewards, career future

Employee engagement with three facets: Intellectual, Social, and Affective engagement (Kahn-based; work-role focus, activation, positive affect).

Psychosocial work characteristics under the Demand-Control(-Support) model: Psychological Demands, Decision Latitude (skill discretion + decision authority), Social Support (supervisor/coworker), plus physical demands and job insecurity.

Job crafting in the original Wrzesniewski-Dutton role-based tradition: Task crafting, Cognitive (relational meaning) crafting, and Relational crafting - proactive changes employees make to the task, cognitive, and relational boundaries of their work.

Job crafting (JD-R framing): Increasing Structural Job Resources, Increasing Social Job Resources, Increasing Challenging Job Demands, Decreasing Hindering Job Demands.

Job satisfaction across five facets: Work itself, Pay, Promotion (opportunities), Supervision, Co-workers. Companion global measure = Job in General (JIG).

Job design / work characteristics: five core job dimensions (Skill Variety, Task Identity, Task Significance, Autonomy, Feedback) feeding the Motivating Potential Score (MPS); also measures critical psychological states, growth-need strength, and satisfactions (incl. general/internal work motivation).

Job embeddedness - the web of forces keeping people in jobs, across Fit, Links, and Sacrifice, each split into on-the-job (organization) and off-the-job (community) facets (six-cell composite). Predicts staying/retention beyond satisfaction and commitment.

Job engagement as investment of personal energies into work role (Kahn's model): Physical, Emotional, and Cognitive engagement.

Global / overall job satisfaction (unidimensional), independent of specific facets. Companion to the JDI.

Job insecurity: Quantitative (worry about losing the job itself) and Qualitative (worry about losing valued job features). De Witte's JIS measures quantitative; Hellgren et al. add a qualitative scale.

Job satisfaction across nine facets: Pay, Promotion, Supervision, Fringe Benefits, Contingent Rewards, Operating Conditions, Co-workers, Nature of Work, Communication. Sum of all 36 = total satisfaction.

Job-related affective wellbeing - frequency of discrete work emotions mapped on a circumplex of pleasure-displeasure x high-low arousal; yields positive/negative and high/low-arousal affect scores and an overall affective-wellbeing index.

Occupational burnout: Emotional Exhaustion, Depersonalization/Cynicism, (reduced) Personal Accomplishment/Professional Efficacy.

Overall (global) job satisfaction - an employee's overall affective/evaluative response to the job, captured by a very short subscale of the larger Michigan Organizational Assessment Questionnaire.

Job satisfaction (need-fulfilment model). Long form: 20 facet subscales (e.g. ability utilization, achievement, advancement, compensation, co-workers, recognition, supervision, working conditions). Short form yields Intrinsic, Extrinsic and General Satisfaction.

Need for recovery after work - short-term fatigue/strain reflecting the effort spent at work (a precursor of chronic fatigue/burnout). Captures fatigue immediately after work, in the evening, and its social consequences.

Exposure to workplace bullying / harassment across three factors: Work-related bullying, Person-related bullying, Physically intimidating bullying.

Modular battery of ~13 job stressors (e.g. workload/quantitative demands, role ambiguity/conflict, job control, skill use/underutilization, job future ambiguity, interpersonal conflict) plus strains (depression, somatic complaints, job dissatisfaction) and modifiers (social support, Type A, self-esteem).

Occupational safety climate across seven dimensions: management safety priority, commitment and competence; management safety empowerment; management safety justice; workers' safety commitment; workers' safety priority and risk non-acceptance; safety communication, learning and trust in co-workers' safety competence; and workers' trust in the efficacy of safety systems.

Burnout with two dimensions: Exhaustion and Disengagement from work (both with positively and negatively worded items, allowing engagement scoring too).

OCB by target: behaviors benefiting Individuals (OCB-I) vs the Organization (OCB-O). (Williams & Anderson 1991 introduced the I/O target distinction; Lee & Allen 2002 provide a 16-item affect/cognition-linked measure.)

Organizational citizenship behavior across Organ's five dimensions: Altruism, Conscientiousness, Sportsmanship, Courtesy, Civic Virtue.

Organizational climate across 17 scales mapped onto the competing values framework: human relations (autonomy, integration, involvement, supervisory support, training, welfare), internal process (formalization, tradition), open systems (innovation and flexibility, outward focus, reflexivity) and rational goal (clarity of organizational goals, effort, efficiency, performance feedback, pressure to produce, quality).

Organizational commitment (Porter's attitudinal/affective view): identification with and involvement in the organization - willingness to exert effort, desire to remain, acceptance of organizational values.

Organizational constraints - situational obstacles at work (poor equipment, incomplete information, interruptions, conflicting demands) that block performance

Organizational identification - perceived oneness with and belongingness to the employing organization, distinct from affective commitment and from job satisfaction.

Organizational justice - four dimensions: procedural, distributive, interpersonal, informational justice

Perceived organizational politics across three dimensions: general political behaviour, going along to get ahead, and pay and promotion policies.

Psychological Capital (PsyCap): Hope, (self-)Efficacy, Resilience, Optimism (the HERO constructs), plus an overall PsyCap composite.

Perceived breach of the psychological contract (the cognitive judgement that the employer has failed to meet its obligations) and violation (the affective response of betrayal and anger that follows).

Psychological empowerment at work as intrinsic task motivation across four cognitions: Meaning, Competence, Self-Determination, Impact (plus an overall empowerment composite).

Kahn-based personal work engagement plus its three psychological conditions - meaningfulness, safety, availability

Recovery from work during off-job time: Psychological Detachment, Relaxation, Mastery, Control.

Employee engagement separated into Job Engagement (psychological presence in one's job/role) and Organization Engagement (psychological presence as an organization member); grounded in Kahn's and social-exchange framing.

Burnout as depletion of energetic resources (Conservation of Resources theory): Physical Fatigue, Emotional Exhaustion, Cognitive Weariness.

Vigor at work (the positive, energetic counterpart to burnout in Conservation of Resources theory): Physical Strength, Emotional Energy, and Cognitive Liveliness.

Presenteeism - reduced on-the-job productivity due to health problems: Completing Work and Avoiding Distraction components.

Perceived organizational support (POS) - the global belief that the organization values employees' contributions and cares about their well-being (unidimensional).

Karasek-Theorell demand-control-support model in a short form: Psychological Demands, Decision Latitude (skill discretion + decision authority), and Social Support at work.

Team-level climate for innovation across four factors: vision, participative safety, task orientation and support for innovation.

Team psychological safety - shared belief that the team is safe for interpersonal risk-taking (asking for help, admitting mistakes, raising concerns).

Organizational commitment as three mindsets: Affective (want to), Continuance (need to), Normative (ought to) commitment. Extensions cover occupational/career commitment.

Thriving at work - the joint experience of Vitality (energy, aliveness) and Learning (acquiring/applying knowledge and skills) at work.