45,957 research outputs found
Social capital and burnout among mental healthcare providers
Background: Provider burnout is a critical problem in mental health services. Contributing factors have been explicated across three domains: personal, job and organizational characteristics. Of these, organizational characteristics, including workplace environment, appear to be particularly important given that most interventions addressing burnout via the other domains (e.g. bolstering personal coping skills) have been modestly effective at best.
Aims: This study builds on previous research by using social capital as a framework for the experience of work social milieu, and aims to provide a richer understanding of how workplace social environment might impact burnout and help create more effective ways to reduce burnout.
Methods: Providers (nâ=â40) taking part in a larger burnout intervention study were randomly selected to take part in interviews regarding their workplace environment and burnout. Participant responses were analyzed thematically.
Results: Workplace social milieu revolved around two primary themes: workplace social capital in provider burnout and the protective qualities of social capital in cohesive work teams that appear to mitigate burnout.
Conclusions: These results imply that work environments where managers support collaboration and social interaction among work teams may reduce burnout
Modelling job crafting behaviours: Implications for work engagement
In this study among 206 employees (103 dyads), we followed the job demandsâresources approach of job crafting to investigate whether proactively changing oneâs work environment influences employeeâs (actorâs) own and colleague s (partnerâs) work engagement. Using social cognitive theory, we hypothesized that employees would imitate each otherâs job crafting behaviours, and therefore influence each otherâs work engagement. Results showed that the crafting of social and structural job resources, and the crafting of challenge job demands was positively related to own work engagement, whereas decreasing hindrance job demands was unrelated to own engagement. As predicted, results showed a reciprocal relationship between dyad membersâ job crafting behaviours â each of the actorâs job crafting behaviours was positively related to the partnerâs job crafting behaviours. Finally, employeeâs job crafting was related to colleagueâs work engagement through colleagueâs job crafting, suggesting a modelling process
Cultivating Empathy: New Perspectives on Educating Business Leaders
Beyond rules, procedures, and manuals lie relationships. Jettisoning a formal hierarchical company structure allows all levels of management and employees to positively interact â this is where the key driver of âempathyâ is so critical to continue building these relationships and molding a common organizational purpose
Making things happen : a model of proactive motivation
Being proactive is about making things happen, anticipating and preventing problems, and seizing opportunities. It involves self-initiated efforts to bring about change in the work environment and/or oneself to achieve a different future. The authors develop existing perspectives on this topic by identifying proactivity as a goal-driven process involving both the setting of a proactive goal (proactive goal generation) and striving to achieve that proactive goal (proactive goal striving). The authors identify a range of proactive goals that individuals can pursue in organizations. These vary on two dimensions: the future they aim to bring about (achieving a better personal fit within oneâs work environment, improving the organizationâs internal functioning, or enhancing the organizationâs strategic fit with its environment) and whether the self or situation is being changed. The authors then identify âcan do,â âreason to,â and âenergized toâ motivational states that prompt proactive goal generation and sustain goal striving. Can do motivation arises from perceptions of self-efficacy, control, and (low) cost. Reason to motivation relates to why someone is proactive, including reasons flowing from intrinsic, integrated, and identified motivation. Energized to motivation refers to activated positive affective states that prompt proactive goal processes. The authors suggest more distal antecedents, including individual differences (e.g., personality, values, knowledge and ability) as well as contextual variations in leadership, work design, and interpersonal climate, that influence the proactive motivational states and thereby boost or inhibit proactive goal processes. Finally, the authors summarize priorities for future researc
Faculty Research in Progress, 2018-2019
The production of scholarly research continues to be one of the primary missions of the ILR School. During a typical academic year, ILR faculty members published or had accepted for publication over 25 books, edited volumes, and monographs, 170 articles and chapters in edited volumes, numerous book reviews. In addition, a large number of manuscripts were submitted for publication, presented at professional association meetings, or circulated in working paper form. Our faculty\u27s research continues to find its way into the very best industrial relations, social science and statistics journal
People Make the Difference: An Explorative Study on the Relationship between Organizational Practices, Employeesâ Resources, and Organizational Behavior Enhancing the Psychology of Sustainability and Sustainable Development
The most recent developments in the ïŹeld of sustainability science and the emergence of a psychologyofsustainabilityandsustainabledevelopmenthavecontributedtocollectevidencesabout the fact that modern organizations need healthy and motivated employees to survive and to prosper within this fast-moving scenario. In this vein, a conïŹrmation to these evidences came from the abundant research on HEalthy and Resilient Organizations (HERO), showing that when organizations make systematic, planned, and proactive efforts to improve employeesâ subjective resources then organizational processes and outcomes beneïŹt in turn. Moving forward from these premises, the presentstudyaimedtoexploretheseassumptionswithinthecontextofsmallandmediumenterprises (SMEs), investigating the relationships among the organizational practices, employeesâ subjective resources, and organizational behaviors. Two hundred and thirty-six participants working in SMEs located in the south of Italy took part. They were invited to ïŹll in a questionnaire investigating their perception of organizational resources and practices (autonomy, leadership, communication, organizational mindfulness, and commitment to resilience), of their individual resources (work engagement and psychological capital), and ïŹnally, of some organizational outcomes (extra-role behavior). Results showed that psychological capital was a signiïŹcant mediator of the relationship betweenemployeesâperceptionoftheorganizationalresourcesandpracticesandextra-rolebehaviors. Concrete implications of these conclusions in terms of human resource management (HRM) are discussed together with limitations of the study and future developments
A Voice is Worth a Thousand Words: The Implications of the Micro-Coding of Social Signals in Speech for Trust Research
While self-report measures are often highly reliable for field research on trust (Mayer and Davis, 1999), subjects often cannot complete surveys during real time interactions. In contrast, the social signals that are embedded in the non-linguistic elements of conversations can be captured in real time and extracted with the assistance of computer coding. This chapter seeks to understand how computer-coded social signals are related to interpersonal trust
What are the New and Emerging Areas of HR and Talent Management Practices to Enhance the Productivity and the Business Outcome?
Question: What are the new and emerging areas of HR and talent management practices that we need to start paying attention to in order to enhance the productivity and the business outcome
Organizational Communication and Burnout Symptoms
Job burnout is a psychological response to work stress. Many studies have been conducted measuring burnout and its causes and consequences. The research into causes of burnout brings up various communication-related constructs, but the relationships with feedback employees receive and communication climate is underexposed. This study investigates these relationships. Data for the current study were collected through a web-based questionnaire held among employees of a Dutch subsidiary of an international financial consultancy firm. The questionnaire included the following clusters of independent variables: (a) background variables, (b) work characteristics, (c) communication, and (d) organizational engagement. Of the four clusters of variables, the organizational engagement variables appeared to be the strongest predictors of job burnout. Still, the communication variables also made an important contribution. Particularly the communication climate and the co-worker social support appeared to be important antecedents of job burnout
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