The influence of job, team and organizational level resources on employee well-being, engagement, commitment and extra-role performance : test of a model

Purpose – Worker well-being continues to be fundamental to the study of work and a primary consideration for how organizations can achieve competitive advantage and sustainable and ethical work practices (Cartwright and Holmes; Harter, Schmidt and Keyes; Wright and Cropanzano). The science and practice of employee engagement, a key indicator of employee well-being, continues to evolve with ongoing incremental refinements to existing models and measures. This study aims to elaborate the Job Demands-Resources model of work engagement (Bakker and Demerouti) by examining how organizational, team and job level factors interrelate to influence engagement and well-being and downstream outcome variables such as affective commitment and extra-role behaviour.Design/methodology/approach – Structural equations modelling of survey data obtained from 3,437 employees of a large multi-national mining company was used to test the important direct and indirect influence of organizational focused resources (a culture of fairness and support), team focused resources (team climate) and job level resources (career development, autonomy, supervisor support, and role clarity) on employee well-being, engagement, extra-role behaviour and organizational commitment.Findings – The fit of the proposed measurement and structural models met criterion levels and the structural model accounted for sizable proportions of the variance in engagement/wellbeing (66 percent), extra-role-behaviour (52 percent) and commitment (69 percent).Research limitations/implications – Study limitations (e.g. cross-sectional research design) and future opportunities are outlined.Originality/value – The study demonstrates important extensions to the Job Demands-Resources model and provides researchers and practitioners with a simple but powerful motivational framework, a suite of measures, and a map of their inter-relationships which can be used to help understand, develop and manage employee well-being and engagement and their outcomes

Employee engagement, human resource management practices and competitive advantage

AbstractPurpose - The purpose of this paper is to argue in support of a model that shows how four key HRM practices focused on engagement influence organizational climate, job demands and job resources, the psychological experiences of safety, meaningfulness and availability at work, employee engagement, and individual, group and organizational performance and competitive advantage.Design/methodology/approach - This conceptual review focuses on the research evidence showing interrelationships between organizational context factors, job factors, individual employee psychological and motivational factors, employee outcomes, organizational outcomes and competitive advantage. The proposed model integrates frameworks that have previously run independently in the HR and engagement literatures.Findings - The authors conclude that HRM practitioners need to move beyond the routine administration of annual engagement surveys and need to embed engagement in HRM policies and practices such personnel selection, socialization, performance management, and training and development.Practical implications - The authors offer organizations clear guidelines for how HR practices (i.e. selection, socialization, performance management, training) can be used to facilitate and improve employee engagement and result in positive outcomes that will help organizations achieve a competitive advantage.Originality/value - The authors provide useful new insights for researchers and management professionals wishing to embed engagement within the fabric of HRM policies and practices and employee behaviour, and organizational outcomes.<br /

The psychological conditions for employee engagement in organizational change: Test of a change engagement model

In the contemporary world of work, organizational change is a constant. For change to be successful, employees need to be positive about implementing organizational change. Change engagement reflects the extent to which employees are enthusiastic about change, and willing to actively involve themselves in promoting and supporting ongoing organizational change. Drawing from Kahn’s engagement theory, the research aimed to assess the influence of change-related meaningful work, psychological safety, and self-efficacy as psychological preconditions for change engagement. The study also aimed to test the indirect associations of the change-related psychological preconditions with proactive work behavior through change engagement. Survey data from a Prolific sample (N = 297) were analyzed using confirmatory factor analysis and structural equations modeling. In support of the validity of the model, the results showed that change-related self-efficacy, psychological safety, and meaningfulness had significant direct effects on change engagement, explaining 88% of the variance. The change-related psychological conditions also had significant indirect effects on proactive work behavior through change engagement. The findings therefore suggest that employees who exhibit higher levels of change-related self-efficacy, psychological safety, and work meaningfulness are more likely to support and promote organizational change, and to proactively engage in innovative work behavior. In practical terms, organizations that create the psychological conditions for change could significantly improve employee motivation to change and to innovate, which in turn would increase the likelihood of successful organizational change, and improved organizational competitiveness. Study limitations and directions for future research are discussed

What asteroseismology can do for exoplanets

We describe three useful applications of asteroseismology in the context of exoplanet science: (1) the detailed characterisation of exoplanet host stars; (2) the measurement of stellar inclinations; and (3) the determination of orbital eccentricity from transit duration making use of asteroseismic stellar densities. We do so using the example system Kepler-410 (Van Eylen et al. 2014). This is one of the brightest (V = 9.4) Kepler exoplanet host stars, containing a small (2.8 Rearth) transiting planet in a long orbit (17.8 days), and one or more additional non-transiting planets as indicated by transit timing variations. The validation of Kepler-410 (KOI-42) was complicated due to the presence of a companion star, and the planetary nature of the system was confirmed after analyzing a Spitzer transit observation as well as ground-based follow-up observations.Comment: 4 pages, Proceedings of the CoRoT Symposium 3 / Kepler KASC-7 joint meeting, Toulouse, 7-11 July 2014. To be published by EPJ Web of Conference

Another Source of Baryons in BB Meson Decays

It is usually assumed that the production of baryons in $B$ meson decays is induced primarily by the quark level process $b\to c\bar ud$, where the charm quark hadronizes into a charmed baryon. With this assumption, the $\Lambda_c$ momentum spectrum would indicate that the transition $B\to\Lambda_c X$ is dominated by multi-body $B$ decays. However, a closer examination of the momentum spectrum reveals that the mass $m_X$ against which the $\Lambda_c$ is recoiling almost always satisfies m_X\agt m_{\Xi_c}. This fact leads us to examine the hypothesis that the production of charmed baryons in $B$ decays is in fact dominated by the underlying transition $b\to c\bar cs$, and is seen primarily in modes with two charmed baryons in the final state. We propose a number of tests of this hypothesis. If this mechanism is indeed important in baryon production, then there are interesting consequences and applications, including potentially important implications for the ``charm deficit'' in $B$ decays.Comment: 9 pages, 3 uuencoded figures included, uses REVTeX, preprint nos. CALT-68-1935, FERMILAB-PUB-94-132-T, JHU-TIPAC-940006, UCSD/PTH 94-0

Boards of Directors: Assessing Their Functioning and Validation of a Multi-Dimensional Measure

Boards of Directors that function effectively have been shown to be associated with successful organizational performance. Although a number of measures of Board functioning have been proposed, very little research has been conducted to establish the validity and reliability of dimensions of Board performance. The aim of the current study was to validate the measurement properties of a widely-used model and measure of Board performance. Exploratory Factor Analysis (EFA) and Confirmatory Factor Analysis (CFA) were conducted on online survey data collected from 1,546 board members from a range of Australian organizations. The analyses yielded 11 reliable factors: (1) effective internal communication and teamworking (2) effective leadership by the Chair (3) effective committee leadership and management (4) effective meeting management and record keeping, (5) effective information management (6) effective self-assessment of board functioning (7) effective internal performance management of board members (8) clarity of board member roles and responsibilities, (9) risk and compliance management (10) oversight of strategic direction, and (11) remuneration management. These dimensions to a large extent correspond to previously suggested, but not widely tested, categories of effective Board performance. Despite self-reported data and a cross-sectional design, tests of common method variance did not suggest substantive method effects. The research makes significant contributions to the corporate governance literature through empirical validation of a measure shown to reliably assess 11 discrete dimensions of Board functioning and performance. Practical and theoretical implications, study limitations and future research considerations are presented

Weighted maximal regularity estimates and solvability of non-smooth elliptic systems II

We continue the development, by reduction to a first order system for the conormal gradient, of $L^2$ \textit{a priori} estimates and solvability for boundary value problems of Dirichlet, regularity, Neumann type for divergence form second order, complex, elliptic systems. We work here on the unit ball and more generally its bi-Lipschitz images, assuming a Carleson condition as introduced by Dahlberg which measures the discrepancy of the coefficients to their boundary trace near the boundary. We sharpen our estimates by proving a general result concerning \textit{a priori} almost everywhere non-tangential convergence at the boundary. Also, compactness of the boundary yields more solvability results using Fredholm theory. Comparison between classes of solutions and uniqueness issues are discussed. As a consequence, we are able to solve a long standing regularity problem for real equations, which may not be true on the upper half-space, justifying \textit{a posteriori} a separate work on bounded domains.Comment: 76 pages, new abstract and few typos corrected. The second author has changed nam

Do Patients and Oncologists Discuss the Cost of Cancer Treatment? An Observational Study of Clinical Interactions Between African American Patients and Their Oncologists

PURPOSE: Financial toxicity negatively affects patients with cancer, especially racial/ethnic minorities. Patient-oncologist discussions about treatment-related costs may reduce financial toxicity by factoring costs into treatment decisions. This study investigated the frequency and nature of cost discussions during clinical interactions between African American patients and oncologists and examined whether cost discussions were affected by patient sociodemographic characteristics and social support, a known buffer to perceived financial stress. Methods Video recorded patient-oncologist clinical interactions (n = 103) from outpatient clinics of two urban cancer hospitals (including a National Cancer Institute-designated comprehensive cancer center) were analyzed. Coders studied the videos for the presence and duration of cost discussions and then determined the initiator, topic, oncologist response to the patient\u27s concerns, and the patient\u27s reaction to the oncologist\u27s response. RESULTS: Cost discussions occurred in 45% of clinical interactions. Patients initiated 63% of discussions; oncologists initiated 36%. The most frequent topics were concern about time off from work for treatment (initiated by patients) and insurance (initiated by oncologists). Younger patients and patients with more perceived social support satisfaction were more likely to discuss cost. Patient age interacted with amount of social support to affect frequency of cost discussions within interactions. Younger patients with more social support had more cost discussions; older patients with more social support had fewer cost discussions. CONCLUSION: Cost discussions occurred in fewer than one half of the interactions and most commonly focused on the impact of the diagnosis on patients\u27 opportunity costs rather than treatment costs. Implications for ASCO\u27s Value Framework and design of interventions to improve cost discussions are discussed