Millennials in the Workplace: A Communication Perspective on Millennials’ Organizational Relationships and Performance

Stereotypes about Millennials, born between 1979 and 1994, depict them as self-centered, unmotivated, disrespectful, and disloyal, contributing to widespread concern about how communication with Millennials will affect organizations and how they will develop relationships with other organizational members. We review these purported characteristics, as well as Millennials’ more positive qualities—they work well in teams, are motivated to have an impact on their organizations, favor open and frequent communication with their supervisors, and are at ease with communication technologies. We discuss Millennials’ communicated values and expectations and their potential effect on coworkers, as well as how workplace interaction may change Millennials

'Get healthy, stay healthy': Protocol for evaluation of a lifestyle intervention delivered by text-message following the Get Healthy Information and Coaching Service®

Background: Behavioural lifestyle interventions can be effective at promoting initial weight loss and supporting physical activity and dietary behaviour change, however maintaining improvements in these outcomes is often more difficult to achieve. Extending intervention contact to reinforce learnt behavioural skills has been shown to improve maintenance of behaviour change and weight loss. This trial aims to evaluate the feasibility, acceptability and efficacy of a text message-delivered extended contact intervention to enhance or maintain change in physical activity, dietary behaviour and weight loss among participants who have completed a six month Government-funded, population-based telephone coaching lifestyle program: the Get Healthy Information and Coaching Service (GHS). Methods/Design. GHS completers will be randomised to the 6-month extended contact intervention (Get Healthy, Stay Healthy, GHSH) or a no contact control group (standard practice following GHS completion). GHSH participants determine the timing and frequency of the text messages (3-13 per fortnight) and content is tailored to their behavioural and weight goals and support preferences. Two telephone tailoring calls are made (baseline, 12-weeks) to facilitate message tailoring. Primary outcomes, anthropometric (body weight and waist circumference via self-report) and behavioural (moderate-vigorous physical activity via self-report and accelerometer, fruit and vegetable intake via self-report), will be assessed at baseline (at GHS completion), 6-months (end of extended contact intervention) and 12-months (6-months post intervention contact). Secondary aims include evaluation of: the feasibility of program delivery; the acceptability for participants; theoretically-guided, potential mediators and moderators of behaviour change; dose-responsiveness; and, costs of program delivery. Discussion. Findings from this trial will inform the delivery of the GHS in relation to the maintenance of behaviour change and weight loss, and will contribute to the broader science of text message lifestyle interventions delivered in population health settings. Trial registration. ACTRN12613000949785

The Psychological Contract as an Integrative Governance Instrument of the Legal Outsourcing Contract

Outsourcing is a managerial procedure whose success needs clarification regarding the long-term relationship between customer and supplier. The authors\u2019 aim is to examine simultaneously the client\u2019s and supplier\u2019s perspectives through the psychological contract that, by assimilating the contents of the legal contract, focuses on (1) the implicit (not formalized) and reciprocal (mutual) duties between the two parties, (2) the equivalence of psychological obligations and contractual values and (3) the importance of the individual commitment level. While the legal contract is managed and based on an organizational level, the psychological contract is individual and perceived as such: from the authors\u2019 point of view, all workers, regardless of whether they work inside or outside the company, are part of the psychological contract. The authors employ a case study represented by an outsourcing centre belonging to a group of Italian banks, using the \u201cqualitative and quantitative\u201d mixed method. In the first phase, a series of interviews will help identify the key variables to develop a questionnaire for both customers and suppliers. The second phase will comprise the interviews and questionnaire formalization. The two themes, the psychological contract on the one hand and the outsourcing governance on the other hand, represent a highly relevant matter that has received scant attention in the literature

An Interview Study of the Experiences of Police Officers in Regard to Psychological Contract and Wellbeing

In this paper, it is argued that the psychological contract (PC) could provide rich insights into the understanding of employee and employer relations within the police and the stress and wellbeing of officers. Eighteen semi-structured interviews were conducted with active, full-time police officers and these were analysed using framework analysis. More than 100 base-units of meaning were identified which were categorised into six main themes namely ‘Motivation’, ‘Mutual obligations’, ‘Stressors’, ‘Negative consequences’, ‘Mediators’ and ‘Positive impact of the job’. From the interviews, it was apparent that some officers are experiencing PC breach and that this was having a negative impact on their wellbeing. These findings are considered and avenues for improving the situation are discussed.</p