Energy Management of People in Organizations: A Review and Research Agenda

Although energy is a concept that is implied in many motivational theories, is hardly ever explicitly mentioned or researched. The current article first relates theories and research findings that were thus far not explicitly related to energy. We describe theories such as flow, subjective well-being, engagement and burn-out, and make the link with energy more explicit. Also, we make a first link between personality characteristics and energy, and describe the role of leadership in unleashing followers’ energy. Following, we identify how the topic of energy management can be profitably incorporated in research from a scientific as well as a practitioner viewpoint. Finally, we describe several interventions to enhance energy in individuals and organizations

Transgender employees: workplace impacts on health and well-being

Given that research consistently finds transgender individuals sustaining worse health outcomes than cisgender individuals, it is important to understand the workplace health and well-being experiences of trans employees in order to develop and support trans-sensitive Human Resources policies and interventions. We take an employee journey perspective to explore the experiences of trans individuals as they navigate organizational processes such as recruitment and selection, managing change, co-worker relationships, performance and termination. What the literature demonstrates is that transgender workers face many barriers to physical and psychological health, safety and well-being at work. These barriers can range from organisational oversights such as lack of access to appropriate bathroom facilities to social exclusion and/or verbal harassment from co-workers and physical attacks from customers. Anticipation of mistreatment generates psychological strain and anxiety and lowers trans workers’ career aspirations and career-building behaviours such as applying for jobs or promotions. Trans workers often conceal their transgender identity at work as a coping strategy for avoiding discrimination and harassment, but this in turn produces strain and fatigue arising from the cognitive and emotional effort involved in constructing and maintaining facades. Although HR staff should be the first point of contact for trans employees to develop their plans for coming out and for gender transition if applicable, our review indicates that in many cases, HR may not know how to initially or adequately respond

When Leaders and Followers Match: The Impact of Objective Value Congruence, Value Extremity, and Empowerment on Employee Commitment and Job Satisfaction

Although the topic of value congruence has attracted considerable attention from researchers and practitioners, evidence for the link between person–supervisor value congruence and followers’ reactions is less robust than often assumed. This study addresses three central issues in our understanding of person–supervisor value congruence (a) by assessing the impact of objective person–supervisor value congruence rather than subjective value congruence, (b) by examining the differential effects of value congruence in strongly versus moderately held values, and (c) by exploring perceived empowerment as a central mediating mechanism. Results of a multi-source study comprising 116 person–supervisor dyads reveal that objective value congruence relates to followers’ job satisfaction and affective commitment and that this link can be explained by followers’ perceived empowerment. Moreover, polynomial regression and response surface analyses reveal that congruence effects vary with the importance that leaders and followers ascribe to a certain value: Congruency in strongly held values have more robust relations with followers’ outcomes than congruence in moderately held values