Subjective age and performance based decisions: mediating effects of rater goals

2017 Fall.Includes bibliographical references.The present study examined whether subjective age of the rater was associated with an occupational future time perspective (OFTP) and goal orientation, and whether variations in OFTP and goal orientation predicted performance-based recommendations for older employees. Life-span theories, such as Selection, Optimization and Compensation Theory and the Socioemotional Selectivity Theory, suggest that as we age our goals shift from a future focus to a maintenance focus. However, this future versus maintenance orientation may be associated with one's subjective age. That is, individuals who perceived themselves as subjectively younger may have greater future orientation (and lower maintenance orientation) than individuals with subjectively older ages. Using a performance appraisal context, this study investigated whether this re-orientation of goals leads to differing ratings for older employees. A sample of 305 participants provided performance-based recommendations regarding promotions, developmental training, flextime, and regular performance appraisals for vignettes of older employees. Results showed that subjective age was not a significant predictor of performance recommendations although was correlated with both occupational future time perspective and rating goals. Further the relationship between OFTP and performance recommendations was mediated by rating goals. Although subjective age may be a useful alternative age measure, rater OFTP may be more meaningful in understanding variations in ratings of older employees

Following Up on Employee Surveys: A Conceptual Framework and Systematic Review

Employee surveys are often used to support organizational development (OD), and particularly the follow-up process after surveys, including action planning, is important. Nevertheless, this process is oftentimes neglected in practice, and research on it is limited as well. In this article, we first define the employee survey follow-up process and differentiate it from other common feedback practices. Second, we develop a comprehensive conceptual framework that integrates the relevant variables of this process. Third, we describe the methods and results of a systematic review that synthesizes the literature on the follow-up process based on the conceptual framework with the purpose of discussing remaining research gaps. Overall, this paper contributes to a better understanding of the organizational and human factors that affect this process. This is useful for practitioners, as it provides guidance for the successful implementation of this human resource practice. For example, research suggests that it is important to enable managers as change agents and to provide them with sufficient resources

Human NK Cell Subset Functions Are Differentially Affected by Adipokines

Background: Obesity is a risk factor for various types of infectious diseases and cancer. The increase in adipose tissue causes alterations in both adipogenesis and the production of adipocyte-secreted proteins (adipokines). Since natural killer (NK) cells are the host’s primary defense against virus-infected and tumor cells, we investigated how adipocyte-conditioned medium (ACM) affects functions of two distinct human NK cell subsets. Methods: Isolated human peripheral blood mononuclear cells (PBMCs) were cultured with various concentrations of human and murine ACM harvested on two different days during adipogenesis and analyzed by fluorescent-activated cell sorting (FACS). Results: FACS analyses showed that the expression of tumor necrosis factor-related apoptosis-inducing ligand (TRAIL), granzyme A (GzmA) and interferon (IFN)-γ in NK cells was regulated in a subset-specific manner. ACM treatment altered IFN-γ expression in CD56dim NK cells. The production of GzmA in CD56bright NK cells was differentially affected by the distinct adipokine compositions harvested at different states of adipogenesis. Comparison of the treatment with either human or murine ACM revealed that adipokine-induced effects on NK cell expression of the leptin receptor (Ob-R), TRAIL and IFN-γ were species-specific. Conclusion: Considering the growing prevalence of obesity and the various disorders related to it, the present study provides further insights into the roles human NK cell subsets play in the obesity-associated state of chronic low-grade inflammation

Measuring health-related quality of life in adolescents and young adults: Swedish normative data for the SF-36 and the HADS, and the influence of age, gender, and method of administration

BACKGROUND: There is a paucity of research about health-related quality of life (HRQL) among adolescents, as studies have to a large extent focused on adults. The main aim was to provide information for future studies in this growing field by presenting normative data for the Short Form 36 (SF-36) and the Hospital Anxiety and Depression Scale (HADS) for Swedish adolescents and young adults. Additionally, the influence of age and gender, as well as method of administration, was investigated. METHODS: A sample of 585 persons aged 13–23 was randomly chosen from the general population, and stratified regarding age group (young adolescents: 13–15 years; older adolescents: 16–19 years, and young adults: 20–23 years) and gender (an equal amount of males and females). Within each stratum, the participants were randomized according to two modes of administration, telephone interview and postal questionnaire, and asked to complete the SF-36 and the HADS. Descriptive statistics are presented by survey mode, gender, and age group. A gender comparison was made by independent t-test; and one-way ANOVA was conducted to evaluate age differences. RESULTS: Effects of age and gender were found: males reported better health-related quality of life than females, and the young adolescents (13–15 years old) reported better HRQL than the two older age groups. The older participants (16–23 years old) reported higher scores when interviewed over the telephone than when they answered a postal questionnaire, a difference which was more marked among females. Interestingly, the 13–15-year-olds did not react to the mode of administration to the same extent. CONCLUSION: The importance of taking age, gender, and method of administration into consideration, both when planning studies and when comparing results from different groups, studies, or over time, is stressed

Understanding the genetic complexity of puberty timing across the allele frequency spectrum

Pubertal timing varies considerably and is associated with later health outcomes. We performed multi-ancestry genetic analyses on ~800,000 women, identifying 1,080 signals for age at menarche. Collectively, these explained 11% of trait variance in an independent sample. Women at the top and bottom 1% of polygenic risk exhibited ~11 and ~14-fold higher risks of delayed and precocious puberty, respectively. We identified several genes harboring rare loss-of-function variants in ~200,000 women, including variants in ZNF483, which abolished the impact of polygenic risk. Variant-to-gene mapping approaches and mouse gonadotropin-releasing hormone neuron RNA sequencing implicated 665 genes, including an uncharacterized G-protein-coupled receptor, GPR83, which amplified the signaling of MC3R, a key nutritional sensor. Shared signals with menopause timing at genes involved in DNA damage response suggest that the ovarian reserve might signal centrally to trigger puberty. We also highlight body size-dependent and independent mechanisms that potentially link reproductive timing to later life disease

Following Up on Employee Surveys: A Conceptual Framework and Systematic Review

Employee surveys are often used to support organizational development (OD), and particularly the follow-up process after surveys, including action planning, is important. Nevertheless, this process is oftentimes neglected in practice, and research on it is limited as well. In this article, we first define the employee survey follow-up process and differentiate it from other common feedback practices. Second, we develop a comprehensive conceptual framework that integrates the relevant variables of this process. Third, we describe the methods and results of a systematic review that synthesizes the literature on the follow-up process based on the conceptual framework with the purpose of discussing remaining research gaps. Overall, this paper contributes to a better understanding of the organizational and human factors that affect this process. This is useful for practitioners, as it provides guidance for the successful implementation of this human resource practice. For example, research suggests that it is important to enable managers as change agents and to provide them with sufficient resources

Following Up on Employee Surveys: A Conceptual Framework and Systematic Review

Employee surveys are often used to support organizational development (OD), and particularly the follow-up process after surveys, including action planning, is important. Nevertheless, this process is oftentimes neglected in practice, and research on it is limited as well. In this article, we first define the employee survey follow-up process and differentiate it from other common feedback practices. Second, we develop a comprehensive conceptual framework that integrates the relevant variables of this process. Third, we describe the methods and results of a systematic review that synthesizes the literature on the follow-up process based on the conceptual framework with the purpose of discussing remaining research gaps. Overall, this paper contributes to a better understanding of the organizational and human factors that affect this process. This is useful for practitioners, as it provides guidance for the successful implementation of this human resource practice. For example, research suggests that it is important to enable managers as change agents and to provide them with sufficient resources

The role of mean item ratings, topic distance, direct leadership, and voice climate in action planning after employee surveys

This study contributes to the literature on employee surveys as a tool for organizational development and, specifically, the post-survey action planning process by examining key variables that affect this process. Using data from one large company in Germany, this study investigates team-level action planning in three consecutive years of 5,875 organizational units [OUs] in 2016, 5,673 OUs in 2017, and 5,707 OUs in 2018. Ratings per item on the employee survey and topic distance, which refers to the extent to which a survey topic can be addressed within the boundaries of the OU, predicted choice of topics for action planning. Furthermore, direct leadership and voice climate did not predict whether OUs conducted action planning. However, consistent with hypotheses, results showed that direct leadership and voice climate were associated with significantly less action planning in comparison to other topics of the employee survey. Direct leaders and OU members that experience shortcomings in direct leadership or voice climate need to improve on these topics. However, at the same time, these deficits could hinder leaders and members in planning actions in general and for these specific topics, as they represent important requirements for conducting effective action planning in the first place. This creates an organizational paradox. Based on the findings, it is recommend that organizations take topic distance into account when designing questionnaires that entail action planning expectations and consider offering additional resources and support to OUs and direct leaders to enable effective action planning

Following-up on Employee Surveys: A Conceptual Framework and Systematic Review

Employee surveys are often used to support organizational development (OD), and particularly the follow-up process after surveys, including action planning, is important. Nevertheless, this process is oftentimes neglected in practice, and research on it is limited as well. In this article, we first define the employee survey follow-up process and differentiate it from other common feedback practices. Second, we develop a comprehensive conceptual framework that integrates the relevant variables of this process. Third, we describe the methods and results of a systematic review that synthesizes the literature on the follow-up process based on the conceptual framework with the purpose of discussing remaining research gaps. Overall, this paper contributes to a better understanding of the organizational and human factors that affect this process. This is useful for practitioners, as it provides guidance for the successful implementation of this human resource practice. For example, research suggests that it is important to enable managers as change agents and to provide them with sufficient resources