940 research outputs found

    Work-family conflict and stress

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    Over the past twenty years, increasing attention has been paid by researchers and organizations to the interface between people’s work and their family lives. In 1977, Rosabeth Kanter argued that the notion that work and life off the job are separate worlds is a ‘myth’. Since then there has been a growing volume to research on the interaction between job or work demands are experiences and family life. The burgeoning literature on this topic can be attributed to a variety of reasons, including changing family structures, with a significant increase in the number of dual-earner families and single-parent families; changing family orientations, with many couples now delaying the onset of children and also reducing the overall number of children; increasing participation of women in the workforce to the point where in many Western countries, in particular, employed women now out-number their male colleagues; and finally, a greater desire to achieve some kind of ‘balance’ between work and family responsibilities, to enhance both individual and family well-being

    Professional wellbeing

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    The aim of this chapter is to review issues relating to wellbeing and stress that may affect psychologists. It will discuss the causes of stress and wellbeing and the outcomes for psychologists, then set out some realistic ways in which stress can be managed and wellbeing can be supported

    Exploring new frontiers to generate an integrated definition of workaholism

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    In general, contemporary data indicate that workaholism represents a value system about the importance of working and achieving that certainly does not meet the scientific criteria for addiction, as it is associated with a similar quality of health and relationships to that of the rest of the adult population, and generally does not worsen over time (McMilIan and O'Driscoll, 2004). Interestingly, while the majority of workaholics appear to derive high enjoyment from their work and their leisure, it is their reluctance to utilize psychological `off-buttons' that potentially makes them a challenging group for management professionals (Machlowitz, 1980)

    Job-related stress and burnout

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    Occupational stress is a topic of substantial interest to organizational researchers and managers, as well as society at large. Stress arising from work conditions can be pervasive and significant in its impact on individuals, their families and organizations. There is also a widespread belief that management of job stress is a key factor for enhancing individual performance on the job, hence increasing organizational effectiveness. Sethi and Schuler 1984 outlined four major reasons why job stress and coping have become prominent issues: a concern for individual employee health and well-being; b the financial impact on organizations including days lost due to stress-related illness; c organizational effectiveness; and d legal obligations on employers to provide safe and healthy working environments

    Industrial and organisational psychology

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    Industrial and organisational (I/0) psychology is concerned with people’s work-related values, attitudes and behaviours, and how these are influenced by the conditions in which they work. I/O psychologists contribute to both the effectiveness of organisations (e.g. improving productivity) and the health and well-being of people working within organisations. The field is related to other disciplines, such as organisational behaviour and human resource management, and also has close links with other sub-disciplines within psychology, especially social psychology and some aspects of human experimental psychology (e.g. cognition)

    I-O Psychology in Aotearoa, New Zealand: A world away?

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    Industrial-organizational psychology has had a fairly long history in this country, dating back to around the 1920s (Jamieson & Paterson, 1993). To a large extent the field developed initially within universities, although the focus of I-O psychologists’ activities in this country has always been very applied. Inclusion of I-O psychology in university curricula originally started at the University of Canterbury (in the south island) and then Massey University (in the north island); now two other universities (University of Auckland and University of Waikato, both in the north island) also provide training programs in the field. There are about a dozen academics in psychology departments who would consider themselves to be I-O psychologists, and a small handful in management or HRM departments. Clearly the number of academics specializing in this field is very small. Although this poses challenges for the development of I-O psychology in Aotearoa New Zealand, at the same time it helps communication among us

    Aprendizaje recíproco: la experiencia bancaria de Estados Unidos y Europa

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    Si bien ningún país ha desarrollado un sistema de banca perfecto, ciertos aspectos de los sistemas bancarios de varios países son muy atractivos. La amalgama de los mejores elementos de los sistemas bancarios existentes podría ofrecer un sistema mejor que los que hay en cualquier país. Combinando el sistema alemán de banca universal con las normas danesas de supervisión y regulación, el sistema estadunidense y británico de pasivos bancarios desregulados e innovación financiera y el plan de la Comunidad Europea de diversificación geográfica, se podría crear un sistema bancario mucho más sólido y seguro. Quienes formulan las políticas en Estados Unidos y en Europa pueden aprender mucho examinando los éxitos y los fracasos en ambos lados del Atlántico.

    Examining the relationship between work-related factors and work-family-related factors on work-family conflict

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    The current work-family conflict literature is characterized by limitations in focus and methodology, particularly with a failure to link work-family conflict with work-family policies. This study compares the influence of work-related factors and work-family related factors on work-family conflict in two directions. A local government organization in New Zealand was the setting. Findings show that work factors account for a significant component of both work-to-family and family-to-work conflict, although this is far greater on work-family conflict. Work-family practice use had little influence on work-family practices was found to positively associate with family-work conflict. Overall, the finds suggest managers in search of reducing employee conflict should focus directly upon work factors such as workload, rather than see to use work-family practices as the primary way to reduce conflict

    Psychometric properties of the General Health Questionnaire-12 in a sample of Hong Kong employees

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    The General Health Questionnaire-12 (GHQ-12) is a widely used instrument for measuring psychological strain, but the factor structure of the GHQ-12 is inconclusive. The present study examined onefactor, two- and three-factor models of the GHQ-12 using structural equations modelling in a longitudinal data-set of Hong Kong employees. The findings supported a two-factor model consisting of a ‘Social Dysfunction’ factor measured by three items, and an ‘Anxiety/Depression’ factor measured by four items. Implications and limitations are discussed

    Role resources and work-family enrichment: The role of work engagement

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    The majority of work-family research has focused on negative spillover between demands and outcomes and between the work and family domains (e.g., work-family conflict; see review by Eby, Casper, Lockwood, Bordeaux, & Brinley, 2005). The theory that guided this research was in most cases role stress theory (Greenhaus & Beutell, 1985) or the role scarcity hypothesis (Edwards & Rothbard, 2000). However, according to spillover theory, work-related activities and satisfaction also affect non-work performance, and vice versa. Recently, in line with the positive psychology movement (Seligman & Csikszentmihalyi, 2000), work-family interaction research has also included concepts of positive spillover (Bakker & Schaufeli, 2008; Grzywacz & Marks, 2000). This emerging focus supplements the dominant conflict perspective by identifying new ways of cultivating human resource strength
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