Teaching with a focus on self-esteem : an in-depth phenomenological interviewing study.

The purpose of this dissertation is to examine, explore, and describe the phenomenon of teaching with a focus on self-esteem, or teaching with a focus on the affective or psychological domain of development. This phenomenon is called humanistic education which is rooted in humanistic psychology, an American school of psychology that evolved in the middle of this century. Humanistic education is on the rise in educational institutions across the country because of a positive relationship between self-esteem and constructive learning and because of the growing self-esteem needs of our nation\u27s children. This study sought to gain a grounded understanding of the experience and significance assigned to the experience of teaching with a focus on self-esteem by learning from fifteen teachers who actually do teach with such a focus. The qualitative method of in-depth phenomenological interviewing was employed. The data is presented in the form of narrated profiles of selected participants and in the form of key themes that comprise the phenomenon

One job, one deal...or not: do generations respond differently to psychological contract fulfillment?

This paper investigates generational differences in the relations between psychological contract fulfillment and work attitudes. Data were collected from a sample of 909 employees in the Dutch service sector. Structural equation modeling analyses were used to test the moderating effects of generational differences on the influence of psychological contract fulfillment on affective commitment and turnover intention. The relationship between psychological contract fulfillment and these work outcomes was moderated by generational differences. Furthermore, results indicate that different generations respond differently to different aspects of psychological contract fulfillment, such as career development, job content, organizational policies, social atmosphere and rewards. The study provides evidence that generational differences impact the reciprocal relationship between employer and employee. Results from this study suggest that Baby Boomers and Generation X may be more motivated by social atmosphere, whereas Generation Y may be more motivated by job content and career development. Fair organizational policies are particularly motivating to Generation X, and providing rewards, though more important to Generation Y, seem mostly unrelated to work outcomes. This article is the first to study the moderation of generational differences in the relationships between psychological contract fulfillment and work outcomes

Dimensions of human capital and firm performance: Micro-firm context

The objective of the paper is twofold: first, to examine the dimensions of human capital with respect to a measurement model; second, to test the direct and mediating relationships between human capital dimensions and firm performance. A mixed method research design was used. Results suggest a formative construct of demographic and psychographic factors. We found a positive effect of demographic and psychographic factors on firm performance, as also a positive effect of demographic factor on psychographic factor. Further, results indicate the mediation effect of psychographic factor on firm performance. Finally, this study discusses several theoretical and practical implications of the findings

Cross-Border Mobility of Self-Initiated and Organizational Expatriates

Globalization in the late twentieth and early twenty-first centuries has been marked by an increase in cross-border mobility of the highly skilled. Though self-initiated expatriation is a widespread phenomenon, it has received relatively little attention in the academic literature. Furthermore, large-scale studies that track self-initiated and organizational expatriates together, over time and across geographies, are noticeably absent from the literature. Consequently, our understanding of these two forms of mobility is relatively limited. This study, which is the first large-scale analysis of the trends in and patterns of the mobility of organization-initiated expatriates and self-initiated expatriates, attempts to fill this gap by analyzing the mobility patterns of 55,915 highly skilled individuals who made 76,660 cross-border moves between 1990 and 2006. Specifically, we analyze patterns of geographic mobility and then examine the rate, duration, and direction of self-initiated and organizational expatriation over time. Finally, we consider demographic differences in mobility between the two groups

It's okay to manage your boss: the step-by-step program for making the best of your most important relationship at work

"Get what you need from your boss. In this follow up to the bestselling It's Okay to Be the Boss, Bruce Tulgan argues that as managers demand more and more from their employees, they are also providing them with less guidance than ever before. Since the number one factor in employee success is the relationship between employees and their immediate managers, employees need to take greater responsibility for getting the most out of that relationship. Drawing on years of experience training managers and employees, Tulgan reveals the four essential things employees should get from their bosses to guarantee success at work. Shows employees how to ask for what they need to succeed in their high pressure jobs. Shatters previously held beliefs about how employees should manage up. Outlines what employees must get from their managers: clear expectations; the skills needed to perform their jobs; honest feedback, recognition or rewards. A novel approach to managing up, It's Okay to Manage Your Boss is an invaluable resource for employees who want to work more effectively with their managers." Provided by publisher.202p.;15x21,5c