1,720,990 research outputs found
Nouveaux regards sur les interrelations complexes entre le bien-être et les performances au travail = New perspectives on the complex relationship between well-being and work performance
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Self-compassion and resilience at work: A practice-oriented review
Full text linkThe Problem
A key challenge for human resource development (HRD) scholars and practitioners is to understand the individual competences that can be trained and developed to enhance employee resilience at work. Empirical evidence has been accumulated on the benefits of self-compassion—that is, a set of malleable states that can be developed through HRD interventions—for individual resilience, as well as on the factors that can strengthen self-compassion in organizations. Nonetheless, limited efforts have been devoted to translate this critical scientific knowledge into evidence-based, practical insights that could guide the implementation of effective human resource development practices to develop self-compassion and, thereby, increase resilience in organizations.
The Solution
This article presents a practice-oriented literature review of the benefits of self-compassion for resilience at work. The relationship between self-compassion and resilience at work, as well as the specific workplace factors that foster growth are outlined for practical implications in the workplace. Facilitators are identified as (1) personal factors (i.e., experience of stress and level of self-awareness), (2) contemplative trainings, and (3) leadership styles and listening styles. This article provides evidence-based practical recommendations for the implementation of these factors and of self-compassion in organizations for increased resilience.
The Stakeholders
Stakeholders of this practice-oriented review are employees (especially those exposed to highly stressful job conditions) and their leaders, human resource developers in charge of setting the development of training and developmental processes to enhance self-compassion and resilience, and HRD research scholars interested in advancing current literature on self-compassion and resilience at work
Who Responds Creatively to Role Conflict? Evidence for a Curvilinear Relationship Mediated by Cognitive Adjustment at Work and Moderated by Mindfulness
Full text linkThis study aims to clarify to what extent, how and under what conditions role conflict is positively related to employee creativity. Drawing on activation theory and conservation of resources theory, we hypothesized an inverted U-shaped relationship between role conflict and creativity in which the relationship is stronger and positive at intermediate levels of role conflict. Additionally, we predicted that this curvilinear path would be mediated by cognitive adjustment at work and moderated by mindfulness. To test our hypotheses, we conducted two independent studies—a cross-sectional study with 123 employees from an Italian firm and a time-lagged research with 320 employees from various UK firms. Consistent with our predictions, polynomial regression analysis results provided evidence for an inverted U-shaped relationship between role conflict and creativity and for the mediating role of cognitive adjustment at work. Moreover, when mindfulness was high (versus low), intermediate levels of role conflict were associated with increased cognitive adjustment at work and creativity. Our findings enhance current understanding of the conditions under which different levels of role conflict boost or impair creativity at work and offer new insights into how employee can maintain an optimal level of creativity despite conflicting role demands. This is the first study to document a non-linear and indirect relationship between role conflict and employee creativity, as well as to identify mindfulness as a boundary condition shaping the creativity-enhancing effects of role conflict
Does Role Conflict Fuel Employee Creativity? Evidence for a Curvilinear Relationship Moderated by Mindfulness.
No full textPurpose – This study aims to clarify to what extent and under what conditions role conflict is positively related to employee creativity. Building on activation theory and conservation of resource theory, we hypothesized an inverted U-shaped relationship between role conflict and creativity in which the relationship is stronger and positive at intermediate levels of role conflict. Additionally, we predicted that this curvilinear path would be moderated by mindfulness, such that the beneficial effects of a moderate level of role conflict would hold only for employees with high levels of mindfulness.
Design/Methodology/Approach/Intervention – We conducted two independent studies – a cross-sectional study among 123 employees from an Italian firm and a time-lagged study among 134 employees from various Canadian firms – to test our hypotheses.
Results – Consistent with our predictions, polynomial regression analysis results provided evidence for an inverted U-shaped relationship between role conflict and creativity. Moreover, when mindfulness was high (versus low), intermediate levels of role conflict were associated with increased creativity.
Limitations – The self-report nature of our studies raises issues of common method variance.
Research/Practical implications – Our findings enhance current understanding of the conditions under which different levels of role conflict boost or impair creativity at work, and offer new insights into how employee can maintain an optimal level of creativity in spite of conflict role demands.
Originality/Value – This is the first study to document non-linear relationships between role conflict and employee creativity, as well as to identify mindfulness as a boundary condition shaping the creativity-enhancing effects of role conflict
Enhancing nurses’ empowerment: The role of supervisors’ empowering management practices
No full textAim. This study tests a theoretical model where: (a) nurses’ dispositional
resistance to change is indirectly negatively related to behavioural empowerment
through the mediating role of psychological empowerment; and (b) supervisors’
empowering management practices buffer both the negative relationship between
dispositional resistance to change and psychological empowerment and the
indirect negative relationship between resistance to change and behavioural
empowerment via psychological empowerment.
Background. Promoting a high level of empowerment among nursing personnel is
important to ensure their effectiveness in the context of organizational change. It
is thus essential to advance our current understanding of the factors that hamper
nurses’ psychological and behavioural expressions of empowerment and to clarify
supervisor practices that can overcome such barriers.
Design. A cross-sectional research design.
Method. We collected survey data during 2012 from a sample of 197 nurses
from a Canadian hospital undergoing a major organizational change.
Results. Results from moderated mediation analyses provided evidence for an
indirect negative relationship between dispositional resistance to change and
behavioural empowerment through psychological empowerment, and for a
moderating (buffering) effect of supervisors’ empowering management practices on
this mediated relationship. These findings provided support for our hypotheses.
Conclusions. Supervisors’ empowering management practices represent an
important contextual buffer against the negative effects of dispositional resistance
to change on nurses’ empowerment. Organizations should develop empowering
management skills among nurses’ supervisors to counteract the detrimental effects
of dispositional resistance to change and to sustain an empowered nursing
workforce
Examining the inverted U-shaped relationship between workload and innovative work behavior: The role of work engagement and mindfulness
Full text linkIs workload good or bad for employee innovation? Workload and innovative work behavior are widely studied research topics. However, the relationship between them is not well understood. As a result, there is a lack of evidence-based knowledge that could inform managers and organizations on how to boost workplace innovation in demanding work contexts. Building on the job demands–resources model, the present study posits that workload relates to innovative behavior through work engagement. Specifically, we argue that this indirect relationship exhibits an inverted U-shaped pattern in which workload is most likely to benefit innovative behavior when it is moderate. We further identify mindfulness as an important moderator that influences individuals’ ability to manage stress. In support of these predictions, three studies – a two-wave time-lagged study of 160 employees from various Canadian firms, a three-wave time-lagged study of 153 employees from US firms, and a two-wave panel study of 208 employees from US firms – found work engagement mediated the inverted U-shaped relationship between workload and innovative behavior. Moreover, when mindfulness was high, intermediate levels of workload were associated with increased innovative behavior through enhanced work engagement (Studies 1 and 2). We discuss the implications of these findings for theory and practice
Self-compassion at work: A key for enhancing well-being and innovation across levels.
Full text linkThe purpose of this study is to examine the mechanisms underlying the influence of self-compassion on innovation and well-being at work at multiple levels. Building on the tripartite model of affect regulation, we propose and test a mediation model in which social safeness explains self-compassion's relationship with innovation and well-being at the individual and group levels. The study participants were 101 employees on 26 teams from different organizations in Canada. The data were collected at two measurement times and were analyzed via multilevel modelling. Consistent with our predictions, the results indicated that social safeness mediated the relationship of self-compassion with well-being and innovation at the individual and group levels. We discuss the implications of this research for theory and practice
Le rôle des stresseurs sur le comportement d’innovation : Quand le leadership habilitant du supérieur protège le potentiel d’innovation des travailleurs = The role of stressors on innovative behavior: When superior empowering leadership protects the innovation potential of workers.
No full textThis study focuses on the relationship between workplace stressors and innovative work behavior. The
joint analysis of the mediation process supporting this relationship as well as the influence of certain
external conditions such as the moderating role of the supervisor has made it possible to highlight the
dynamic that underlie the relationship between stressors and innovation behavior. Using the challenge-
hindrance model, this theory proposes that challenge (i.e., role overload) and hindrance (i.e., role
ambiguity and role conflict) stressors exert positive and negative indirect effects, respectively, on
innovative work behavior through psychological empowerment (PE). Furthermore, empowering leadership
(EL) has the potential to optimize the benefits of challenge stressors and reduce the effects of
hindrance stressors on PE and indirectly on innovation work behavior. In support of these predictions, a
time-lagged study of 146 employees from various Canadian firms reveals that hindrance stressors,
particularly role ambiguity, are negatively related to innovative work behavior through PE. Moreover,
when EL was high, the positive effects of role overload were enhanced through PE while the negative
effects of role ambiguity and role conflict were attenuated. The implications of these findings for research
and practice are discussed
Going Beyond Counting First Authors in Author Co-citation Analysis
Full text linkThe present study examines one of the fundamental aspects of author co-citation analysis (ACA) - the way co-citation
counts are defined. Co-citation counting provides the data on which all subsequent statistical analyses and mappings
are based, and we compare ACA results based on two different types of co-citation counting - the traditional type that
only counts the first one among a cited work's authors on the one hand and a non-traditional type that takes into
account the first 5 authors of a cited work on the other hand. Results indicate that the picture produced through this non-traditional author co-citation counting contains more coherent author groups and is therefore considerably clearer. However, this picture represents fewer specialties in the research field being studied than that produced through the traditional first-author co-citation counting when the same number of top-ranked authors is selected and analyzed. Reasons for these effects are discussed
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