Schein, Edgar H.Turner, Rebecca A.Schein, Peter A.Hayes, Theodore L....
13页
查看更多>>摘要：Edgar H. Schein reflects upon over 7 decades of organizational consulting in a farranging interview. Topics include the historical context of organizational consulting, what led him to focus currently on humble inquiry, what is new in organizational culture, what is wrong with executive coaching, and his thoughts on diversity and inclusion.
IJntema, Richta C.Ybema, Jan FekkeBurger, Yvonne D.Schaufeli, Wilmar B....
23页
查看更多>>摘要：The aim of the current quasi-experimental field study was to investigate the immediate and 3-month follow-up effects of the resilience-building program ResilienceWise, using a 2 (group) X 3 (time) mixed design. This blended program consisted of an individual assessment, four one-on-one sessions, and two modules in the online, selfhelp, psychological fitness program Psyfit (Bolier et at, 2013). The aim was to enhance resilience resources and positive adaptation in health-care office workers (n = 91) of a large Dutch insurance company during organizational change. The results of this experimental group were compared with the results of a no-program comparison group (n = 140). Positive immediate and long-term effects were found on hope, self-efficacy, environmental mastery, purpose in life, positive affect, positive relationships, general health, and recovery from stress. Only a long-term effect was found on task performance. No effects were found on optimism and mindfulness. The strength of the coach-client relationship was related to most of the immediate program effects. This article reports additional results for a group that attended all one-on-one sessions but did not (fully) adhere to the online component of the ResilienceWise program (n = 67). For this group, we found no significant effects on the dependent variables, implying that only the complete ResilienceWise program was effective. All in all, the current study confirms that resilience resources and positive adaptation can be enhanced in employees during organizational change. These findings extend the existing evidence that resilience-building programs can be effective and are promising for employees in need of resilience during organizational change.
Wallis, AmandaRobertson, JeremyBloore, Rebecca A.Jose, Paul E....
24页
查看更多>>摘要：In the study reported in this article we examined differences and similarities in well-being outcomes (flourishing and satisfaction with life), psychological distress, work and nonwork challenges, and perceptions of organizational support and climate between groups of senior leaders, team leaders, and team members across New Zealand (N = 4,215). Results indicated that nonleaders (team members) reported greater nonwork life challenges, lower flourishing and satisfaction with life, greater psychological distress, and less favorable perceptions of their organizational support and climate compared with team leaders and senior leaders. Team leaders and senior leaders reported more work-related challenges (work demands and poor peer support) and lower satisfaction with their work-life balance. Mediation analysis found that work factors significantly mediated the relationship between leadership status (leader vs. nonleader) and psychological distress, flourishing, and life satisfaction. Findings support the necessity for targeted interventions for different groups within organizational hierarchies. Further, they emphasize the need for proactive and multilevel approaches to building workplace well-being to foster it in all employees regardless of their leadership status. We make recommendations for consulting psychologists to achieve these goals and build psychologically healthy and thriving workplaces.
查看更多>>摘要：The unprecedented complexity and unpredictability of the current business scenalio amplified by the impacts of COVID-19 pandemic require employees to constantly learn new skills and new ways of performing their jobs. Over the past decades the construct of learning agility has attracted considerable attention from human-resource professionals and consultants interested in talent identification. Organizations have then incorporated the construct into their model of high-potential selection and leadership development, and the term is becoming embedded into the talent-management (TM) lexicon. The specific contribution of the current systematic review is to provide a rigorous critique of the existing literature about learning agility and its applications to talent management, focusing on definition, measurement, and operationalization of the construct. In addition, the relationships between learning agility and other talent management constructs have been also investigated. A literature search on Scopus, Web of Science, and PsycINFO databases was performed. The review process has followed the international Preferred Reporting Items for Systematic Reviews and Meta-Analyses (PRISMA) statement guidelines. The initial search identified 250 titles. Fifty-two studies were assessed, and 10 empirical studies (qualitative and quantitative) were considered eligible. Despite the extensive usage of learning agility in organizations, the academic community only recently has become interested in studying the construct. TM research reinforced the importance of learning agility as a key indicator of potential, highlighting learning and growth competences as central components of potential. Nevertheless, a scientific approach to the concept remains still limited. Limitations, practical implications, and directions for future research are also discussed.
查看更多>>摘要：This article proposes a career self-management framework for building and strengthening a personal brand as part of a broad career-development perspective. The aim is to provide a better understanding of the individual's changing role in creating and maintaining a personal brand within the changing world of work. Suggested is a three-stage integrative model of personal-brand ownership. Stage 1 is perceptual, acquiring an "ownership" perception of the individual regarding their own career development. Stage 2 comprises the actual self-branding activities. Stage 3 involves measuring and evaluating the self-built personal brand. Ownership is a key concept in the suggested model. The process involves acquiring beliefs and attitudes according to which an individual takes ownership of their career and directs it based on personal desires, values, and subjective definition of what success is. It continues with actively shaping a personal brand, one that is based on personal values and attached to one's personal goals. The process ends with continuous measurement of the personal-brand equity. In view of the frequent changes in the global employment market, this article contributes to the field in making the linkage between contemporary views on career management and branding theory to allow a better conceptualization of the individual's active role in career development, as well as in providing a valid tool for use by consulting psychologists during the career-development process.
NSTL
Amer Psychological Assoc