{"title":"Industrial/Organization Consultancy in the United States: A Few of the Challenges","authors":"Barbara Nett, Angie Rosenbaum","doi":"10.24837/PRU.2008.1.171","DOIUrl":"https://doi.org/10.24837/PRU.2008.1.171","url":null,"abstract":"","PeriodicalId":37470,"journal":{"name":"Psihologia Resurselor Umane","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2020-01-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47284256","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
In this paper, we describe the construct of citizenship performance and briefly review some of the industrial and organizational psychology research on organizational citizenship. We discuss the history, the dimensionality, the antecedents, consequences and implications for practice, and also provide a critical analysis. The conclusions of this review are that citizenship performance is important for contemporary organizations and contemporary trends suggest it will continue to be important in the future. We encourage further research in the area of citizenship performance in other cultures beyond the US.
{"title":"Beyond task performance: the concept of organizational citizenship performance","authors":"Dan Ispas, W. C. Borman","doi":"10.24837/PRU.2008.1.146","DOIUrl":"https://doi.org/10.24837/PRU.2008.1.146","url":null,"abstract":"\u0000In this paper, we describe the construct of citizenship performance and briefly review some of the industrial and organizational psychology research on organizational citizenship. We discuss the history, the dimensionality, the antecedents, consequences and implications for practice, and also provide a critical analysis. The conclusions of this review are that citizenship performance is important for contemporary organizations and contemporary trends suggest it will continue to be important in the future. We encourage further research in the area of citizenship performance in other cultures beyond the US. \u0000 \u0000 ","PeriodicalId":37470,"journal":{"name":"Psihologia Resurselor Umane","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2020-01-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"42565574","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Health, Safety and Security: Possible Contributions of Psychology to Risk Analysis and Risk Management","authors":"D. R. Kouabénan","doi":"10.24837/PRU.2007.2.356","DOIUrl":"https://doi.org/10.24837/PRU.2007.2.356","url":null,"abstract":"","PeriodicalId":37470,"journal":{"name":"Psihologia Resurselor Umane","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2020-01-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"45023360","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
In societies in which technological development has reached an advanced stage, risk assessment of all kinds is an individual and social necessity. Individual risk assessment strategies employed by "ordinary" people have certain specific epistemological and methodological characteristics that are well worth studying in order to understand how such people behave. In this paper, the author argues that risk assessment is reached by means of a complex and subjective "construct"; he goes on to analyse two distinct approaches - factorial and procedural - to the assessment process. The difficulties that arise as regards assessment are then analysed in terms of data processing. The author indicates certain relationship patterns between objective ratings (scores) and their subjective counterpart (assessment), and highlights certain - at times surprising - rules of "mental arithmetic".
{"title":"Epistemiological and Methodological aspects of Individual Risk Assessment","authors":"B. Cadet","doi":"10.24837/PRU.2007.2.357","DOIUrl":"https://doi.org/10.24837/PRU.2007.2.357","url":null,"abstract":"In societies in which technological development has reached an advanced stage, risk assessment of all kinds is an individual and social necessity. Individual risk assessment strategies employed by \"ordinary\" people have certain specific epistemological and methodological characteristics that are well worth studying in order to understand how such people behave. In this paper, the author argues that risk assessment is reached by means of a complex and subjective \"construct\"; he goes on to analyse two distinct approaches - factorial and procedural - to the assessment process. The difficulties that arise as regards assessment are then analysed in terms of data processing. The author indicates certain relationship patterns between objective ratings (scores) and their subjective counterpart (assessment), and highlights certain - at times surprising - rules of \"mental arithmetic\".","PeriodicalId":37470,"journal":{"name":"Psihologia Resurselor Umane","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2020-01-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48508206","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
The results of previous studies have consistently supported the relationship between transformational leadership style and work engagement, yet the focus is now on the explanatory mechanisms. This study aims to investigate whether psychological empowerment could be a potential mediator of the relationship between the two constructs. Featuring new knowledge reported in the literature, a non-experimental, cross-sectional study based on a sampleof 174 participants from different industries was conducted. The results of the statistical analysis showed that transformational leadership style is a significant predictor of engagement.Moreover, psychological empowerment partly mediated the relationship between transformational leadership and employees’ work engagement. These findings reiterate both the importance and the efficiency of the transformational leader in relation to the positive outcomes of the subordinates.Also, it highlights a potential motivational process that underpins these results.
{"title":"On the Link between Transformational Leadership and Employees’ Work Engagement: The Role of Psychological Empowerment","authors":"R. Duțu, Andreea Butucescu","doi":"10.24837/PRU.V17I2.291","DOIUrl":"https://doi.org/10.24837/PRU.V17I2.291","url":null,"abstract":"The results of previous studies have consistently supported the relationship between transformational leadership style and work engagement, yet the focus is now on the explanatory mechanisms. This study aims to investigate whether psychological empowerment could be a potential mediator of the relationship between the two constructs. Featuring new knowledge reported in the literature, a non-experimental, cross-sectional study based on a sampleof 174 participants from different industries was conducted. The results of the statistical analysis showed that transformational leadership style is a significant predictor of engagement.Moreover, psychological empowerment partly mediated the relationship between transformational leadership and employees’ work engagement. These findings reiterate both the importance and the efficiency of the transformational leader in relation to the positive outcomes of the subordinates.Also, it highlights a potential motivational process that underpins these results.","PeriodicalId":37470,"journal":{"name":"Psihologia Resurselor Umane","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2019-11-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47799504","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
The way work gets done has changed radically in the past years. As the complexity of job requirements have increased, most organizations have switched from individual work to teams or team based structures such as multi-teaming or multiple team membership (MTM) (Mathieu, Hollenbeck, van Knippenberg, & Ilgen, 2017). MTM is a form of work design whereby employees take part in multiple projects and work teams during a given time frame. While such a way of organizing work within organizations is not new, it is definitely on the rise. 65% up to 95% of employees across the globe operating in knowledge intensive industries currently work in a MTM setting (O’Leary et al., 2011). The average number of teams they are concurrently part of is four (Mortensen et al., 2007) and such teams can span across the boundaries of their main organization. Organizations in Romania are no exception. Multi-teaming is a frequent choice for (and not limited to) companies operating in the information technology (IT) sector, financial, management and human resources consultancy, as well as for research and development departments across manufacturing industries (e.g. automotive).
在过去的几年里，工作的方式发生了根本性的变化。随着工作要求的复杂性增加，大多数组织已经从个人工作转向团队或基于团队的结构，如多团队或多团队成员(MTM) (Mathieu, Hollenbeck, van Knippenberg， & Ilgen, 2017)。MTM是一种工作设计形式，员工在给定的时间框架内参与多个项目和工作团队。虽然这种在组织内部组织工作的方式并不新鲜，但它肯定正在兴起。目前，全球知识密集型产业中65%至95%的员工在MTM环境中工作(O’leary et al.， 2011)。他们同时参与的团队平均数量为4个(Mortensen et al.， 2007)，这样的团队可以跨越其主要组织的边界。罗马尼亚的组织也不例外。多团队是(但不限于)信息技术(IT)部门、财务、管理和人力资源咨询公司以及制造业(如汽车)的研发部门的常见选择。
{"title":"Multiteaming in the Workplace: Challenges for Human Resources Policies and Organizational Development","authors":"O. Fodor","doi":"10.24837/PRU.V17I2.289","DOIUrl":"https://doi.org/10.24837/PRU.V17I2.289","url":null,"abstract":"The way work gets done has changed radically in the past years. As the complexity of job requirements have increased, most organizations have switched from individual work to teams or team based structures such as multi-teaming or multiple team membership (MTM) (Mathieu, Hollenbeck, van Knippenberg, & Ilgen, 2017). MTM is a form of work design whereby employees take part in multiple projects and work teams during a given time frame. While such a way of organizing work within organizations is not new, it is definitely on the rise. 65% up to 95% of employees across the globe operating in knowledge intensive industries currently work in a MTM setting (O’Leary et al., 2011). The average number of teams they are concurrently part of is four (Mortensen et al., 2007) and such teams can span across the boundaries of their main organization. Organizations in Romania are no exception. Multi-teaming is a frequent choice for (and not limited to) companies operating in the information technology (IT) sector, financial, management and human resources consultancy, as well as for research and development departments across manufacturing industries (e.g. automotive).","PeriodicalId":37470,"journal":{"name":"Psihologia Resurselor Umane","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2019-11-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43294247","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Two ways of building psychological assessment reports were explored in two separate cvasi-experimental studies.In the first study, depending on their assigned experimental group, participants received either an integrated or a spatially distant type of report. They were subsequently invited to choose, based on the reports and a corresponding job description, the better candidate for a fictitious job, out of two options. The obtained results suggest that there is no significant difference between the two groups, c2(1) = 0.10, p = .921, fc = 0.009, p = 1.000. Thus, the way in which the reports were structured did not influence in any way the participants’ decision. For the second experiment, which had a similar approach, an eye-tracker was used. Participants were asked to solve the same task, while their eye movements were recorded. The only significant between-group difference was in regards to the integrated transitions the participants made between the graphic and the text, t(29) = 4.45, p = .000, d = 1.59. No significant difference was observed regardingthe number offixations or the duration of fixationsbetween the two groups. Based on these results, we argue that the two contrasted ways of building an assessment report do not influence the accuracy of decisions made.
{"title":"Psychological Assessment Reports in Selection Decisions: The Role of Spatial Contiguity Principle","authors":"Roxana M. Spinu, D. Iliescu","doi":"10.24837/PRU.V17I2.290","DOIUrl":"https://doi.org/10.24837/PRU.V17I2.290","url":null,"abstract":"Two ways of building psychological assessment reports were explored in two separate cvasi-experimental studies.In the first study, depending on their assigned experimental group, participants received either an integrated or a spatially distant type of report. They were subsequently invited to choose, based on the reports and a corresponding job description, the better candidate for a fictitious job, out of two options. The obtained results suggest that there is no significant difference between the two groups, c2(1) = 0.10, p = .921, fc = 0.009, p = 1.000. Thus, the way in which the reports were structured did not influence in any way the participants’ decision. For the second experiment, which had a similar approach, an eye-tracker was used. Participants were asked to solve the same task, while their eye movements were recorded. The only significant between-group difference was in regards to the integrated transitions the participants made between the graphic and the text, t(29) = 4.45, p = .000, d = 1.59. No significant difference was observed regardingthe number offixations or the duration of fixationsbetween the two groups. Based on these results, we argue that the two contrasted ways of building an assessment report do not influence the accuracy of decisions made.","PeriodicalId":37470,"journal":{"name":"Psihologia Resurselor Umane","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2019-11-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"43321319","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Humor is inherent to social interaction and research has mainly focused on the potential benefits of using humor at work. However, different types of humor exist and this study builds on the Job Demands-Resources Model (JD-R) to argue that aggressive humor in the workplace is a demand rather than a resource. Specifically, the study explores the association of aggressive humor and the intention to leave the organization manifested by the employees and the role of exhaustion as a potential explanatory mechanism. Moreover, the study explored the potential buffering role of the quality of leader-employee exchange (LMX) for the negative effects of aggressive humor. The study employed a cross-sectional design in order to test a moderated mediation model. Data were collected from 101 call-center operators and team leaders working in a multinational company. Our findings show indeed that aggressive humor in the workplace is predictive for exhaustion, which, in turn, predicts the employees’ intentions to leave the organization. Contrary to our expectation, the moderating role of LMX did not receive empirical support. Theoretical and practical implications are discussed.
{"title":"The Dark Side of Humor in the Workplace: Aggressive Humor, Exhaustion and Intention to Leave the Organization","authors":"S. Trif, O. Fodor","doi":"10.24837/PRU.V17I2.292","DOIUrl":"https://doi.org/10.24837/PRU.V17I2.292","url":null,"abstract":"Humor is inherent to social interaction and research has mainly focused on the potential benefits of using humor at work. However, different types of humor exist and this study builds on the Job Demands-Resources Model (JD-R) to argue that aggressive humor in the workplace is a demand rather than a resource. Specifically, the study explores the association of aggressive humor and the intention to leave the organization manifested by the employees and the role of exhaustion as a potential explanatory mechanism. Moreover, the study explored the potential buffering role of the quality of leader-employee exchange (LMX) for the negative effects of aggressive humor. The study employed a cross-sectional design in order to test a moderated mediation model. Data were collected from 101 call-center operators and team leaders working in a multinational company. Our findings show indeed that aggressive humor in the workplace is predictive for exhaustion, which, in turn, predicts the employees’ intentions to leave the organization. Contrary to our expectation, the moderating role of LMX did not receive empirical support. Theoretical and practical implications are discussed.","PeriodicalId":37470,"journal":{"name":"Psihologia Resurselor Umane","volume":null,"pages":null},"PeriodicalIF":0.0,"publicationDate":"2019-11-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"49015552","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
京公网安备 11010802042870号
京ICP备2023020795号-1
扫码关注我们
求助内容：
应助结果提醒方式：