Pub Date : 2024-08-09DOI: 10.1177/00218863241269055
Udayan Dhar
The purpose of this study is to use a positive psychology lens to broaden and refine our understanding of professional development experiences, and to construct a practical, but evidence-based framework for a developmental human resource management (HRM) system. Study 1 uses focus group interviews with 18 full-time professionals enrolled in a management education program to explore experiences that are likely to strengthen and clarify one's aspirational future professional identity, or the ideal self. In study 2, two separate professional samples ( N = 204, 271) are used for measurement development and hypotheses testing. Overall, the two studies show that 15 specific development experiences are particularly helpful in the formation of a clear and motivating ideal self for professionals in a wide variety of industries. As a practical application of the findings, a framework for a Developmental HRM System is proposed.
{"title":"Professional Development Experiences Aligned to the Ideal Self: A Positive Psychology Perspective on Individual Development","authors":"Udayan Dhar","doi":"10.1177/00218863241269055","DOIUrl":"https://doi.org/10.1177/00218863241269055","url":null,"abstract":"The purpose of this study is to use a positive psychology lens to broaden and refine our understanding of professional development experiences, and to construct a practical, but evidence-based framework for a developmental human resource management (HRM) system. Study 1 uses focus group interviews with 18 full-time professionals enrolled in a management education program to explore experiences that are likely to strengthen and clarify one's aspirational future professional identity, or the ideal self. In study 2, two separate professional samples ( N = 204, 271) are used for measurement development and hypotheses testing. Overall, the two studies show that 15 specific development experiences are particularly helpful in the formation of a clear and motivating ideal self for professionals in a wide variety of industries. As a practical application of the findings, a framework for a Developmental HRM System is proposed.","PeriodicalId":515858,"journal":{"name":"The Journal of Applied Behavioral Science","volume":"56 19","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-08-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141923764","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}
Pub Date : 2024-06-13DOI: 10.1177/00218863241260435
Rebecca Bednarek
For qualitative scholars, achieving interpretive depth when analyzing large global datasets represents a particular challenge. It is, however, a challenge worth navigating given the power of such datasets to provide a depth of insight into large-scale societal issues. Building on existing insights about qualitative analysis and examples from my own experience of large global research projects, here I seek to offer some advice in this regard. I provide three general heuristics that scholars can keep in mind as characterizing this endeavor: the hermeneutic circle, distributed cognition; and embracing doubt. I then show how these heuristics unfold practically, illustrating a four-step process that I hope is helpful for qualitative researchers seeking to balance depth and breadth to understand macro phenomena.
{"title":"Balancing Depth and Breadth to Understand Macro Phenomena: Some Advice for Analyzing Global Qualitative Datasets","authors":"Rebecca Bednarek","doi":"10.1177/00218863241260435","DOIUrl":"https://doi.org/10.1177/00218863241260435","url":null,"abstract":"For qualitative scholars, achieving interpretive depth when analyzing large global datasets represents a particular challenge. It is, however, a challenge worth navigating given the power of such datasets to provide a depth of insight into large-scale societal issues. Building on existing insights about qualitative analysis and examples from my own experience of large global research projects, here I seek to offer some advice in this regard. I provide three general heuristics that scholars can keep in mind as characterizing this endeavor: the hermeneutic circle, distributed cognition; and embracing doubt. I then show how these heuristics unfold practically, illustrating a four-step process that I hope is helpful for qualitative researchers seeking to balance depth and breadth to understand macro phenomena.","PeriodicalId":515858,"journal":{"name":"The Journal of Applied Behavioral Science","volume":"63 6","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-06-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141347058","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}
Pub Date : 2024-06-05DOI: 10.1177/00218863241257959
Pedro Neves, Karen van Dam
Employee adaptability is of crucial importance in today's dynamic business environments. Yet, we still have limited knowledge of how the effects of individual adaptability are influenced by the work environment, and leaders in particular. In light of Uncertainty Reduction Theory, we hypothesized that employees with high adaptability will be more trustful toward change management and more supportive of the change, particularly when Leader-Member Exchange (LMX) is high. At two points in time, we collected data from 244 employees working in companies undergoing substantial organizational changes. Our main findings support the theoretical model, offering important insights into the mechanisms and boundary conditions involved in employees’ change responses. Practitioners should beware that while individual adaptability is a central element for change responses, it also largely depends on social relationships within the work context (i.e., LMX), suggesting the need to stimulate both in order to promote the appropriate change response.
{"title":"Facilitating Change: The Role of Adaptability and LMX for Change Support","authors":"Pedro Neves, Karen van Dam","doi":"10.1177/00218863241257959","DOIUrl":"https://doi.org/10.1177/00218863241257959","url":null,"abstract":"Employee adaptability is of crucial importance in today's dynamic business environments. Yet, we still have limited knowledge of how the effects of individual adaptability are influenced by the work environment, and leaders in particular. In light of Uncertainty Reduction Theory, we hypothesized that employees with high adaptability will be more trustful toward change management and more supportive of the change, particularly when Leader-Member Exchange (LMX) is high. At two points in time, we collected data from 244 employees working in companies undergoing substantial organizational changes. Our main findings support the theoretical model, offering important insights into the mechanisms and boundary conditions involved in employees’ change responses. Practitioners should beware that while individual adaptability is a central element for change responses, it also largely depends on social relationships within the work context (i.e., LMX), suggesting the need to stimulate both in order to promote the appropriate change response.","PeriodicalId":515858,"journal":{"name":"The Journal of Applied Behavioral Science","volume":"43 2","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-06-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"141384732","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}
Pub Date : 2024-04-16DOI: 10.1177/00218863241246284
Qiao Wang, Zhouyue Wu, Jingjing Liu, Yajun Zhang, Liangcan Liu
Middle managers play a pivotal role in organizational change. However, little is known about the antecedents of middle managers’ resistance to change. Drawing from the conservation of resource theory, this study examines the impact of middle managers’ role overload on their resistance to change. We collected time-lagged data from 242 middle managers in China. Our results show that middle managers’ role overload is positively related to resistance to change, and that this relationship is mediated by middle managers’ workplace anxiety. Furthermore, emotion regulation strategies moderate the effect of middle managers’ role overload on workplace anxiety as well as the indirect effect of middle managers’ role overload on resistance to change via workplace anxiety. These findings offer theoretical insights into how to effectively implement organizational change and manage middle managers’ resistance to change.
{"title":"Middle Managers’ Role Overload, Workplace Anxiety, and Resistance to Change: The Moderating Effect of Emotion Regulation Strategies","authors":"Qiao Wang, Zhouyue Wu, Jingjing Liu, Yajun Zhang, Liangcan Liu","doi":"10.1177/00218863241246284","DOIUrl":"https://doi.org/10.1177/00218863241246284","url":null,"abstract":"Middle managers play a pivotal role in organizational change. However, little is known about the antecedents of middle managers’ resistance to change. Drawing from the conservation of resource theory, this study examines the impact of middle managers’ role overload on their resistance to change. We collected time-lagged data from 242 middle managers in China. Our results show that middle managers’ role overload is positively related to resistance to change, and that this relationship is mediated by middle managers’ workplace anxiety. Furthermore, emotion regulation strategies moderate the effect of middle managers’ role overload on workplace anxiety as well as the indirect effect of middle managers’ role overload on resistance to change via workplace anxiety. These findings offer theoretical insights into how to effectively implement organizational change and manage middle managers’ resistance to change.","PeriodicalId":515858,"journal":{"name":"The Journal of Applied Behavioral Science","volume":"49 S244","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-04-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"140694748","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}
Pub Date : 2024-02-09DOI: 10.1177/00218863231223870
Gavin Schwarz, D. Bouckenooghe
{"title":"Honey, We Shrunk Our Impact: Social Impact in Organizational Research","authors":"Gavin Schwarz, D. Bouckenooghe","doi":"10.1177/00218863231223870","DOIUrl":"https://doi.org/10.1177/00218863231223870","url":null,"abstract":"","PeriodicalId":515858,"journal":{"name":"The Journal of Applied Behavioral Science","volume":"368 8","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-02-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139847966","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}
Pub Date : 2024-02-09DOI: 10.1177/00218863231223870
Gavin Schwarz, D. Bouckenooghe
{"title":"Honey, We Shrunk Our Impact: Social Impact in Organizational Research","authors":"Gavin Schwarz, D. Bouckenooghe","doi":"10.1177/00218863231223870","DOIUrl":"https://doi.org/10.1177/00218863231223870","url":null,"abstract":"","PeriodicalId":515858,"journal":{"name":"The Journal of Applied Behavioral Science","volume":" 41","pages":""},"PeriodicalIF":0.0,"publicationDate":"2024-02-09","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"139788251","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}
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