<p> Psychological ownership has come to light as an important state with strong implications on employee attitudes and behaviors. However, relatively little attention has been paid towards the process by which employees come to develop feelings of psychological ownership towards their work, particularly regarding the role played by individual traits in this process. Ownership theorists claim that personality and disposition should matter (Mayhew, Ashkanasy, Bramble, &amp; Gardner, 2007; Pierce &amp; Jussila, 2011), yet these claims remain largely untested. The purpose of the current investigation is to address these gaps by exploring how employee disposition and job design contribute to the development of job-based psychological ownership. Employing a cross-sectional approach, data were collected using an online survey where participants were asked to complete measures of trait positive affectivity (PA), job characteristics, work experiences, and job-based psychological ownership. Because the study focused on job-related phenomenon, participants were required to work full-time in a location other than their home to be considered for this study. The final 426 participants (60.4% male, 39.6% female) had an average tenure of 5.04 years (SD = 5.03) and represented a wide range of industries and job levels (23.7% entry-level, 31.0% individual contributor, 17.8% supervisory, 10.8% mid-level manager, 2.8% senior manager, 13.8% technical or professional). Hypotheses were tested using bootstrapped regression analyses and structural equation modeling. Results indicated that job autonomy has a positive effect on job-based psychological ownership (B = 0.501, CI 0.415 to 0.594) through three mediated paths: investment of ideas, effort, and self into one&rsquo;s work (B = 0.252, CI 0.178 to 0.349), experienced control and influence over one&rsquo;s work (B = 0.214, CI 0.137 to 0.293), and intimate knowledge and understanding of one&rsquo;s job (B = 0.036, CI 0.003 to 0.082). Employee PA significantly moderated the mediated path from autonomy to ownership through experienced control (Index of ModMed = 0.017, CI 0.000 to 0.045), such that control mattered more for high-PA employees. Exploratory analyses suggest that PA may play a dual role &ndash; as a moderator of autonomy&rsquo;s effects on control (B = 0.052, CI 0.009 to 0.100), and as an indirect effect on ownership itself. For example, high-PA employees reported greater investment of self in their work, which in turn predicted job-based psychological ownership (B = 0.255, CI 0.177 to 0.361). Ultimately, job autonomy stood out as having a particularly strong and consistent positive effect on job-based psychological ownership. Results suggest that all employees, from the most enthusiastic to the most apathetic can experience this positive psychological state. That is, as long as they are afforded a high level of autonomy in deciding how to plan and carry out their work.</p>

<p> This project examined the impacts of an organization identity intervention on workers&rsquo; commitment during large-scale transformational change at a financial services company. A 21-member information technology team was recruited for the study. Commitment was measured using a quantitative instrument and the events and data collected during the identity intervention were described. Participants generally enjoyed the intervention, although team members grew increasingly negative over the course of the event due to past experiences with similar interventions. Commitment was consistent across both groups and remained unchanged across the study period. The study organization is advised to assure that its leaders support and are prepared to respond to the results of any interventions conducted and take measures to nurture participants&rsquo; existing affective commitment. Continued research is needed to evaluate the impacts of the identity intervention on commitment. Such studies are advised to utilize a larger sample and to measure organizational commitment using mixed methods.</p>

<p> Although researchers have discovered many of the beneficial and positive consequences of employee engagement, little is known about the multitude of antecedent factors that lead to employee engagement. Previous research has demonstrated that an individual&rsquo;s gender is a factor in engagement, and that an employee&rsquo;s racioethnic similarity with a supervisor, job characteristics, and perceived organizational support, are all antecedents of engagement. The present study focused on individual personality, the perceived quality of employees&rsquo; working relationships with their supervisors, and their work roles as either managers or subordinates, to identify whether those variables contribute to employee engagement. This study&rsquo;s survey, administered to 96 respondents in the work force, using hierarchical multiple regression analysis, found that the personality sub-domain of conscientiousness, based on the Big Five model of personality, and the perceived quality of relationship with one&rsquo;s supervisor, based on Leader-Member Exchange (LMX) theory, were positively related to, and predicted employee engagement.</p>

<p> This dissertation explores a gap in understanding about how hiring managers determine whether an ex-offender job applicant passes or fails a selection and hiring process based on their subjective evaluations of the applicant. The research question posed was <i>how do hiring managers describe the process of considering ex-offender job applicants?</i> A grounded theory design was selected to answer the research question so that a concept, model, and/or theory could be developed. The larger population for this dissertation research included hiring managers within organizations residing in the state of Oregon. The sample was recruited from publicly available Chamber of Commerce directories, and consisted of eight voluntary participants from five small businesses who had varied experiences with considering ex-offender applicants for employment. These experiences were analyzed using systematic grounded theory data analysis techniques to develop a theory. The proposed theory explains the concepts and processes that participants used when evaluating an ex-offender applicant for employment and includes 32 detailed concepts and considerations for hiring decisions model. The model explains how participants weighed applicant offense history, severity of crime, and job position requirements when evaluating an applicant. The proposed theory contains three phases, which include a hiring manager&rsquo;s worldview concerning ex-offenders, such as a belief that employing ex-offenders is a service to the community that reduces crime; a hiring manager&rsquo;s cognitive and psychological processes related to recruitment, selection, and integration of ex-offenders into his or her organization; and the primary phase where the decision undergoes additional scrutiny when the applicant is an ex-offender. Movement through these phases appeared to assist participants in arriving at a decision to hire or not hire an ex-offender applicant. Further research is suggested to test and refine the proposed theory and its components.</p>

<p> The purpose of writing <i>Adverse Childhood Experiences and Transformational Leadership at The Bowery Mission</i> was to develop an understanding of the relationship of between childhood trauma and leadership styles at that institution. </p><p> Chapter 1 begins by describing the Bowery Mission and its environs. It develops the association between the transformational leadership and the community then asks the question &lsquo;what exactly is the tangible relationship?&rsquo; Then there is the introduction of the MLQ and CTQ. </p><p> Chapter 2 provides literature and foundation for researching childhood maltreatment and leadership. It develops how childhood maltreatment causes numerous physical, psychological and spiritual effects later in life. Subsequently there is documentation on the literature relating adverse childhood experiences to transformational leadership as well as a section on transformational leadership at non-profits like The Bowery Mission.</p><p> Chapter 3 sets forth the qualitative and quantitative research methodology utilized in approaching the question of statistical relationships between childhood adverse experiences and transformational leadership amongst the leaders at the Bowery Mission. It discusses how and where the interviews were performed and demographics that help round out each individual&rsquo;s background. </p><p> Chapter 4 presents an analysis of data. Leaders are first analyzed individually and then as a group. Statistical data is presented depicting correlations between maltreatment and leadership style. There were no statistical correlations found between transformational behaviors and childhood maltreatments. A number of participants indicated that their poor experiences made them particularly suited to lead similarly hurting individuals.</p><p> Chapter 5 assesses the data. It concludes that transformation takes place despite the lack of statistical correlation. Further research might include a retest in six months with a larger participant group.</p>

<p> This phenomenological study seeks to explore the lived experiences that have led Millennials through a meaning-making process to discover their callings. The primary research question framing this study addresses what the relationship is between Millennials&rsquo; meaning-making process and the discovery of their calling. Secondary questions address how Millennials who have found their calling define and conceptualize the concept and sources of calling, what the lived experiences are that have led Millennials to discover their calling, and how Millennials make meaning of the experiences and influences that have led them to discover their calling. </p><p> Perceiving and living a calling is associated with various life and work outcomes such as life satisfaction/meaning, job satisfaction, and meaningful work. However, little is known about how callings develop. Furthermore, there remain conflicting views on the conceptualization and source of calling. In addition, the existing research on calling is focused primarily on previous generations, university students, and individuals of religious-based backgrounds. It is important for researchers and practitioners to understand how members of the Millennial generation develop a calling, because this generation is currently in the workforce and is reported to be the biggest U.S. generation yet. While there is significant research on the career expectations of Millennials and how they value meaning in their work, there is little known about what experiences lead them to develop their callings and how they make meaning of those experiences to discern their callings. Thus, this study extends the body of research beyond these groups to Millennials who are currently in the workforce and living their callings in order to ensure that their perspectives and experiences of calling are incorporated into the literature. </p><p> Eight Millennials who are currently living their calling were selected for participation in this interview-based study. The findings of the study are presented within the following three main themes: the conceptualization of calling, the lived experiences in developing a calling, and the meaning-making process as it pertains to developing a calling. Bases on these findings, conclusions were developed and implications and recommendations are suggested.</p><p>

<p> Currently there is a high rate of registered nurse (RN) turnover due in part to bullying and harassment among peers; which fosters lower quality nursing care, jeopardizes patient safety, and increases healthcare costs. The purpose of this quantitative nonexperimental study was to examine the relationship between inpatient nurses&rsquo; individual self-esteem and reported bullying and harassment with their intent to leave their job. Two theories were used to provide structure to this work: cognitive experimental self theory and oppressed group theory. Data were collected using the Negative Acts Questionnaire, the Rosenberg Self-Esteem Scale, and the Turnover Intentions Measure. All RNs in a Midwestern state were emailed an invitation link to the instruments housed on SurveyMonkey. Only those respondents who claimed to be inpatient RNs were included in the study (<i>n</i> = 770). The three research questions asked about bullying and harassment among inpatient RNs, about the self-esteem of RNs who experienced bullying and harassment and those who have not, and if those RNs who experienced bullying and harassments intended to leave their jobs. With a 2.1% response rate, results indicated that there was a relationship among RNs and bullying and harassment, the self-esteem of RNs who did not experience bullying and harassment was higher than those who did experience bullying and harassment, and there was a positive relationship between RNs experiencing bullying and harassment and their intent to leave their jobs. This research suggests that if bullying and harassment patterns among RNs are identified sooner, RN turnover can be reduced, patient care quality and safety can be improved, and U.S. healthcare costs can decrease. </p><p>

<p> The purpose of this quantitative study was to assess the impact of mentorship on job satisfaction and intent to stay in the current position among NPs. The theoretical frameworks that provided context for this study were interpersonal relations theory and novice to expert theory. Using a convenience sample of NPs belonging to private LinkedIn and Facebook groups, data was collected through an online survey consisting of the Misener Nurse Practitioner Job Satisfaction Scale and demographic questions. An independent samples <i> t</i>-test was used to test the null hypothesis. The study findings indicated that there were significant differences in job satisfaction scores between the group that was mentored and the group that was not mentored. No significant difference was found in intent to stay between NPs that were and were not mentored. The findings suggest that NPs who are mentored have higher job satisfaction and provides evidence to organizations that employ nurse practitioners to consider the development and initiation of mentorship programs. Further interventional research is recommended to confirm the findings of this study.</p><p>

<p> Secondary employment activities for police officers may have negative outcomes both for officers and their employers. The purpose of this study was to examine the effects of secondary employment (also known as moonlighting, specials, side-jobs, off-duty employment, and multiple job holders) on operational stress, organizational stress, and burnout among police officers. The study was based on Maslow&rsquo;s hierarchy of needs and on strain theory. The sample was 199 full-time sworn law enforcement officers from seven law enforcement agencies in the north-central and southeastern United States. Participants were ages 18-65 with a rank from officer to lieutenant. They completed the Operational and Organizational Police Stress Test developed by McCreary, D., &amp; Thompson, M. (2006) and the Maslach Burnout Inventory, developed by Maslach, C., Leiter, M., &amp; Jackson, S. (1995) as well as a demographic questionnaire. Three subscales where used to examine the effect of age, gender, and years of experience on organizational and operational stress, as well as the effect of stress on burnout. Multiple linear regression analyses showed no significant relationship between operational and organizational stress and the three variables of age, gender, and experience. Data analysis did reveal a significant relationship between burnout and both organizational and operational stress. Results of this study will help police departments improve their policies and procedures governing secondary employment, thus improving officer morale and effectiveness and also public safety.</p>

<p> In order to perform their duties, airline pilots must have no clinical diagnosis of mental illness or any substance use disorder. However, provisions have been in place since the 1970s that provide for a return to work for airline pilots with alcohol problems. To date, over 5,000 airline pilots have undergone rehabilitation for Alcohol Use Disorder (AUD) and successfully returned to work. An important gap in the literature remains with regard to what extent improvements in cognitive performance may be experienced by airline pilots who complete treatment and to what extent age influences the amount of change. This study examined the archival data of 95 male Caucasian pilots who were assessed for cognitive performance shortly after entry to 30-day inpatient treatment and approximately 5 months later during the return to work evaluation. A nonexperimental within subjects design compared pre- and post-treatment scores on the Wechsler Adult Intelligence Scale-IV (WAIS-IV) full scale and 4 index scores as well as differences for age groups (25 to 44, 45 to 54, and 55 to 64). Repeated measures ANOVA revealed that there were significant gains on all WAIS-IV measures pre&ndash;post treatment for AUD. MANOVA results indicated no differences between age groups. These findings support current Federal Aviation Administration program practices with regard to returning airline pilots to work following rehabilitation and a sufficient period of abstinence. The potential of this study to promote the agenda of social change may be substantive for raising awareness of the cognitive deficits associated with AUD and how these may impact the safety of flight operations.</p>