<p> This study investigates the impact of low-intensity workplace mistreatment on affective outcomes for sexual minority workers. The study was grounded in affective events theory and minority stress theory. Data was composed of survey responses from a convenience sample of 380 U.S. adults who work full-time and identify as sexual minorities. Hierarchical multiple regression analyses revealed workplace incivility and heterosexist microaggressions significantly predicted negative discrete emotional reactions (i.e., anger, disgust, fear, guilt and sadness). Internalized heterosexism moderated the predictor-outcome relationship between incivility and affective disgust, and between heterosexist microaggressions and affective anger, disgust, and sadness, such that individuals with low internalized heterosexism had greater negative outcomes when forms of mistreatment were high. Results are discussed in terms of both their theoretical implications, and practical implications for organizational research and practice. </p><p>

<p> Stemming from the perception of trust and communication in a remote work environment, the experiences of the employees were analyzed based on three factors of self-efficacy, personal engagement, and interpersonal relationships with their leaders. Using Interpretative Phenomenological Analysis (IPA), the study employed semi-structured interviews to gain experiential data from nine qualified remote employee participants who had worked remotely one day per week for a minimum of one year. The data were coded and the four themes that surfaced were: (a) the desire to succeed is key to the feeling of mastery in a remote role, (b) performance in a remote role is the result of feeling independent, support from others, and productivity due to less distractions, (c) communication in a remote work environment is vital for justification of role and understanding perceived distances in relationship development, and (d) trust is an essential element in the perception of relationships in a remote work environment. Findings of this study concluded trust and communication are vital components of the perception of self-efficacy, personal engagement, and interpersonal relationships. This study contributed to understanding the psychological conditions necessary to be successful in a remote work environment for both academic and practical knowledge of remote employment.</p><p>

<p> PURPOSE. The purpose of this study was to identify the career benefits and calculate the return on investment (ROI) of unpaid volunteer leadership as perceived by chapter leaders in a professional talent development industry association. The definition of career benefits was adapted from Hirschi&rsquo;s Career Resources Model, which includes: social capital, human capital, career identity and psychological resources (2012). Additionally, this study used the ROI Institute&rsquo;s ROI MethodologyTM to identify and calculate the costs and benefits of volunteer leadership to determine the ROI of time served as an unpaid volunteer leader (2013).</p><p> METHODS. This descriptive mixed-method study gathered quantitative and qualitative data via an online survey and semi-structured telephone interviews from 40 volunteer chapter leaders of the Association for Talent Development (ATD). </p><p> FINDINGS. There were multiple positive findings and several levels of ROI data documenting the strong value of volunteer leadership in a professional talent development association, and also demonstrating that there is very positive return from giving back to the profession. By giving their time and sometimes their money, volunteer leaders reaped multiple career benefits such as skill development, deeper relationships, publishing, contracts, speaking opportunities, new jobs and promotions. These specific career benefits resulted in a very significant positive financial ROI of 246%. </p><p> CONCLUSIONS. This study proved the paradox of volunteer leadership &mdash; often the main motivator is to give back, however what volunteer leaders receive is so much more. There is a strong tangible return on investment, as well as numerous intangible career benefits for serving as a volunteer leader in a professional talent development association. RECOMMENDATIONS. This study provides ideas for leveraging the value of volunteer leadership for individuals, associations and organizations. Individuals can improve or enhance their social capital, human capital, psychological resources and career identity. Associations can use this data to provide clear evidence of the value of volunteer leadership. Finally, corporations can encourage volunteer leadership as a tool to enhance or accelerate the leadership development of employees while also supporting professional industry associations.</p>

<p> Athletes are given many forms of advice about how to think in ways that promote persistence in the face of aversive and fatigue-producing events. This study evaluated the impact of different kinds of verbal statements on task persistence by athletes. Competitive CrossFit athletes from the Western United States were recruited to participate in one of two experiments. Experiment 1 employed a within subject, alternating treatments design (ATD); Experiment 2-used a pre-and-post group comparison. The ATD investigated the efficacy of three kinds of specific statements designed to increase performance during a demanding and stress-producing task: two were suggested by traditional sports psychology (a statement to focus on the task and a statement to distract from the task), and one suggested by Relational Frame Theory (RFT) and the concept of psychological flexibility (a statement to focus on willingness to persist in the face of aversive emotions). The pre/post group design aimed to replicate and statistically improve the power of the effects indicated in Experiment 1. Results from this program of research suggest that the statement focused on openness to experience improved task persistence significantly over baseline, and more so than a statement instructing athletes to distract themselves from the task. The willingness statement was also marginally more effective than the statement prompting the athletes to focus directly on the task.</p>

<p>Retention is increasingly important in today?s workforce as millennials and future generations are entering the workplace (Kantrowitz, 2014; Lyons, Schweitzer, & Ng, 2015). A recently identified personality characteristic, grit, may be a good predictor of retention (Robertson-Kraft and Duckworth, 2014). The current study explored the importance of grit on the hiring decisions, predicted task and contextual performance for a hypothetical candidate for a sales position. The level of participant grit was also explored to examine potential similar-to-me effects. Participants viewed a job description, resume, and assessment results (grit and cognitive ability scores) of a hypothetical job applicant and were asked to complete hiring decision, predicted task and contextual performance and grit measures. The results of the current study indicated that a candidate?s cognitive ability and grit level were viewed as significant factors in the hiring decision. Participant grit level also had a significant positive effect on predicted task and contextual performance. Candidates with a higher grit score were given a higher hiring decision score and were rated higher for predicted task and contextual performance. Candidates with a higher cognitive ability were given a higher hiring decision score when compared to those with a lower cognitive ability score. Implications from the current study apply to selection decision makers, job applicants and researchers.

<p> Healthcare is in a state of continuous change. The estimated failure rates for organizational change of 70% to 80% also exist within American hospitals and physician offices. Change research suggests that failure is not found in the process, but in the lack of consideration for the people during the change. A best practice approach to changing healthcare practices is the redesign of care teams. The transition to high-performing care teams requires renewed skills and behaviors, the willingness and ability to continuously change, and the belief that it can be successful. Self-efficacy, the belief in one&rsquo;s abilities to perform a specific task or action, and group-efficacy, the belief in one&rsquo;s group&rsquo;s abilities to perform a specific task or action, have been used in research on individual health behaviors, and have not been studied with team work in the primary care setting. This cross-sectional, quantitative study explores the relationship between self-efficacy and group-efficacy, and their relationship to organizational change capacity in a primary care setting. Individuals with higher self-efficacy are likely to expend effort and persist at a task, and tolerate with adverse experiences. Teams of individuals with higher group-efficacy exhibit increased effort and perseverance to the group task, including a higher level of resilience to group experienced adversity. Both self-efficacy and group-efficacy are generative, providing opportunity to develop these as capabilities within primary care teams. Exploring these relationships provides insights for leveraging the limited and valued resources of primary healthcare in achieving successful change.</p>

<p>The Health Managerial Appraisal (HMA) is a competency-based assessment that measures a test-taker?s ability to evaluate interpersonal effectiveness and decision-making capabilities in others. The instrument was developed for assessing managers in Health, Human, and Community Service (HHCS) organizations for skills that are essential to managing staff as they provide person-centered care. This study evaluated the construct validity of the HMA through a correlational method. HMA scores were correlated with the Watson-Glaser Critical Thinking Appraisal, California Psychological Inventory, and Behavioral Observations. The sample included 77 managerial job applicants in the HHCS industry. The results yielded convergent and discriminant evidence that the HMA as a valid measure of these necessary constructs for managing in the HHCS industry. The HMA has potential to be used to inform selection of HHCS managerial applicants as well as help current HHCS managers identify areas for professional development.

<p>The initial development and content validation of the Health Managerial Appraisal (HMA) is outlined in this study. The content of the HMA was developed based on a Health, Human, and Community Service (HHCS) Managerial Competency Model that was created by subject matter experts. In today?s HHCS organizations, managerial roles now include empowering direct support professionals. Empowerment requires that managers accurately evaluate staff?s interpersonal effectiveness and decision-making capability. The HMA measures a test-taker?s ability to evaluate these two skill sets. The HMA was first administered to initial job applicants across all job levels (N = 2,072). Based on these test-taker responses, the HMA was revised from six scenarios to four. The revised form was then administered to final candidates for managerial and executive level jobs (N = 77). These executive and managerial candidates performed better on the HMA than initial stage job applicants, suggesting that more qualified managerial candidates were more likely to perform well on the HMA. Additionally, internal consistency reliability of the HMA test scores was .735, suggesting that the HMA produced reliable test scores. The HMA has the potential to inform selection of HHCS managerial candidates as well as help current HHCS managers identify areas for professional development.

<p> In a review of previous literature, this study attempted to delineate and define work engagement, generally, and teacher engagement specifically. It aimed to illuminate the importance of identifying and understanding when a teacher is engaged. This study suggested ways school leaders and policy makers could use teacher engagement to improve the teaching and learning that takes place in their schools. </p><p> This study measured teacher engagement at a small independent K 8 school in two ways: (a) as a personal trait (using the Engaged Teachers Scale or ETS administered once); (b) as a state that may change over time (using an Experience Sampling Method form or ESF multiple times over the course of a work week). The ESF also measured variables on instructional format and levels of interaction with an administrator.</p><p> The findings of this study described the teacher engagement of the population sampled. It weighed the relationship between trait teacher engagement and state teacher engagement. It found a significant relationship between a teacher&rsquo;s engagement when measured as a static trait and that teacher&rsquo;s engagement when measured as a dynamic state. The study found a significant relationship between trait teacher engagement and a teacher&rsquo;s social interactions with students. It did not find a similarly significant relationship when considering state teacher engagement. This study also considered the relationship between teacher engagement and a teacher&rsquo;s last interaction with an administrator. It also considered a teacher&rsquo;s social engagement with colleagues. The study explored the relationships between teacher engagement and the mean number of different instructional formats used in each class period. Finally, the study considered the relationships that might be present between teacher engagement and the percentage of time that a teacher uses varying instructional formats. </p>

<p> Organizations have begun to use <i>video-recorded interviews</i> as an applicant-screening tool; however, their impact on hiring processes has not yet been fully investigated by researchers. Video-recorded interviews are meant to provide interview-like experiences with greater flexibility for applicants and enhanced efficiencies for the hiring organization. Despite their promise, researchers are just beginning to examine this technology to determine how usage might affect important outcomes like applicant test performance and reactions. Drawing from justice theories and Potosky's (2008) conceptual framework of assessment media, the current study examines the relationship between interview type (i.e., video-recorded interview vs. synchronous online interview), applicant reactions, and interview performance in order to extend our theoretical understanding of technology mediated interviewing and provide practical recommendations for organizations interested in video-recorded interviewing. Results suggest that video-recorded interviews lead to less cognitive load, fewer impression management behaviors, and improved perceptions of procedural justice. Moreover, interview performance was found to be invariant across administration media. The results of the current study generally support the use of video-recorded interviewing as a replacement for initial structured online interviews.</p><p>