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Reflections on the Metamorphosis at Robben Island: The Role of Institutional Work and Positive Psychological Capital
"... You must be the change you wish to see in the world. Mahatma Gandhi Robben Island is known not only in South Africa but throughout the world as a place of exile, isolation, and sadness. For nearly 400 years, colonial and apartheid rulers banished those they regarded as political trou-blemakers, soci ..."
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You must be the change you wish to see in the world. Mahatma Gandhi Robben Island is known not only in South Africa but throughout the world as a place of exile, isolation, and sadness. For nearly 400 years, colonial and apartheid rulers banished those they regarded as political trou-blemakers, social outcasts, and the unwanted of society (for many years, it was a leper colony) to this rocky, 1,420-acre outcrop that sits just 7.4 miles from beautiful Cape Town. Yet, despite its horrific reputation, starting in the 1960s, the political prisoners on the island be-gan a journey at the psychological and political levels to turn this “hell hole ” into a symbol of freedom, per-sonal liberation, and hope for the future (see
in press. A multilevel model of employee innovation understanding the effects of regulatory focus, thriving, and employee involvement climate
- Journal of Management
, 1994
"... Drawing from tenets of self-determination theory, we propose and test a multilevel model that examines the effects of employee involvement climate on the individual-level process linking employee regulatory focus (promotion and prevention) to innovation via thriving. Using data collected at three po ..."
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Drawing from tenets of self-determination theory, we propose and test a multilevel model that examines the effects of employee involvement climate on the individual-level process linking employee regulatory focus (promotion and prevention) to innovation via thriving. Using data collected at three points in time from 346 participants in 75 groups, multilevel path analytic results demonstrated support for a positive indirect effect from promotion focus to innovation via thriving and a negative indirect effect from prevention focus to innovation via thriving. In addition, results showed a positive indirect effect from employee involvement climate to innova-tion via thriving. Perhaps most important, cross-level moderated mediation results demon-strated that employee involvement climate strengthens the relationship between promotion focus *The first two authors contributed equally. Acknowledgments: The authors would like to thank Dr. Gretchen Spreitzer for reviewing this article prior to submission.
Grenoble Ecole de Management
"... Theory suggests that thriving, the feeling of vitality and experience of learning, is in large part determined by the social environment of employees ’ workplace. One important aspect of this social environment is the position of an individual in the communication network. Individuals who are source ..."
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Theory suggests that thriving, the feeling of vitality and experience of learning, is in large part determined by the social environment of employees ’ workplace. One important aspect of this social environment is the position of an individual in the communication network. Individuals who are sources of communication for many colleagues often receive benefits because other employees depend heavily on these individuals for information; however, there may also be drawbacks to this dependence. In particular, employees who are central in the communication network may experience more role overload and role ambiguity and, in turn, lower levels of workplace thriving. Individual differences are also likely to explain why some individuals are more likely to thrive. Relying on research that views organizations as political arenas, we iden-tify political skill as an individual difference that is likely to enhance workplace thriving. Using a moderated-mediation analysis, we find support for the indirect cost of communication central-ity on workplace thriving through role overload and role ambiguity. Furthermore, we identify both direct and moderating effects of political skill. Specifically, political skill mitigates the extent to which employees experience role ambiguity, but not role overload, associated with their position in the communication network, and these effects carry through to affect thriving. Star employees are often central in communication networks; with this in mind, we discuss the implications of our findings for employees and organizations. Acknowledgments: The authors would like to thank Andrew Parker and Christine Porath for reviewing an earlier
The Relations between Initial Training with Autonomous Motivation, Thriving and Turnover Intentions of Recruiters in the Staffing Industry
, 2012
"... School of Graduate Studies This is to certify that the thesis prepared ..."
Too much of a good thing: Curvilinear effect of positive affect on proactive behaviors
"... Summary Current organizational theory and research affirm the beneficial effects of experiencing positive affect at work. In recent years, researchers have begun to question the popular notion that the more positive affect at work, the better-that more positive affect is desirable for work-related ..."
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Summary Current organizational theory and research affirm the beneficial effects of experiencing positive affect at work. In recent years, researchers have begun to question the popular notion that the more positive affect at work, the better-that more positive affect is desirable for work-related outcomes. In this article, we propose a rationale for why more positive affect may not be better for proactive behaviors at work. Findings from two field studies using two unique data sources demonstrate support for our hypothesis, suggesting that intermediate levels of positive affect are most beneficial for proactive behaviors.
CONNECTING HRM AND CHANGE MANAGEMENT
"... Organizations are continuously under pressure to adapt to new developments such as policy changes, budgets cuts, and the introduction of new management ideologies. To adjust successfully to changing conditions, it is important that employees feel vital and are pro-active so that they can help implem ..."
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Organizations are continuously under pressure to adapt to new developments such as policy changes, budgets cuts, and the introduction of new management ideologies. To adjust successfully to changing conditions, it is important that employees feel vital and are pro-active so that they can help implementing proposed organizational changes. However, how job proactivity and vitality is achieved is still unclear. This study connect HRM literature with change management literature to analyze how HR practices can increase proactivity and vitality at work. We used data collected in three large public healthcare organizations in the Netherlands (n = 1,507). SEM results shows that three HR practices are particularly effective for improving proactivity and vitality: 1) autonomy, 2) participation in decision-making, and 3) teamwork. Based on these results, we discuss the possibilities of using HRM to stimulate employees ’ readiness for organizational change.
TOWARD A THEORY OF SHARING AND RESPONDING TO GOOD AND BAD NEWS AT WORK
, 2014
"... What good is a dream a plan or a scheme the rainbow that you pursue? It's everything, and it's nothing without someone to tell it to. How eager you are to get to that star, but after the journey's through, you're only a lonely dreamer without someone to tell it to. There'll ..."
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What good is a dream a plan or a scheme the rainbow that you pursue? It's everything, and it's nothing without someone to tell it to. How eager you are to get to that star, but after the journey's through, you're only a lonely dreamer without someone to tell it to. There'll be blue days, hard to get through days, days when you'll just want to die. Soon you're older, and the world's colder when there's no shoulder to cry on. Castles in air are empty and bare with no one to share the view. The moonlight is merely moonlight There's no magic in, 'I love you' without someone, someone to tell it to. The moonlight is merely moonlight. There's no magic in 'I love you' without someone, someone to tell it to.
