Literatura científica selecionada sobre o tema "Hf5548.2"

Research suggests that working with trauma survivors can result in a range of negative effects including ‘vicarious trauma’, ‘secondary trauma’, ‘compassion fatigue’ and ‘burnout’ amongst other things. Although the impact of being exposed to traumatic stories has been investigated in a range of professionals no studies to date have explored the impact of this on UK mental health workers known as care coordinators. The aim of this study was to explore a sample of care coordinators responses to client’s traumatic stories and the role of coping and perceived organisational support. Twelve UK care coordinators (community psychiatric nurses, occupational therapists and social workers) from two NHS mental health recovery teams completed interviews about their experiences of hearing clients’ traumatic experiences. Grounded theory was employed to analyse the interviews. The care coordinators heard traumatic stories in their role and were ‘active participants’ in these disclosures. They also experienced short and long-term levels of distress which included a range of negative emotions, a mixture of positive and negative responses and a broadening of their perspectives on themselves, their clients and the world. Care coordinators also developed a range of individual coping strategies, experienced individual and organisational barriers to seeking support and experienced limited organisational support for hearing traumatic stories. This is the first UK study to investigate care coordinators’ responses to clients’ traumatic experiences. Therefore further exploratory studies are required in addition to studies with larger sample sizes and measures of trauma related symptoms.

National cultural and institutional factors and the influence of the parent company affect the ways in which Multinational Corporation subsidiaries train and develop their staff. However, existing studies have not compared training and development using a comprehensive range of comparative factors. Thus the key determinants of the organization, planning and conduct of training and development are not identified or explained. This study develops a comprehensive series of factors that can be used to compare training and development in the British and French subsidiaries of a Swedish Multinational Corporation. The hypothetical implications of national culture, the national institutional context and the national origin of the parent company are identified. It is expected that national cultural and institutional factors will have a greater influence upon training and development than the actions of the parent company, and that cultural factors will be more influential than institutional factors. The hypotheses are tested in a study that involves interviewing company staff and training providers in Britain, France and Sweden. A range of company documents is also gathered. Analysis of the data reveals that the parent company has virtually no influence on the training and development actions of the subsidiaries, although there are signs that this ‘lack of management’ may be under review. Further analysis reveals that national culture is the key determinant of the ways in which training is conducted in the subsidiaries. However, cultural explanations for the ways in which the subsidiaries organize and plan training and development are rejected. The competitive market environment that the subsidiaries operate in, especially the ability (or not) to gain market share seems to be the key determinant of the organization and planning of training and development in the subsidiaries. It is concluded that this is a significant finding which should be explored in future studies

US retailers lose over $30 billion in merchandise annually. Merchants also suffer billions more in losses of cash, supplies, time, equipment, and growing civil liability costs. In order to control these losses, retail companies use a combination of people, programs, and systems. A review of the literature indicates specialised loss prevention employees are an important part of many asset protection programs.;A major interest of managers is improving the efficiency of their crime and loss control processes, including loss prevention store detective programs. Retail managers commonly use job performance reviews to gauge the individual efficacy of store detectives. In addition to job training, and job output supervision, research has indicated certain stable characteristics of individuals helps explain actual job performance, making pre-employment selection a critical part of process improvement. However, relatively little attention has been devoted to the selection of in-store detectives in the literature.;Qualitative research was used to identify critical job tasks in order to develop and validate a specialised job performance instrument. The preliminary research with subject matter experts indicated four distinct job roles of store detectives. This job analysis also resulted in a new job performance rating instrument later tested in the quantitative phase of the project.;Subsequently, a quantitative study of 201 US store detectives (using the performance instrument in a concurrent validity design) developed four distinct selection models designed to help explain role-specific job performance variance. Four hypothesis regarding the relationship between biographical data, personality traits, cognitive ability and the four measures of job performance were tested using multiple and logistic regression. The four resulting models explained between 13% and 23% of the variance in detective job performance measures.;Implications of the project's findings, and suggestions are also discussed in context t the current sample, as well as prior work in pre-employment selection research.

This research examines the authentic leadership of supervisors and future time orientation of employees as antecedents of employee feedback-seeking behavior. I also proposed two different mediating mechanisms to explain why authentic leadership and future time orientation could lead to employee feedback seeking, while boundary conditions were also examined. This research comprises two studies. Despite an increasing number of studies showing a positive relationship between characteristics of feedback source and feedback-seeking behavior, little is known about the influence that leaders exert on promoting follower feedback-seeking behavior when they serve as feedback sources. In study 1, I developed a model to fill this void by linking authentic leadership with feedback seeking. Specifically, I hypothesised that authentic leadership was positively related to employee feedback seeking behaviour and was mediated by both perceived instrumental value and image cost of feedback seeking. In addition, power distance was hypothesized to moderate the relationships between authentic leadership and the mediators. Testing the model with data from a sample of 237 supervisor-follower dyads, results revealed that (1) there was a positive relationship between authentic leadership and feedback seeking from the supervisor, (2) perceived instrumental value and perceived image cost mediated the relationship between authentic leadership and feedback seeking, (3) power distance moderated the positive relationship between authentic leadership and perceived value in such a way that the relationship was stronger for people higher, rather than lower, in power distance, (4) power distance moderated the negative relationship between authentic leadership and perceived cost in such a way that the relationship was weaker for people higher, rather than lower, in power distance. Drawing upon psychological ownership theory, Study 2 hypothesized a positive influence of future time orientation on feedback seeking from various sources (i.e., supervisors and co-workers). I also hypothesized job-based psychological ownership to be a driving force for feedback seeking and as an underlying mechanism through which future time orientation was positively related to feedback seeking from supervisors and co-workers. In addition, transformational leadership was hypothesized to moderate the relationship between future time orientation and job-based psychological ownership. Tested with data from a sample of 228 subordinate-supervisor dyads from China, the results revealed that (1) future time orientation was positively related to feedback seeking from supervisors and co-workers, (2) job-based psychology ownership was positively related to feedback seeking from supervisors and co-workers and mediated the relationship between future time orientation and feedback seeking form various sources. - provided by Candidate.