排序方式: 共有244条查询结果,搜索用时 15 毫秒
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Christa L. Wilkin Cristina Rubino 《European Journal of Work and Organizational Psychology》2018,27(2):204-218
Temporary workers offer immediate benefits to the bottom line; yet, it is unclear how incorporating temporary workers into teams affects how they function. We apply social identity theory to propose that temporary workers significantly reduce individual- and team-level networks and team effectiveness but that commitment to the leader and intergroup competition can help temporary and permanent employees work together more effectively. Using a sample of employees nested in teams (Study 1, n = 312), we found that status differences affected member interactions resulting in sparser advice and friendship networks for temporary workers compared to their permanent counterparts. At the team level (Study 2, n = 58), these team member differences or contract diversity impacted team functioning through advice networks, such that, teams with greater contract diversity had sparser networks and were less effective. Further, commitment to the leader was found to moderate the negative impact of contract diversity on advice and friendship network density. With the increasing use of temporary worker and the prevalent use of teams, these findings have broader implications for HR functions and present possible avenues to mitigate the negative consequences of temporary workers. 相似文献
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为了探讨急性创伤青年患者的心理健康水平及小组干预对策,采用三种国际通用量表(SCL-90、HAMA、HAMD)对160例急性创伤青年患者进行测评,在给予传统心理护理的同时,进行小组干预,然后比较患者干预前后心理健康水平;并以既往同种病例为对照,比较治疗效果。结果显示,86.25%的急性创伤青年患者存在有不同程度的心理障碍。通过小组干预后,患者心理健康水平明显提高;患者的临床疗效明显改善。因此小组干预可显著改善急性创伤青年患者的心理应激水平,提高临床疗效。 相似文献
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Wei He Po Hao Xu Huang Li-Rong Long Nathan J. Hiller Shao-Long Li 《Personnel Psychology》2020,73(1):199-225
Drawing on the componential model of creativity (Amabile), we examined how shared leadership and a formally appointed leader's transformational leadership jointly cultivate team creativity in two studies. We conducted an experiment with a sample of 109 undergraduate students (32 teams) enrolled in a business plan competition (Study 1) and a field survey based on multisource, time-lagged data collected from 251 full-time employees working on 64 research and development teams (Study 2). The results from both studies revealed that shared leadership enhanced team members’ individual creative self-efficacy and individual creativity, which in turn improved team creativity. Moreover, the results from Study 2 showed that a formally appointed leader's use of different transformational leadership behaviors had different impacts on individual and team creativity. Individual-focused transformational leadership strengthened the positive effect of shared leadership on team members’ average individual creativity, whereas group-focused transformational leadership facilitated the translation of teams with high average individual creativity into teams with high levels of team creativity. The theoretical and practical implications of the findings are discussed. 相似文献
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In the hope of complementing the structural perspective in upper echelon research and advancing a fine-grained understanding of dyadic leadership influence in management teams, the current study combines two types of intrateam structures—leadership network and friendship network—to create a multidimensional conceptualization of leadership structure in management teams. Specifically, we propose that management teams with a denser singular leadership network (i.e., a network consisting of many leadership ties that are not coupled with friendship ties) should have lower management team cohesion, which subsequently renders worse business unit performance. To contrast, management teams with a denser multiplex network (i.e., a network consisting of many leadership ties that are coupled with friendship ties) should have higher management team cohesion, which subsequently renders better business unit performance. Guided by structural contingency perspective, we further propose that management team task interdependence will strengthen team cohesion's positive impact on business unit performance. To test the hypothesized model, we collected team-level social network data and multiple-wave survey data from 697 managers nested in 148 hotels (i.e., 148 management teams) owned by a large hospitality company. We also obtained objective performance data for each hotel (i.e., occupancy percentage rate and revenue per available room per day) as the criterion measure. The data supported our hypotheses. The theoretical and practical implications of our findings are discussed. 相似文献
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以往个体和团队冲突研究主要考察了个人特征或团队特征对冲突结果的影响, 而尚未充分关注冲突管理过程中个体特征与团队特征间的交互效应。基于个人-团队匹配理论, 本研究探讨了个体层面宜人性与团队层面宜人性异质性对团队中个体冲突(关系冲突、任务冲突)和工作绩效间关系的影响。基于来自64个银行服务团队(包含339名下属和64名主管)的多来源、多时点纵向数据, 本研究所得结果显示:(1)关系冲突显著负向影响工作绩效, 任务冲突对工作绩效的影响不显著。(2)个体宜人性能够显著减弱关系冲突对工作绩效的负面影响, 而增强任务冲突对工作绩效的正向影响。(3)关系/任务冲突、个体宜人性和团队宜人性异质性间存在着三重交互效应, 共同影响工作绩效。具体而言, 当团队宜人性异质性水平较低时, 个体宜人性对关系/任务冲突与工作绩效间关系的调节作用更加显著。 相似文献
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The authors find it more useful to payattention to relationships than to boundaries.By focusing attention on bounded, individualpsychological issues, the metaphor ofboundaries can distract helping professionalsfrom thinking about inequities of power. Itoversimplifies a complex issue, inviting us toignore discourses around gender, race, class,culture, and the like that support injustice,abuse, and exploitation. Making boundaries acentral metaphor for ethical practice can keepus from critically examining the effects ofdistance, withdrawal, and non-participation.The authors describe how it is possible toexamine the practical, moral, and ethicaleffects of our participation in relationshipsby focusing on just relationships rather thanon boundaries. They give illustrations andclinical examples of relationally-focusedethical practices that derive from a narrativeapproach to therapy. 相似文献
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