Abstract:In recent years, successive work reorganization initiatives have been implemented in many healthcare settings. The failure of many of these change efforts has often been attributed in the prominent management discourse to change resistance. Few studies have paid attention to the temporal process of workers' resource depletion/accumulation over time and its links with workers' psychological states and reactions to change. Drawing upon the conservation of resources theory, this study examines associations between workers' perceptions of loss of resources, burnout, and attitudes to change. The study was conducted in five health and social service centres in Quebec, in units where a work reorganization project was initiated. A prospective longitudinal design was used to assess workers' perceptions at two time points 12 months apart. Our findings are consistent with the OPEN ACCESS Int. J. Environ. Res. Public Health 2014, 11188 conservation of resources theory. The analysis of latent differences scores between times 1 and 2 showed that the perceived loss of resources was associated with emotional exhaustion, which, in turn, was negatively correlated with commitment to change and positively correlated with cynicism. In confirming the temporal relationship between perceived loss of resources, occupational burnout, and attitude to change, this research offers a new perspective to explain negative and positive reactions to change implementation.

Abstract:Organizations are becoming increasingly demanding in regard to training cost rationalization and justification, and to the associated result achievement obligation. In practice, these pressures result in the introduction of more or less adequate efficiency indicators in relation to training programs. The goal of this study is to understand the relationship between training and training efficiency indicators at the individual level, using a mediation model. This study proposes a three-factor mediation model estimated using a databank of 578 cases. The results first show a positive relation between training satisfaction and normative commitment. Normative commitment has a positive effect on readiness to transfer learning and a negative effect on absenteeism. Theoretical and practical implications are discussed in light of these findings.

The objective of this study is to verify the effect of gender diversity on the board of directors (BD) and the executive committee (EC) of participating Canadian firms with regard to the financial performance and the mediating role of environmental, social, and governance (ESG) orientation in this relationship. The study sample was composed of 133 Canadian firms, and the data cover an 18 year timeline (2002–2019), with 925 observations. This paper provides empirical support for the effect that gender diversity in turnover has on the financial performance of firms and explains 53% of its variance. In addition to supporting the beneficial effect of gender diversity on performance, the study reveals the mediating mechanism through the ESG orientation of companies explaining almost 4% of the total effect of gender diversity on performance. By analyzing two levels of diversity, the study revealed the superiority of the effect of gender diversity in BDs as compared to ECs. We discuss the theoretical and empirical implications of the results found, as well as the limitations and future prospects of research on the subject.

Strengths use has been frequently associated with work performance. However, the psychological processes involved in this relation remain unclear. Drawing on the Broaden‐and‐Build theory of positive emotions and extending previous work on this topic, the objective of this study was to examine the mediator role of positive and negative emotions in the relation between strengths use and work performance. Results confirm previous findings regarding positive emotions, but further reveal that negative emotions also play a significant role in this relation. Taken together, these results suggest that strengths use in the workplace not only contributes to positive emotions, but also reduces the occurrence of negative emotions, which in turn promotes work performance. Implications for research and employee management are discussed.

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