2013),"Correlates of life satisfaction and unemployment stigma and the impact of length of unemployment on a unique unemployed sample", Career Development International, Vol. 18 Iss 3 pp. 257 -280 Permanent link to this document: http://dx.If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -The purpose of this paper is to test a process model of coping with job loss by examining the impact of distal to proximal variable sets for incrementally explaining two distinct subjective well-being variables: life satisfaction and unemployment stigma. A second purpose is to test for mean differences between study scales for increasingly long-term unemployed individuals. Design/methodology/approach -A unique sample of unemployed victims completed an online survey investigating the impact of six variable sets on life satisfaction and unemployment stigma. These sets fall within the McKee-Ryan et al. taxonomy and included: human capital and demographics; personal and financial coping resources; cognitive appraisal; escape-focused coping; problem-focused coping; and job search effort. Findings -Results partially supported the hypothesized variable set impact order on both life satisfaction and unemployment stigma. In addition some significant differences on study variables were found comparing four unemployed groups: up to six months; and three progressively long-term unemployed groups, i.e. seven to 12 months; 13 to 24 months; and over 24 months, with the over 24 month unemployed respondents (23 per cent of the sample) suffering the most.Research limitations/implications -The cross-sectional self-report study research design is the foremost limitation. However, given the challenges of collecting unemployment related-data on such a diverse sample, the unemployment agency/job services recent-job-loss-respondent longitudinal data collection approach used in previous research was not an option. The one-factor test found that only 15 per cent of "common method variance" was explained by the first factor, suggesting that this is not an overriding limitation. Survey constraints necessitated using shortened validated scales in several instances. However, the authors did select the highest loading items when shortening scales and such scales w...

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As Millennials, and next in line the iGen, begin to take over the workforce, they are bringing with them leadership trends that will shape the future of organizational leadership. Modern organizations must respond to an increased pace of the workplace, and the nature of executives’ tasks is increasingly complex. Despite the evidence suggesting that focusing on growth versus performance will lead to better long‐term performance, our business schools continue to emphasize managing performance instead of leading growth. Trends such as real‐time feedback, agile networks of teams, advanced people analytics, micro‐learning, personalized learning, and artificial intelligence enable the digitally minded leader to shape the future of leadership. We know that many leadership dimensions have a causal relationship with desirable organizational outcomes, and that the foundational pillars of leadership, such as shared values and vision, talent development, change management, and reward and recognition, will likely continue to drive these outcomes. However, how we lead in these areas is changing. The current paper explored these phenomena based on current literature with an eye toward the future.

In order to deliver real-time feedback to support employee development and rapid innovation, many companies are replacing formal review-based performance management with systems that enable frequent and continuous employee evaluation. Real-time feedback applications enable supervisors and employees to give, seek, and receive competency-based feedback using their computers, smartphones, or other devices. In this study, we examine the role of one such real-time feedback application to understand its effects on employee performance appraisals. First, we seek better understanding of how workplace relationships affect employee feedback across managers, colleagues, and direct reports and find that feedback tends to be more critical when given by managers. What is even more important from an industry perspective is the role of preferential treatment and retaliation. Managers can be more transactional, but colleagues are not. We also highlight a series of gender observations: men rate women higher than men, and women rate men and women similar to how men rate men. We conclude by finding that positive real-time feedback has a stronger effect on an employee’s future ratings than negative feedback. Our findings have direct implications for the design and implementation of performance management systems and highlight how companies can use information systems to create an innovative human resource operation that delivers flexibility and agility.

If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -This paper's aim is to study a neglected research outcome within the last ten years, i.e. the impact of unemployment on the willingness of those laid off (victims) to endorse their previous employer to others. Design/methodology/approach -A unique sample of unemployed victims completed an on-line survey investigating the impact of personal background variables, organizational background variables and layoff treatment variables on their willingness to endorse their previous employer. Findings -As expected, the perceived legitimacy of closure/procedural justice explained willingness to endorse. It was also found that higher perceived distributive justice was related to willingness to endorse. Collectively both layoff treatment variables explained most of the endorsement variance. Length of unemployment was positively related to anger and depression, and anger and depression were each negatively related to previous employer endorsement. In addition, it was also found that an unexpected new outcome, potential rehire, emerged as related to but distinct from willingness to endorse. Supporting this distinctiveness, victims who were angrier about being unemployed were less likely to endorse their previous employer to others, but victims who were more depressed about being unemployed were willing to potentially reapply to their former employer. Practical implications -Study results reinforce the importance of perceived justice affecting not only layoff victims' previous employer endorsement but also their potential rehiring. Originality/value -A uniquely unemployed sample, primarily executives, middle managers and professional, salaried individuals, with most being longer-term unemployed, was utilized. There was also a stronger measure of distributive justice. Potential rehire emerged as a distinct outcome from willingness to endorse previous employer.