Development of managers’ emotional competencies: mind-body training implication

Gruicic, Dusan; Benton, Stephen A.

doi:10.1108/ejtd-04-2015-0026

Cited by 10 publications

(4 citation statements)

References 35 publications

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“…For multiple organization studies reviewed, just over half of potential respondents are selected from a list compiled by a third‐party organization (Table ), most frequently a training or learning and development provider (e.g., Gruicic & Benton, ). Other compilers of lists used include business forums (Abbasain & Yazdanfar, ), business directories (Liu, ), professional bodies/institutes (Fontana et al, ), and accreditation organizations (Sartori, Tacconi, & Caputo, ), although none use online volunteer panels.…”

Section: Gaining Physical Access In Hrd Survey Researchmentioning

confidence: 99%

Beyond the Single Organization: Inside Insights From Gaining Access for Large Multiorganization Survey HRD Research

Saunders

Gray

Bristow³

2017

Human Resource Dev Quarterly

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Gaining physical access to potential respondents is crucial to human resource development ( HRD ) survey research. Yet a review of the HRD , human resource management, and best-selling business and management research methods texts in the United States, and United Kingdom reveals that, even where the process of gaining access is discussed and its cruciality stressed, inside accounts and insights regarding the daunting and problematic nature and its impact on data collected are rarely emphasized. More specialist methods literature, although outlining some potential issues, again offers few insights into the actual realities likely to be faced in the real world. Consideration of recent articles in HRD journals highlights also that, despite the widespread use of surveys, often via the Internet, such issues of physical access are rarely mentioned, reporting at best merely summarizing from whom and how data were obtained. We speak to this problem by offering two inside accounts of multiorganization research studies utilizing a survey strategy and Internet questionnaire, where gaining access to people across a large number of organizations threw up many challenges. These accounts offer clear insights into the issues and implications for rigor associated with gaining access when undertaking Internet surveys using both purchased lists (databases) and volunteer panels. In particular, they highlight the importance of recognizing that gaining access is often problematic, and provide a context for our recommendations for research practice, thereby assisting the mitigation of potential problems.

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Section: Gaining Physical Access In Hrd Survey Researchmentioning

confidence: 99%

Beyond the Single Organization: Inside Insights From Gaining Access for Large Multiorganization Survey HRD Research

Saunders

Gray

Bristow³

2017

Human Resource Dev Quarterly

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“…Further, in congruency, there are studies which have supported that emotional work at the workplace facilitates and encourage the feeling of personal accomplishment and reduces emotional exhaustion and hardening amongst employees (Ashforth and Tomiuk, 2000; Erickson and Wharton, 1997; Zapf, 2002). In this context role of various job and personal resources have been highlighted which confers that individual resources help the employees in mitigating the adverse effects of job demands which gives them the opportunity to maintain their authenticity at the workplace (Gruicic and Benton, 2015; Bakker et al , 2014). In this context, studies have unveiled various personal resources such as hope, resilience, self-esteem, organisational based self-esteem, self-efficacy, confidence and social support act as moderators in emotional work settings to raise employee well-being (Guler and Cetin, 2019; Lee, 2019; Kotze, 2018; Örtenblad, 2018; Schaufeli and Taris, 2014).…”

Section: Literature Reviewmentioning

confidence: 99%

Authenticity and employee wellbeing with reference to emotional work: a review

Mehta

2021

MHSI

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Purpose In the service industry, there is an involvement of the human factor which comprises continuous interpersonal interactions. Sometimes, these interactions create incongruence between displayed and felt emotions which distract the employees from their authentic self and impair their well-being. This paper aims to made an attempt to review different studies to identify an association between authenticity at the workplace and employee well-being with reference to emotional work. Design/methodology/approach The different studies have been reviewed mentioning the association between authenticity at the workplace and employee well-being with reference to emotional work published during the period of 1983–2020. The database which is used to identify and extract the research papers includes APA PycNET, Business Perspectives, Elsevier, Emerald Insight, Inderscience Publishers, SAGE, Taylor and Francis, etc. The keywords used for shortlisting the studies include employee well-being, emotional work, emotional dissonance, job satisfaction, surface acting, authenticity, burnout, authentic living, self-alienation. Findings The study has determined that emotional work influences the authenticity of an employee which further impacts the well-being of employees. Research limitations/implications The present review would aid the researchers in explaining the relevance of authenticity at the workplace for enhancing the employee well-being specifically in emotional work settings. Social implications Promoting well-being at the workplace requires an action-oriented approach from the national level also. Hence, the present study may help in drawing inferences for framing well-being policies for employees at the national level. Originality/value The paper is amongst the few reviews which have analysed the substantial role of authenticity in the context of emotional work to improve employee well-being.

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“…al, 2006;Slaski & Cartwright, 2003). Furthermore, EI improvement depends on practice intensity (i.e., the time spent on practicing is more important than the frequency) (Clarke, 2010;Gruicic & Benton, 2015).…”

Section: Analyzing Existing Ei Training Programsmentioning

confidence: 99%