Expanding the HRD Role: Improving employee well-being and organizational performance

Gilbreath, Brad; Montesino, Max U.

doi:10.1080/13678860601032684

Cited by 51 publications

(51 citation statements)

References 20 publications

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“…However, developing and implementing strategies to address work overload is challenging when work intensification is becoming a common phenomenon across countries, occupations, and industries (see Green 2004 for a review). At the very least, regular monitoring of workloads can enable an evaluation of the extent to which this is a significant workplace issue (Gilbreath and Montesino 2006). In an ideal world, an intervention to address workload issues would go to the source of the problem and alleviate workload by increasing resources and reducing demands (e.g.…”

Section: Implications For Hr Practitionersmentioning

confidence: 99%

Work--life conflict: Is work time or work overload more important?

Skinner

Pocock

2008

Asia Pacific Journal of Human Resources

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Work time in the form of long hours or control over work scheduling (flexibility) dominates much of the debate, and organisational policies and interventions, around sustaining a healthy work-life relationship. In this study we challenge this assumption, and argue instead for the importance of the quantity of work (work overload). Using data collected in a national Australian study, we found that work overload was the strongest predictor of full-time employees' work-life conflict. Work hours, their fit with preferences, and control over work scheduling also demonstrated small to moderate associations with work-life conflict. This study indicates that time-based work-life policies, procedures and interventions are necessary, but not sufficient, for addressing work-life conflict. Effective management of work overload, with its potential to contribute to emotional strain/exhaustion and long work hours, should be considered as a keystone strategy to support a healthy work-life relationship.Time is a prominent feature of work-life discussions, policies and strategies, particularly around issues of long work hours and flexibility in work scheduling. In this paper we question whether a time-based approach to work-life issues is sufficient to guide effective policies and interventions. Instead we argue that addressing issues of workload, work overload in particular, should

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Section: Implications For Hr Practitionersmentioning

confidence: 99%

Work--life conflict: Is work time or work overload more important?

Skinner

Pocock

2008

Asia Pacific Journal of Human Resources

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“…Such efforts, on behalf of organizational success, are based on employees' healthy attitudes and behaviours (Gilbreath and Montesino 2006). Furthermore, developing psychosocially positive work environments increases employees' self-esteem and sense of team spirit (Gilbreath and Montesino 2006).…”

Section: Introductionmentioning

confidence: 99%

“…Van Dyne and reported a positive relationship between PO and employees' positive OCB. An organization's performance could be defined with two factors: system-based financial performance and behaviour-based human performance (Gilbreath and Montesino 2006). PO may be considered as a behaviour-and performance-influencing affective concept that links organizational climate and employee behaviours.…”

Section: Introductionmentioning

confidence: 99%

A missing link: psychological ownership as a mediator between transformational leadership and organizational citizenship behaviour

Park

Song

Yoon

et al. 2013

Human Resource Development International

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Interest in psychological ownership (PO) has increased due to its influence on employees' attitudes and behaviours. This study focuses on PO as a mediator between transformational leadership (TL) and organizational citizenship behaviour (OCB) in the Korean public sector, which does not have employee stock ownership plans (ESOPs). With a total of 214 cases from the Korean public sector, structural equation modelling (SEM) analysis was conducted, and chi-square difference-based model comparison was performed to examine the mediating effect. Results indicated statistically significant relationships between TL and employees' PO and between employees' PO and their OCB. A statistically significant full mediating role of PO between TL and OCB in the Korean public sector context was found.

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“…Here is the focus of employee development mainly on enhancing productivity, innovation and competitiveness. However, Gilbreath and Montesino [3] argues that HR professionals should be concerned with work factors that affect well-being to improve employee health and contribute to organizational effectiveness.…”

Section: Introductionmentioning

confidence: 99%