The Art of Health Promotion: Linking research to practice

Calitz, Chris; Santana, Adela

doi:10.1177/0890117118756180

Cited by 4 publications

(3 citation statements)

References 30 publications

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“…Some writers draw attention to the ‘marketisation’ of public services and institutions, including universities that require new identities and practices from staff (Curtis, 2014). They refer to a growing HR trend to promote ‘resilience’ amongst public service workers such as academic staff at universities, by training individuals to cope with, and recover well from, negative workplace stressors (Calitz, 2018). Training might include positive coping strategies, flexibility, problem-solving and communication skills (Bardoel, Pettit, De Cieri, & McMillan, 2014; Calitz, 2018; Crane, 2017).…”

Section: Analysis and Findings: Four Themes Relevant To The Experiencmentioning

confidence: 99%

“…They refer to a growing HR trend to promote ‘resilience’ amongst public service workers such as academic staff at universities, by training individuals to cope with, and recover well from, negative workplace stressors (Calitz, 2018). Training might include positive coping strategies, flexibility, problem-solving and communication skills (Bardoel, Pettit, De Cieri, & McMillan, 2014; Calitz, 2018; Crane, 2017). A key critique of this trend is that responsibility is placed on the individual to change themselves in the face of unreasonable workplace stressors, rather than address wider social forces and other organisational demands placed on workers (Garrett, 2016; Gill & Donaghue, 2016).…”

Section: Analysis and Findings: Four Themes Relevant To The Experiencmentioning

confidence: 99%

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‘I always have fun at work’: How ‘remarkable workers’ employ agency and control in order to enjoy themselves

Owler¹,

Morrison

2019

Journal of Management & Organization

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Organisations and associated management practices are generally considered responsible for promoting employees' enjoyment of work. Our study, on the other hand, seeks to examine the capacity of individual workers to regulate their own experience of fun. We interviewed eight ‘remarkable’ workers who claimed to always (or nearly always) have fun at work. We utilised a critical realist approach in the analysis that enabled the consideration of both structure and agency in the experience of workplace fun. A key research finding was that participants possessed a strong sense of control over their own happiness at work, demonstrated in four ways: (1) a priority placed on fun, (2) a sense of responsibility for fun, (3) a positive orientation to the world and (4) a sense of mastery and challenge in work tasks. Research findings may inspire both individual workers and organisations to adopt an agentic outlook in the workplace, implementing strategies that enhance employee control.

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Section: Analysis and Findings: Four Themes Relevant To The Experiencmentioning

confidence: 99%

Section: Analysis and Findings: Four Themes Relevant To The Experiencmentioning

confidence: 99%

‘I always have fun at work’: How ‘remarkable workers’ employ agency and control in order to enjoy themselves

Owler¹,

Morrison

2019

Journal of Management & Organization

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“…While resilience training programs in the workplace provide modest but statistically significant effects on physical and mental health and work performance outcomes (Calitz & Santana, 2018;Vanhove et al, 2016), training programs often address individual resilience factors such as optimism, problem-solving, reflective learning, mindfulness, selfefficacy, self-regulation, emotional awareness, and stress management (Robertson et al, 2015;Vanhove et al, 2016). Missing from such training approaches is how organizations might address environmental factors.…”

Section: Employee Resiliencementioning

confidence: 99%

The Relationship Between Servant-Leadership and Employee Resilience

Wilkinson¹,

Rennaker²

2022

ijsl

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Liu et al. (2019) wrote, “resilience has become increasingly important for individuals, organizations and society to flourish in the uncertain, risky, turbulent and ambiguous world we live in today.” Resilience enhances the functioning of individuals, teams, and organizations (Britt et al., 2016). Workplace stressors lead to outcomes antithetical to resilience, such as burnout (Lee & Ashforth, 1996), poor physical and mental health (Beasley et al., 2003; Holden et al., 2010), absenteeism (Väänänen et al., 2003), intention to turnover (Chiu et al., 2009; Deery et al., 2010), anxiety, and depression (Melchior et al., 2007). In contrast, Robertson et al.’s (2015) review of 14 studies exploring the results of resilience training in the workplace found that increasing the resilience of employees increases their (a) well-being, (b) mental health, (c) psychosocial functioning, and (d) job performance. Resilient employees are more emotionally stable when faced with adversity, more open to new experiences, and more adaptable to shifting demands (Tugade & Fredrickson, 2004). Continuous, substantive change is increasingly common for organizations and their members (Wee & Taylor, 2017). Studies indicate that resilient individuals respond to change (Tugade & Fredrickson, 2004) better than less resilient colleagues do. Resilience also positively influences employees’ commitment to organizational change (Shin et al., 2012) and overall performance (Luthans et al., 2005). Significant, positive relationships exist between resilience and job satisfaction as well as between resilience and work happiness (Youssef & Luthans, 2007). Kuntz et al. (2016) suggested, “the demonstration of resilient behaviors is predicated on the organization’s and its leaders’ ability to create an environment that enables and supports employees” (p. 461). Therefore, organizational leaders seeking to minimize workplace distress and enhance workplace flourishing should seek to increase employee resilience. Such resilience plasticity (i.e., an individual’s resilience can be increased or decreased) within an organizational setting (Reyes et al., 2015) should encourage and challenge organizational leaders to identify and engage employee-resilience developing behaviors. Research not only reveals that leaders can help followers develop resilience by modeling resilient behaviors (Norman et al., 2005; Shek & Leung, 2016) but also that servant-leadership can reduce stress in employees, an indicator of resilience (Badger, 2017). In contrast to the negative outcomes of workplace stress, research shows that servant-leadership increases employees’ intention to stay (Jaramillo et al., 2009), decreases burnout (Babakus et al., 2010), and relates positively to the psychological health of employees (Rivkin et al., 2014). However, while research demonstrates these likely linkages between servant-leadership and resilience or its benefits, studies have not empirically assessed the relationship. Thus, this study investigated the research question: what relationship, if any, exists between servant-leadership behaviors and employee resilience?

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