Human Resources Management Commons^™

The Career Resilience Of Senior Women Managers: A Cross-Cultural Perspective, Uma Jogulu, Esmé Franken

Research outputs 2022 to 2026

This article examines how cultural contexts influence the demonstration of resilient behaviors of women senior managers in large organizations. We compare the experiences of Malaysian and Australian women overcoming key challenges and obstacles in their career journeys by engaging in the resilience strategies of network leveraging, learning, and adaptability. Our findings reveal the unique, complex, and contextual nature of career resilience, and show how resilience can be demonstrated, often differently, across culture and context. Our study adds to the existing body of literature in the areas of careers, gender in the workplace, and resilience, by highlighting how senior women sustain …

Evaluating Job Redesign: Strategies And Preliminary Findings From Louisiana, Quality Improvement Center For Workforce Development

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The Louisiana Department of Children and Family Services, Child Welfare Division (CWD), in partnership with the Quality Improvement Center for Workforce Development (QIC-WD) conducted a needs assessment of their child welfare system. The needs assessment indicated high caseloads and administrative tasks were barriers to caseworkers’ ability to support families, engage clients, determine root causes of maltreatment, and implement timely services. Furthermore, surveys conducted with caseworkers revealed that they perceived their jobs as highly complex - requiring a wide range of tasks, a variety of specialized skills, and a high degree of information processing. These findings resulted in CWD and the …

Workplace Incivility, Megan Paul

Umbrella Summaries

What is workplace incivility?

Workplace incivility refers to “low-intensity deviant behavior with ambiguous intent to harm the target, in violation of workplace norms for mutual respect. Uncivil behaviors are characteristically rude and discourteous, displaying a lack of regard for others” (Anderson & Pearson, 1999, p. 457). Though there is some conceptual and empirical overlap between incivility and ostracism, bullying, and abusive supervision, incivility is considered distinct (Yao et al., 2021). Incivility has been examined from the perspective of both the victim and the instigator, exploring factors related to being the target of incivility and factors related to engaging in uncivil …

Frontline Job Redesign Louisiana - Implementation Overview, Quality Improvement Center For Workforce Development

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The Implementation Team

The QIC-WD worked with the Louisiana Department of Children and Family Services (DCFS), Child Welfare Division (CWD) to establish an Implementation Team to lead the development and implementation of their intervention. The Implementation Team included the Site Implementation Manager (SIM); the project Training and Coaching Specialist; the Data Coordinator; representatives from Human Resources (HR), Civil Service and the Department’s training unit; representatives from the intervention parishes (from administrators to frontline workers); and three members of the QIC-WD (representing expertise in workforce, implementation, and evaluation). Members were selected for their leadership abilities, knowledge, experience, and their willingness …

Behavior Modeling Training, Megan Paul

Umbrella Summaries

What is behavior modeling training?

Behavior modeling training (BMT) involves the following five steps: “(a) describing to trainees a set of well-defined behaviors (skills) to be learned, (b) providing a model or models displaying the effective use of those behaviors, (c) providing opportunities for trainees to practice using those behaviors, (d) providing feedback and social reinforcement to trainees following practice, and (e) taking steps to maximize the transfer of those behaviors to the job” (Taylor et al., 2005, p. 692). BMT can be used to train a variety of skills, from interpersonal skills like conflict management, interviewing, assertive communication, and …

Signaling In Training, Megan Paul

Umbrella Summaries

What is signaling?

In a learning environment, signaling refers to cues that direct learners’ attention to specific instructional content or that emphasize how the content is organized (van Gog, 2014). Signals can be verbal (oral or written) or visual (static or dynamic images or graphics). More commonly studied examples include:

signals in written materials: underlining, italics, bold, highlighting, outlines, headings, overviews, and summaries

signals in visual materials: arrows, circles, flashing, color coding, spotlighting (graying out some content), zooming in on key content, and gestures of pedagogical agents

When signals are used only in written text (i.e., without accompanying visuals), they …

Secondary Traumatic Stress (Sts) – Its Impact On The Child Welfare Workforce And Strategies For Agencies To Address It, Quality Improvement Center For Workforce Development

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Secondary traumatic stress (STS) can mimic symptoms of post-traumatic stress disorder (PTSD) (Bride, 2007). These symptoms include having dreams and flashbacks of the traumatic event, avoiding activities or places that might remind someone of the traumatic event, having sleep issues, being irritable, difficulty concentrating, or being hypervigilant. In this video, child welfare staff share how the trauma they experience as part of their job affects them, including physical and emotional reactions and the desire to leave the field. Unfortunately, experiencing STS is very common among the child welfare workforce. Although child welfare is not the only profession that is exposed …

Organizational Change Process Milwaukee - Implementation Overview, Quality Improvement Center For Workforce Development

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Implementation Team

The QIC-WD worked with the Division of Milwaukee Child Protective Services (DMPCS) to establish an implementation team to lead the development and implementation of the workforce project. The implementation team was composed of representatives from Human Resources; Quality Assurance; DMCPS frontline staff, supervisors, and administrators; Department of Children and Families state office leaders, the Site Implementation Manager (SIM), and three members of the QIC-WD (representing expertise in workforce, implementation, and evaluation).

The implementation team met monthly, face-to-face for the first year of the project. During these meetings, the SIM led the team in discussions about intervention development, implementation …

Improving The Child Welfare Workforce Through Training: Common Questions And Evidence-Informed Answers From The Qic-Wd, Quality Improvement Center For Workforce Development

QIC-Tips

Training is often the first intervention child welfare agencies use to address critical workforce development issues. This QIC-Tip aims to answer child welfare agency leaders’ questions about effective training strategies to increase knowledge, enhance skills, and improve job performance. Answers are drawn from the QIC-WD Umbrella Summaries which present a synopsis of the published meta-analyses of specific workforce topics.

What broad-based training approaches can improve employee learning outcomes and job performance?

Coaching uses a structured learning process, over time, to help the learner reach specific goals. Meta-analytic research on the use of professional coaches (not managers or experienced coworkers) …

Organizational Change Process Milwaukee - Site Overview, Quality Improvement Center For Workforce Development

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The Division of Milwaukee Child Protective Services (DMCPS) of the Wisconsin Department of Children and Families (DCF) has approximately 185 State employees, responsible for the delivery of child protective services and ongoing case management services through contract agencies in Milwaukee County. DMCPS performs intake and investigative functions, while ongoing casework is managed by partner agencies in the community.

The majority of DMCPS staff work in the Access Section (hotline) and the Initial Assessment Bureau (IAB). Within the IAB was a constellation of Initial Assessment Specialists (IAS), mentors, supervisors, and program directors, who are led by the Bureau Director. While the …

Burnout Isn’T Just Exhaustion: Workers Can Also Feel Cynical Or Inadequate, Tina Li Yi Ng, Andree Hartanto

Research Collection School of Social Sciences

Employers, take note: There’s more to burnout which corporate wellness initiatives alone cannot solve, say SMU researchers. The huge wave of resignations spurred by the pandemic has forced companies to confront burnout, implementing “burnout breaks” to curb the loss of productivity that comes with working too much. Though initiatives like “mental health weeks” are widely appreciated, they merely scratch the surface and do not solve the issue. To truly put out the flames of burnout, a precise diagnosis of the problem is critical. This is especially true in Singapore, the world’s most fatigued country where one in two workers feels …

Self-Explanation In Training, Megan Paul

Umbrella Summaries

What is self-explanation?

Self-explanation is “a process by which learners generate inferences about causal connections or conceptual relationships” (Bisra et al., 2018). It involves pausing to think more deeply about instructional content, to better connect it with prior knowledge or to check for understanding. Self-explanations can be prompted (through specific instructions or questions) or unprompted (done spontaneously by a learner). Prompts can include instructions to explain, open-ended questions, or closed-ended questions such as multiple choice (Bisra et al., 2018). There is no one type of self-explanation. Examples include providing rationale for a decision or belief and explaining a concept, process, …

A Test Of Expectancy Theory And Demographic Characteristics As Predictors Of Faking And Honesty In Employment Interviews, Jordan L. Ho, Deborah Powell

Personnel Assessment and Decisions

Job applicants vary in the extent to which they fake or stay honest in employment interviews, yet the contextual and demographic factors underlying these behaviors are unclear. To help answer this question, we drew on Ellingson and McFarland’s (2011) framework of faking based in valence-instrumentality-expectancy theory. Study 1 collected normative data and established baseline distributions for instrumentality-expectancy beliefs from a Canadian municipality. Results indicated that most respondents had low levels of instrumentality-expectancy beliefs for faking, but high levels for honesty. Moreover, income, education, and age were antecedents of instrumentality-expectancy beliefs. Study 2 extended these findings with a United States sample …

An Investigation Of Interviewer Note Taking In The Field, Jacob S. Fischer, James Breaugh

Personnel Assessment and Decisions

Although a key component of a structured interview is note taking, relatively few studies have investigated the effects of note taking. To address this lack of research, we conducted a study that examined the effects of note taking in a work setting. As predicted, we found that the total number of notes taken by interviewers and the level of detail of these notes were positively related to the ratings these interviewers gave to job applicants, that interviewer ratings of applicants who were hired were predictive of their job performance ratings, and that interviewer ratings mediated the relationships between note taking …

Scientific, Legal, And Ethical Concerns About Ai-Based Personnel Selection Tools: A Call To Action, Nancy T. Tippins, Frederick L. Oswald, S. Morton Mcphail

Personnel Assessment and Decisions

Organizations are increasingly turning toward personnel selection tools that rely on artificial intelligence (AI) technologies and machine learning algorithms that, together, intend to predict the future success of employees better than traditional tools. These new forms of assessment include online games, video-based interviews, and big data pulled from many sources, including test responses, test-taking behavior, applications, resumes, and social media. Speedy processing, lower costs, convenient access, and applicant engagement are often and rightfully cited as the practical advantages for using these selection tools. At the same time, however, these tools raise serious concerns about their effectiveness in terms of their …

‘Should I Stay Or Should I Go?’ Investigating Recruitment And Retention At Sustainable Organizations, Mackenzie Law, Madison Sexton, Erik Mediros, Amanda Lillie, Luke Vavricka, Kelly Mccarthy, Arman Shahi, Teague Vreeland, Braxton Lee, Andrew Webb

River Cities Industrial and Organizational Psychology Conference

As the private sector continues to come under scrutiny from stakeholders for sustainability behaviors, it has become increasingly important to effectively assess the cost-benefit of sustainable corporate social responsibility (Stahl et al., 2020). The increasing value for sustainability has led to a reassessment of the bottom line that includes people, planet, and traditional notions of profit. The widespread adoption of environmental, social, and governance (ESG) metrics and ratings (Howard-Grenville, 2021) demonstrates that organizations need to strive to perform to maintain competitive relevance. However, the question remains, how do industry professionals assess the value of implementing sustainability in organizations? HR professionals, …

Biographical Data And Black Box Empiricism: Lessons Learned For Algorithmic Assessments In Personnel Selection, Ketaki Sodhi, Marc Cubrich

Psychology from the Margins

As the popularity of biodata in selection assessments grew in the 1980s and into the 1990s, the field of industrial and organizational psychology witnessed many attempts to develop biodata theories and guide the development of biodata items. The insights that emerged from this body of research are increasingly relevant in the current era of big data, artificial intelligence (AI), and machine learning. More than ever, AI and machine learning are being used to score candidates and make hiring recommendations. Many organizations are using data-driven approaches to develop machine learning and AI algorithms, which are frequently atheoretical, based on correlations or …

Time Management, Megan Paul

Umbrella Summaries

What is time management?

The definition of time management varies across disciplines, researchers, and practitioners. In the context of workplace research, one suggested definition is “behaviours that aim at achieving an effective use of time while performing certain goal-directed activities” (Claessens et al., 2007, p. 262). Another is “a form of decision making used by individuals to structure, protect, and adapt their time to changing conditions” (Aeon & Aguinis, 2017, p. 311). Most research on time management has used self-report measures; diaries and ratings by others (e.g., supervisors) are used much less frequently. Of the self-report measures, no one measure …

The Meaning Of Leadership For Leaders Of Private Universities In Indonesia, Immanuel Yosua, Juliana Murniati, Hana Panggabean

BISNIS & BIROKRASI: Jurnal Ilmu Administrasi dan Organisasi

Leading a university is generally more complex than a business organization, as the situation requires the presence of a leader who not only meets the criteria but is also willing to lead, a very rarely found combination in universities. Interestingly, although it is not easy to find academics with such qualities, these people still exist because they see the importance of leading for the survival of the organization. Therefore, it becomes interesting to understand how they ascribe meaning to their leadership amid the difficulties they must deal with. This study was conducted using in-depth interviews with 13 academic leaders to …

Leadership Training, Megan Paul

Umbrella Summaries

What is leadership training?

Leadership training is a broad term with no universal definition. For the purposes of this review, it refers to “programs that have been systematically designed to enhance leader knowledge, skills, abilities, and other components” and it includes “all forms of leader, managerial, and supervisory training/development programs and/or workshops” (Lacerenza et al., 2017, p. 1687). As with all training, leadership training can vary in many ways. Below are some of the more common aspects that have been empirically evaluated:

Needs analysis: whether a systematic process was used to identify training needs and design the training accordingly

Content: …

Conversational Style In Training, Megan Paul

Umbrella Summaries

What is conversational style?

Conversational style refers to a combination of stylistic strategies to personalize instructional text (oral or written) for learners. These include “the use of first and second rather than third person, directly addressing the reader, revealing [the author’s] personal beliefs, and/or using polite forms of address” (Ginns et al., 2013, p. 452). The following excerpts illustrate such styles:

“During inhaling, the [your] diaphragm moves down creating more space for the [your] lungs” (Mayer et al., 2004)

“Let me tell you what happens when lightning forms” (vs. just the scientific description; Moreno & Mayer, 2000)

“You are about …

Addressing Work-Related Traumatic Stress Nebraska - Implementation Overview, Quality Improvement Center For Workforce Development

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The Implementation Team

The QIC-WD worked with Nebraska Division of Children and Family Services (DCFS) to establish an implementation team to lead the development and implementation of their intervention to address secondary traumatic stress. The implementation team was called the Nebraska Workforce Project Team. It included a representative from each of the five geographic regions of the state (known as a Service Areas), a representative from each staff level (worker, supervisor, administrator), the Site Implementation Manager (SIM), the Data Coordinator, sponsors (the DCFS director and Human Resources [HR] director), and three members of the QIC-WD (representing expertise in workforce, implementation, …

Organizational Change Process Milwaukee - Evaluation Overview, Quality Improvement Center For Workforce Development

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The QIC-WD evaluation was conducted with the support of the Division of Milwaukee Child Protective Services (DMCPS) to determine if an Organizational Change Process intervention (Availability Responsiveness Continuity or ARC) was effective in improving workforce and child welfare outcomes.

Research Questions

Process Evaluation

1. Did the ARC purveyor follow the training curriculum with fidelity and quality delivery?
2. Did the ARC Team Leaders follow the ARC implementation model with fidelity and quality?
3. Were participants satisfied with the quality of leadership, training, and group dynamics?
4. Did participants learn the required concepts and skills?
5. What were the mediators of fidelity and training outcomes?
6. Did …

Data Segmentation (Video), Quality Improvement Center For Workforce Development

Workforce Analytics Resources

Data segmentation is the process of breaking down “big” data into smaller, more meaningful groups, called segments. In the case of workforce data, each segment represents a group of people with similar characteristics, either that pertain to them as an individual (e.g., gender, race, educational background) or to their connection to the organization (e.g., their job title, supervisor, or work schedule).

There are a variety of ways to “slice and dice” your data into meaningful groups. Some possibilities are listed below. The squares represent the unit of categorization (e.g., agency structure), and dashed green squares represent the data segments (e.g., …

Supportive Supervision And Resiliency Ohio - Implementation Overview, Quality Improvement Center For Workforce Development

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The Implementation Team The QIC-WD worked with the Ohio Department of Job and Family Services (ODJFS), through the Office of Families and Children (OFC), to establish an implementation team to lead the development and implementation of their supportive supervision and resiliency intervention. After recruiting nine counties to participate in the QIC-WD project, the Workforce Implementation Team (WIT) initially was composed of representatives from the nine public children services agencies including administrators, managers, and human resources staff, the Site Implementation Manager (SIM), the Data Coordinator, OFC leadership, and three members of the QIC-WD (representing expertise in workforce, implementation, and evaluation). The …

Supportive Supervision And Resiliency Ohio - Evaluation Overview, Quality Improvement Center For Workforce Development

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The QIC-WD evaluation was conducted with the support of the Ohio Department of Job and Family Services to determine if a Supportive Supervision and Resiliency intervention, known as Coach Ohio, was effective in improving workforce and child welfare outcomes. Research Questions The site-level evaluation for Ohio was designed to understand implementation of and outcomes related to the Coach Ohio intervention and its component parts: (1) the ACCWIC Coaching Model for managers and supervisors to introduce the key principles of supportive supervision and (2) Resilience Alliance (RA) groups for supervisor and frontline workers to enhance coping in the face of exposure …

Linking Human Resources And Child Welfare Data (Video), Quality Improvement Center For Workforce Development

Workforce Analytics Resources

When examining workforce data, it can be valuable to capitalize on data from a variety of systems, such as various human resources (HR) databases, learning management systems, and child welfare information systems. Each can be useful on their own, but additional information can be learned when different types of data are connected. For example, applicant information may be stored in a database that is separate from other HR data on those hired, and there is value in looking at the connections between applicant data and later aspects of employment.

Data linkage involves pairing observations from two or more data files …

Workforce Metrics Using Child Welfare Data, Quality Improvement Center For Workforce Development

Workforce Analytics Resources

Workforce metrics that can be constructed from child welfare data fall into three categories: caseload/workload, case continuity, and worker- and unit-level variability.

Caseload/Workload Metrics

Caseload metrics can help to

• Assess compliance with caseload standards (e.g., policy, statute)
• Describe and inform case assignment decisions
• Describe and address the work burden experienced by staff
• Describe and address inequities in caseloads among workers
• Inform workforce planning or staffing decisions
• Monitor caseloads to assess policy or practices intended to affect caseloads

Caseload metrics are among the most commonly used workforce metrics that can typically be obtained from child welfare data. These metrics are usually …

Workplace Ostracism, Megan Paul

Umbrella Summaries

What is workplace ostracism?

Workplace ostracism is “the extent to which an individual perceives that he or she is ignored or excluded by others at work” (Ferris et al., 2008, p. 1348). The most popular measure is the 10item Workplace Ostracism Scale (Ferris et al., 2008). Example items include “others avoided you at work,” “others refused to talk to you at work,” and “others at work shut you out of the conversation.”

Why is workplace ostracism important?

Ostracism in the workplace is important because it is associated with an array of job attitudes, stress indicators, and behaviors. Specifically, ostracism is …

Secondary Traumatic Stress, Burnout And Resilience In The Child Welfare Workforce: Early Results From Nebraska’S Randomized Controlled Trial Of Resilience Alliance, Quality Improvement Center For Workforce Development

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A 2018 needs assessment indicated that more than 50% of the child welfare workforce in Nebraska was experiencing elevated secondary traumatic stress (STS). STS refers to the experience of people – generally professionals– who are exposed to others’ traumatic events as part of their work. As a result of this exposure, these professionals can develop their own traumatic symptoms and reactions such as sleeplessness and anxiety. The Nebraska Department of Health and Human Services (DHHS) Division of Children and Family Services (DCFS) in partnership with the Quality Improvement Center for Workforce Development (QIC-WD) implemented CFS Strong, a multi-phased workforce intervention …