By Jonathan Houdmont, Stavroula Leka
Released in organization with the eu Academy of Occupational healthiness Psychology (EAOHP) and the Society for Occupational healthiness Psychology (SOHP), modern concerns in Occupational overall healthiness Psychology is a definitive new sequence offering cutting-edge paintings through top lecturers and practitioners within the box. themes comprise office future health intervention assessment, fiscal pressure and worker healthiness, work-family optimistic spillover, mental flexibility, and health and wellbeing at paintings. individuals to this primary quantity comprise Arnold Bakker, Frank Bond, Maureen Dollard, Leslie Hammer, Robert Karasek, Michiel Kompier, Tahira Probst, Wilmar Schaufeli, Arie Shirom, Robert Sinclair, Toon Taris and Töres Theorell.
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Extra resources for Contemporary Occupational Health Psychology: Global Perspectives on Research and Practice, Volume 1
The effects of job insecurity on job satisfaction, organizational citizenship behavior, deviant behavior, and negative emotions of employees. Paper presented to the annual conference of the Society for Industrial/Organizational Psychology, New York. Reynolds, J. R. (1997). The effects of industrial employment conditions on job-related distress. Journal of Health and Social Behavior, 38, 105–116. , & Bültmann, U. (2008). Job insecurity, chances on the labour market and decline in self-rated health in a representative sample of the Danish workforce.
Academy of Management Journal, 34, 110–135. Searle, R. , & Ball, K. S. (2004). The development of trust and distrust in a merger. Journal of Managerial Psychology, 19, 708–721. Sears, L. (2008). Work-related outcomes of financial stress: Relating perceived income adequacy and financial strain to job performance and well-being. Unpublished master’s thesis. Department of Psychology, Portland State University, Portland, OR. Shapiro, M, & Slemrod, J. (2003). Consumer response to tax rebates. American Economic Review, 93, 281–396.
No significant effects were found, but the questions asked focused on existing general employee training programs rather than training specifically aimed at team implementation and the skills required to work in teams. Therefore there is a need to examine whether specific employee and manager training is linked to the effective implementation of teams. This chapter examines the facilitating role of several different forms of training: team manager training and team member training, tailored training and off-the shelf training, mandatory training and voluntary training.