How socialization tactics relate to role clarity, cohesion, and intentions to return in soccer teams

2020 ◽  
Vol 50 ◽  
pp. 101735 ◽  
Author(s):  
Francisco M. Leo ◽  
Miguel A. López-Gajardo ◽  
Inmaculada González-Ponce ◽  
Tomás García-Calvo ◽  
Alex J. Benson ◽  
...  
Keyword(s):  
Role Clarity ◽  
Soccer Teams ◽  
Intentions To Return

Do Work Characteristics Mediate the Negative Effect of Transformational Leadership on Impaired Well-Being?

2017 ◽  
Vol 61 (4) ◽  
pp. 167-180 ◽  
Author(s):  
Sylvie Vincent-Höper ◽  
Sabine Gregersen ◽  
Albert Nienhaus
Keyword(s):  
Transformational Leadership ◽  
Focal Point ◽  
Leadership Behavior ◽  
Workplace Health Promotion ◽  
Well Being ◽  
Mediating Effect ◽  
Equation Modeling ◽  
Related Factor ◽  
Work Characteristics ◽  
Role Clarity

Abstract: In recent years, transformational leadership as a health-related factor has become a focal point of interest in research and practice. However, the pathways and mechanisms underlying this association are not yet well understood. In order to gain knowledge on how or why transformational leadership and employee well-being are associated, we investigated the mediating effect of the work characteristics role clarity and predictability. The study was carried out on 618 employees working in the health-care sector in Germany. We tested the mediator effect using structural equation modeling. The results indicate that role clarity and predictability fully mediate the relation between transformational leadership and negative indicators of well-being. These results give credit to the notion that work characteristics play an important role in identifying health-relevant aspects of leadership behavior. Our findings advance the understanding of how to enhance employee well-being and have implications for the design of leadership-related interventions of workplace health promotion.

Endurance of Transnationalism in Bolivia’s Valle Alto

2006 ◽  
Vol 3 (1) ◽  
pp. 63-74 ◽  
Author(s):  
Richard C. Jones ◽  
Leonardo De la Torre
Keyword(s):  
Random Sample ◽  
Work Experience ◽  
Household Income ◽  
Return Migration ◽  
Ethnographic Interviews ◽  
The Us ◽  
Foreign Work ◽  
Intentions To Return ◽  
Economic Ties

The increasing difficulty of return migration and the demands for assimilation into host societies suggest a long-term cutting of ties to origin areas—likely accentuated in the Bolivian case by the recent shift in destinations from Argentina to the US and Spain. Making use of a stratified random sample of 417 families as well as ethnographic interviews in the provinces of Punata, Esteban Arze, and Jordán in the Valle Alto region the authors investigate these issues. Results suggest that for families with greater than ten years cumulated foreign work experience, there are significantly more absentees and lower levels of remittances as a percentage of household income. Although cultural ties remain strong after ten years, intentions to return to Bolivia decline markedly. The question of whether the dimunition of economic ties results in long-term village decline in the Valle Alto remains an unanswered.   

How strong are soccer teams? The ‘Host paradox’ and other counterintuitive properties of the FIFA’s ranking.

2019 ◽  
Author(s):  
Marek Kaminski
Keyword(s):  
Long Time ◽  
Soccer Teams ◽  
Major Loss ◽  
Host Effect ◽  
Large Investment

p.p1 {margin: 0.0px 0.0px 0.0px 0.0px; font: 12.0px 'Helvetica Neue'} <p>The FIFA's ranking of national soccer teams is plagued with paradoxes. One surprising paradox is a dramatic underrating of the hosts of main tournaments. The hosts, who are absent from the preliminaries, for a long time, play only friendlies that award few points. Three models estimate the magnitude of the resulting “Host Effect” at 14.1-16.7 positions. Such an estimate goes against the intuition that a large investment in hosting a tournament should result in improvement of the host team’s standing. Host’s low ranking decreases the interest in the tournament and may result in a major loss of advertisement revenue.</p>

Livelihood Promotion: Can the Collectives of NRLM Really Do It?

2021 ◽  
pp. 097300522110008
Author(s):  
H. S. Shylendra
Keyword(s):  
Poverty Alleviation ◽  
Integrated Approach ◽  
Development Programme ◽  
Professional Support ◽  
Role Clarity ◽  
The Poor ◽  
Rural Livelihood ◽  
Poor Women ◽  
Policy Suggestions ◽  
New Generation

As a new generation development programme, the National Rural Livelihood Mission (NRLM) has sought to promote collectives of the poor women as the corner-stone of its strategy for livelihood promotion. The livelihood enhancement is meant to be actualised through a multi-dimensional strategy of livelihood protection and promotion. The paper hypothesised that despite their avowed goal, the collectives of women are bound to face enormous challenges in the livelihood promotion in the absence of an integrated approach more so in the context of neoliberalism. The findings of the paper corroborate the hypothesis to a great extent. Contrary to the theoretical visualisation of institutionalists, collectives of poor have faced challenges in their self-reliant emergence. The intervention has emerged more as a minimalist microfinance with inherent limitations regarding poverty alleviation. The paper concludes that the collectives of NRLM have a long way to go before they can emerge as strong livelihood promoting agencies. Sustained support to build the capacities of the fledging collectives, a reversal of the top–down elements of their multi-tier structure and the strong need for greater role clarity for the collectives along with professional support are some of the policy suggestions.

Job Resources and Strengths Use in Relation to Employee Performance: A Contextualized View

2021 ◽  
pp. 003329412199778
Author(s):  
Luca Tisu ◽  
Andrei Rusu ◽  
Coralia Sulea ◽  
Delia Vîrgă
Keyword(s):  
Employee Performance ◽  
Job Demands ◽  
Job Resources ◽  
Conservation Of Resources ◽  
Role Clarity ◽  
Fine Grained ◽  
Strengths Use ◽  
Individual Strategies ◽  
Moderator Role

Job resources play a prominent role in employee performance literature, yet a fine-grained understanding of how resources are relevant for several performance types is still needed. Relying on the Job Demands-Resources and Conservation of Resources theories, the present study addresses this call in two ways. First, it examines the predictive effect of four job resources (i.e., role clarity, feedback, autonomy, and opportunities for development) on nine types of performance (i.e., proficiency, adaptivity, and proactivity as an individual, team, and organization member). Second, it tests the moderator role of strengths use in these relationships. Data was gathered from a sample of Romanian employees (N = 332) and analyzed via hierarchical multiple linear regression. The results indicate that the selected job resources are, indeed, predictors of different types of employee performance and not in a unitary manner. Role clarity and feedback appear to be the most relevant predictors for various performance types, while autonomy seems to be the least important. Also, strengths use moderates these relationships, but in a reinforcing manner only regarding opportunities for development. The interaction of strengths use with role clarity and feedback renders the latter two obsolete, indicating that individual strategies may act as substitutes for job resources. These findings add to the Job Demands-Resources theory's versatile nature and provide more clarity to practitioners who plan interventions to enhance specific performance types, taking individual strategies into account.

scholarly journals A Longitudinal Qualitative Analysis of the Way Peer Support Specialist Roles Change Over Time in a Psychiatric Hospital Setting in Asia

2021 ◽  
Author(s):  
Daniel Poremski ◽  
Jonathan Kuek ◽  
Yuan Qi ◽  
Ziqiang Li ◽  
Kah Lai Yow ◽  
...  
Keyword(s):  
Lived Experience ◽  
Peer Support ◽  
Service Use ◽  
Hospital Setting ◽  
Service Users ◽  
Role Clarity ◽  
Job Descriptions ◽  
Spheres Of Influence ◽  
Pass Through ◽  
Time Required

AbstractThe current study seeks to determine how peer support roles change as peer support specialists’ positions within organizations and departments mature. We followed ten peer support specialists over the course of a year, interviewing them at three points, starting approximately three months after they began working as peer support specialists. We used an inductive process to analyze our data and followed guidelines on the structuring of longitudinal qualitative trajectories to divide the data into watershed moments. Our participants worked in a variety of departments in the hospital, and their service use experiences generally echo those of their service users. Participants appear to pass through four phases over the course of their employment as peers: early beginnings, establishing the role, role narrowing, and role sustainability. Services wishing to integrate new peers must be aware of the time required for integration. Having general job descriptions limited to specifying that peers are expected to use their lived experience to support current service users may lead to uncertainty amongst new and existing staff. Without role clarity, peers may struggle to find their place. Pairing new staff with mentors may limit this burden. As roles consolidate, boundaries may emerge. If these boundaries narrow the role of the PSS, they may no longer find the role appealing. They may then choose other caregiver roles with wider or different spheres of influence. Organizations may benefit by clearly indicating if they expect peer support positions to be static or transitionary.

scholarly journals Who manages health workforce in the States of India: Profile, knowledge and perceptions of the team

2020 ◽  
Vol 30 (Supplement_5) ◽  
Author(s):  
S Khurana ◽  
S Roy ◽  
M Gupta
Keyword(s):  
Public Health ◽  
Capacity Building ◽  
Human Resource ◽  
Health Workforce ◽  
Health Sector ◽  
Limited Resource ◽  
Role Clarity ◽  
Public Health Sector ◽  
Hrm Practices ◽  
Significant Difference

Abstract Problem Human resources in the public health sector is of prime importance in a limited resource setting country, who at times work in a high-pressure, limited resource environment and where skilled staff continue to remain in short supply. The role of Human Resource for Health (HRH) team responsible for managing this health workforce is crucial. They play an important role in improving the human resource practices and creating an enabling organizational culture for optimal resource utilization. The paper explores the profile of the HRH teams of the states of India, their knowledge levels, and perceptions of their role. Methods The participants were HR Managers from 29 states of India who look after HRH in National Health Mission and State Health Departments. Cross-sectional survey tool was used for data collection. Quantitative data analysis included univariate and bivariate analysis. One Way ANOVA test of significance and post-hoc tests using Tukey's method was used to ascertain the groups with significant difference. Results Most of the HRH team members are postgraduates or have management background. Their experience varies from &lt;1year to &gt; 25 years. Mostly of them perceive their role to be limited to implementing bare essential HRM practices, mostly administrative. The educational qualification of the members did not have any significant bearing on their technical knowledge related to HRM practices; but their experience in public health sector showed a significant association. Lessons This study lends evidence to the principle that professionals who have been in the system for long, know about HRH and the associated policies better, and hence may be better equipped to handle HRH and establish good HR Management (HRM) systems. Better role clarity among the HRH teams, expansion of their current scope of work to include advanced practices of HRM and continuous capacity building mechanisms are needed to help strengthen the development and management of HRH. Key messages This study, a first of its kind in the country, lend evidence related to the principle for deciding the profile of team who should be entrusted with managing and development of HRH. The Study gives evidence to focus on the role clarity of HRH to zero down their knowledge and skills gaps and enhance their competencies through better capacity building.

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