E. Kevin Kelloway - Böcker

Workplace Wellbeing is a complete guide to understanding and implementing the principles of a psychologically healthy workplace for psychologists and other practitioners. Grounded in the latest theory and research yet filled with plenty of case studies and proven techniquesIntroduces the core components of psychologically healthy workplaces, including health and safety, leadership, employee involvement, development, recognition, work-life balance, culture and communicationAddresses important issues such as the role of unions, the importance of leadership, healthy workplaces in small businesses, respectful workplace cultures, and corporate social responsibilityDiscusses factors that influence the physical safety of employees, as well as their physical and psychological healthBrings together stellar scholars from around the world, including the US, Canada, Europe, Israel, and Australia

This work explores three key topics in social psychology: the manner in which labour unions shape organizational behaviour, a relationship which has been effectively ignored in the literature; the organization of the union itself, a fascinating test case for the organizational psychologist; and the way in which theories and methods of organizational psychology may assist labor organizations in achieving their goals. Since the union maintains unique characteristics of democracy, conflict, and voluntary participation within a larger organization, the authors offer a detailed study of a union's dynamics, including demographic and personality predictors of membership, voting behaviour, union commitment and loyalty, the nature of participation, leadership styles, collective bargaining, among other topics. This is the first book to be published in the new Industrial and Organizational Psychology Series. It will be of interest to not only industrial and organizational psychologists in industry, academica, and private and public organizations, but to graduate students in psychology departments and business schools, and to academics and professionals in business and management studying industrial relations.

Organizations today, are increasingly using projects in their daily activities. Projects and project-management principles frame goal attainment in academia and many business sectors, and they even serve as theoretical footing for organizational-change endeavors. However, the ubiquity of project management does not mean that project work, project teams, and the ways organizations use projects are well understood. Moreover, while project-management theory and practice aim at providing structure and control to enable successful project completion, an alarmingly high percentage of projects struggle or fail. As the authors of The Psychology and Management of Project Teams explain, this is in part because projects are still mostly managed as technical systems rather than behavioral systems. Even though project-management researchers have become increasingly interested in factors that may have an impact on project-management effectiveness, their efforts fall short of addressing the "human factor." And, unfortunately, many project-management scholars are largely unaware of the I/O psychology literature--relying, for example, on outdated models of motivation and team development. On the other side, I/O psychologists who research groups and teams often ignore the contextual influences--such as business sector, project type, placement in the organizational hierarchy, and project phase and maturity--that have a crucial impact on how a project will unfold.In this volume, a cross-disciplinary set of editors will bring together perspectives from leading I/O psychology and project-management scholars. The volume will include comprehensive coverage of team selection, development, learning, motivation, and communication; conflict management and well-being; leadership; diversity; performance from a multi-level perspective; and career development. In the concluding chapter, a research agenda will provide a roadmap for an integrated approach to the study of project teams.

Dramatic changes in the composition of today s workforce combinedwith intense competitive pressures on employers, call for new waysof structuring where, when, and how employees accomplish their jobresponsibilities. This book makes the business case for flexibleworking in an organization, and shows how flexitime, job sharing,telecommuting, and compressed work weeks can be used as strategicmanagement tools. Key features:* identifies ways flexible work arrangements can be designed toenhance the personal well-being and job performance of employees,while improving the corporate bottom line.* provides a comprehensive, systematic framework for planning andimplementing flexible work arrangements, including handyquestionnaire style forms assessing employee needs and evaluatingthe impacts of flexible job arrangements.* uses case studies and calls on advice from those with experiencein diverse organizations in order to show how to position flexiblework arrangements and optimize their beneficial effects.Managers and HR managers should read this book if they arecontemplating or embarking upon more flexible options forscheduling work and assisting employees to achieve a healthybalance between their jobs and the rest of their lives. It providespractical answers and how-to guidelines for designing a moreflexible workplace.

Questions about the causes or sources of work stress have been the subject of considerable research, as well as public fascination, for several decades.  Earlier interest in this issue focused on the question of whether some jobs are simply more inherently stressful than others.  Other questions that soon emerged asked whether some individuals were more prone to stress than others.  The Handbook of Work Stress focuses primarily on identifying the different sources of work stress across different contexts and individuals.  Part I focuses on work stressors that have been studied for decades (e.g., organizational-role stressors, work schedules) as well as stressors that have received less empirical and public scrutiny (e.g., industrial-relations stress, organizational politics).  It also addresses stressors in the workplace that have become relevant more recently (e.g., terrorism). Part II of the Handbook covers issues related to gender, cultural or national origin, older and younger workers, and employment status, and asks how these characteristics might affect the experience of workplace stress. The adverse consequences of these diverse work stressors are manifold, and questions about the possible health consequences of work stressors were one of the major historical factors prompting early interest and research on work stress. In Part III, the individual and organizational consequences of work stress are considered in separate chapters.Key Features: Affords the most broad and credible perspective on the subject of work stress availableThe editors are all prominent researchers in the field of work stress, and have been instrumental in defining and developing the field from an organizational-psychological and organizational-behavior perspectiveInternational contributors are included, reflecting similarities and differences from around the worldChapter authors from the United States, Canada, England, Sweden, Japan, and Australia have been invited to participate, reflecting most of the countries in which active research on work stress is taking place   The Handbook of Work Stress is essential reading for researchers in the fields of industrial and organizational psychology, human resources, health psychology, public health, and employee assistance.

In the Handbook of Workplace Violence, editors E. Kevin Kelloway, Julian Barling, and Joseph J. Hurrell Jr. bring together the contributions of leading researchers to provide summaries and unique perspectives on current theory, research, and practice relating to workplace violence. This is the most up-to-date resource available providing a comprehensive overview of the current state of knowledge regarding all aspects of workplace violence and aggression. Part I summarizes the leading theoretical perspectives on violence and aggression and provides prevalence estimates for aggression and violence in North American workplaces.  Part II focuses on leading experts in the field summarizing what is known about the sources of workplace violence (e.g., partner violence, communal violence, industrial relations violence, public-initiated violence) forms of aggression in the workplace (e.g., emotional abuse, workplace bullying, cyber-aggression) and populations (e.g., occupations, youth) at special risk for workplace violence and aggression.   Part III considers the experience of victims as well as individual (e.g., critical incident stress debriefing) and organizational (e.g., selection, training) interventions designed to prevent, or ameliorate the consequences of workplace violence.   This is a valuable resource for researchers and practitioners in the fields of Industrial and Organizational Psychology, Human Resources, Health Psychology, Public Health, and Employee Assistance Programs. It is also an excellent textbook for graduate courses in Organizational Behavior, Occupational Health Psychology, and Organizational Psychology.

Workplace Wellbeing is a complete guide to understanding and implementing the principles of a psychologically healthy workplace for psychologists and other practitioners. Grounded in the latest theory and research yet filled with plenty of case studies and proven techniquesIntroduces the core components of psychologically healthy workplaces, including health and safety, leadership, employee involvement, development, recognition, work-life balance, culture and communicationAddresses important issues such as the role of unions, the importance of leadership, healthy workplaces in small businesses, respectful workplace cultures, and corporate social responsibilityDiscusses factors that influence the physical safety of employees, as well as their physical and psychological healthBrings together stellar scholars from around the world, including the US, Canada, Europe, Israel, and Australia

Leading to Occupational Health and Safety brings together prominent researchers to explore the pervasive roles that leaders play in determining the health, safety and mental well-being of employees in organizations. The first text to directly link organizational leadership behaviours with health and safety outcomes, covering theory, research and evidence-based best practiceArgues that a leader’s impact can be far more far-reaching than is commonly realized, and examines the effects of leadership on safety, physical wellness and wellbeing, and psychological wellbeingExplores the theoretical underpinnings of effective leadership styles and behaviors, and advances both research and practice in order to encourage better leadership and healthier, safer organizationsFeatures contributions from internationally known and respected researchers including Sharon Clarke, Kara Arnold, Fred Luthans, Ståle Einarsen, Julian Barling, and Emma Donaldson-Feilder