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Requesting You All to Suggest some Ongoing Research Topics in the Following Areas :-
1. Human Resource Management
2. Personnel Management
3. Industrial Relations
4. Industrial Psychology
5. Organizational Behavior
6. Labor Laws
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Employee embeddedness
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The COVID-19 Global leadership Performance Index
I like to improve methodology and survey questions for the project- The COVID-19 Global leadership Performance Index. Link to survey form is given below:
fur further details, kindly refer to the project section. I seek academic collaboration from different countries' researchers and seek cooperation from them in collecting survey information and ask them to join me in this academic pursuit where they can be part of a research team, which will publish papers based on data.
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Dear Dr. Masood Ahmed ,
Visionary leadershipin Covid-19 is essential for the development of a Company and the motivation of its employees. Keeping these factors clear, here are some questions you can include in an Engagement assessment to find out how "your team" is doing:
Labor Clarity:
Do you know what your role is in the company?
Do you know how your work impacts the company?
Do you consider that you have the necessary skills to do your job in the best possible way?
Quality of Labor Relations:
Is there trust and respect within your team?
Do they share and teach knowledge within your team?
Does your team help you complete your work?
Leadership Quality:
Does your boss give you feedback, telling you what you do well and how to improve?
Does your boss worry about balancing your workload so that your work doesn't interfere with your personal life?
Does your boss treat you with respect?
Please see this links:
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The COVID-19 Global leadership Performance Index
I like to improve methodology and survey questions for the project- The COVID-19 Global leadership Performance Index. Link to survey form is given below:
fur further details, kindly refer to the project section. I seek academic collaboration from different countries' researchers and seek cooperation from them in collecting survey information and ask them to join me in this academic pursuit where they can be part of a research team, which will publish papers based on data.
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The above are old lits though but details comprehensively traits of visionary leaders pre-covid.
Also see bluecolar leadership on Linkedin.
Hope it helps.
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I'm researching on burnout in counseling psychologists and we're trying to look into which source of social support could be most helpful to buffering the effects of burnout. Would anyone happen to know if there's a scale that measures social support from the organization, social support from supervisors, and social support from colleagues altogether?
Any help would be appreciated.
Thank you!
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Have you found an answer?
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At present, the dominant opinion is that artificial intelligence will find many applications in IT, teleinformatics, internet new media, robotics, industrial automation etc. in the 21st century.
There are many potential applications. On the other hand, there are research concepts that there will not be one artificial intelligence but many different versions and levels of artificial intelligence.
In view of the above, the current question is: What will be the potential uses of artificial intelligence in the future?
Please, answer, comments. I invite you to the discussion.
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I'm conducting a job satisfaction study to predict telephone agents' turnover. I'm looking to increase participants for my study. How should I approach the directors of call centers to request their permission? Their contact information are usually not available in the company's website. If you have conducted studies with call centers, I would really appreciate if you could share with me your strategies of contacting call centers' directors and convincing them to let you conduct your study at their companies.
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Top-bottom approach
1. Identify the BPO company.
2. Go to their website.
3. Contact them directly.
Gatekeeper Approach
1. Go to your LinkedIn account.
2. Look for the HR of BPO company
3. Contact that HR directly
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I am doing my M.Sc Psychology (HRDM). I have been asked to choose a research topic regarding Industrial psychology.
Thanks in Advance!
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organizational stress and its impact on employees cynicism
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Very important question to avoid surprises...
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Interest, endurance and seriousness, from the application documents you can determine if the student is serious or not.
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Dear all,
Can anyone recommend a scale for measuring the hierarchical position in an organisation by self-report? The scale should measure the hierarchical position regardless of the industry or type of organisation.
I am grateful for any advice!
Thanks in advance,
Veronika
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I don't know if you could make a correlation between the level of organisational trust and the hierarchical position of an individual. For instance, Paine (2003) and Shockley-Zalabak (2000) provides some scales how to measure trust on an individual level.
Literature:
Shockley-Zalabak, P., Ellis, K., & Winograd, G. (2000). Organizational trust: What it means, why it matters. Organization Development Journal, 18(4), 35.
Paine, K. D. (2003). Guidelines for measuring trust in organizations. The institute for public relations, 2003, 9-10.
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As one of the most comprehensive systems of describing occupations, O*NET (occupational information network) is vastly important for practitioners and researchers alike. What attempts have been made to translate the content model into other languages, other than for the Spanish language?
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I am working on the relationships between HRD practices (Training, career development and performance management) and employee readiness for change. I read different articles to identify suitable theory that would support my relationship but not able to find. I would like to request researchers to provide your valuable suggestions and any suitable theory.
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The so-called "Change Formula" has undergone modifications since it was developed by Gleicher in the early 1960s to underscore what key factors and relationships can affect readiness for organizational change: in its first iteration, the Change Formula read C = (ABD) > X, where C = Change, A = Level of dissatisfaction with the status quo; B = Clear or understood desired state; D = Practical first steps to the desired state, X = "Cost" of changing. Subsequently, Dannemiller refined the Change Formula to read D x V x F > R, where D = Dissatisfaction with how things are now, V = Vision of what is possible, F = First, concrete steps that can be taken towards the vision; and R = Resistance. (Note the addition of multipliers.) With other inputs by Beckhard and Harris, the Change Formula now usually reads C = D x V x F x S > R, where C = Change; D = Dissatisfaction with how things are now; V = Vision of what is possible; F = First, concrete steps that can be taken towards the vision; S = Support systems; and R = Resistance. Nowhere in the change formula can we find direct reference to a role for human resource development; at most, as @Teja intuits, it might be made part of S (Support systems).
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I have reached out to the two possible contacts that I have, which have not been fruitful. I have also reached out to my LinkedIn and Twitter network to try to identify an organization to participate in my team-level research, but I still have not had any luck. I have been offering to provide a consulting service to help with personnel or leadership decision making in exchange for the participation. I have also stated whom the PhD-holding supervisor the project. Please let me know any suggestions you have, or if you have access to a large organization that may be willing to participate in team cohesion research.
Thanks,
M. Justin Miller, M.S.
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...a pretty random suggestion but as someone who works in health care there are likely to be lots of hospitals who fit the bill. While health services managers are not necessarily particularly research literate and no t all organisations are research active, the idea of research is not alien to them. I think it's well worth a try. Twitter and Linkedin well worth a try but i suspect a direct phone call or (failing that) email) to a senior person is likely to be more productive. Do a bit of background research to get the names before you start.
Don't expect people to be impressed by you, a PhD or your supervisor (if they are that's a bonus) but work on piquing their interest in what you are actually researching.
Good luck
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I'm investigating if and how family cohesiveness affect innovation dynamics in family firms, hence I need a tool in order to measure it.
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The Family Environment Scale  gives counselors and researchers a way of examining each family member’s perceptions of the family in three ways, as it would be in a perfect situation and as it will probably be in new situations.
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With my colleagues we conduct the systematic review on relationship between emotional intelligence (both ability and trait/mixed conceptions) and job performance within certain occupational groups.
If such studies are known to You, I'd appreciate providing me with information about it. Of course we're performing database research, but we are also aware that some of the studies may be hard-to-reach and we're hoping for additional information.
We're interested in any studies (at this point) that include at leas one measurement of emotional intelligence and job performance (regardless of criterion type). If You know one, please let us know (authors, year and title would be sufficient, as well as only DOI)
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Check if the following would be useful
1.      Noorazzila Shamsuddin, Ramlee Abdul Rahman (2014) The Relationship between Emotional Intelligence and Job Performance of Call Centre Agents, Procedia - Social and Behavioral Sciences, Volume 129, Pages 75-81
2.      Ch. Platis, P. Reklitis, S. Zimeras (2015) Relation between Job Satisfaction and Job Performance in Healthcare Services, Procedia - Social and Behavioral Sciences, Volume 175, Pages 480-487
3.      Michael Sony, Nandakumar Mekoth, (2016) The relationship between emotional intelligence, frontline employee adaptability, job satisfaction and job performance Journal of Retailing and Consumer Services, Volume 30, Pages 20-32
 4.      Kholoud S. AlDosiry, Othman H. Alkhadher, Elsayed M. AlAqraa’, Neil Anderson, (2016) Relationships between emotional intelligence and sales performance in Kuwait, Revista de Psicología del Trabajo y de las Organizaciones, Volume 32, Issue 1, Pages 39-45
 5.      Aitor Aritzeta, Nekane Balluerka, Arantxa Gorostiaga, Itziar Alonso-Arbiol, Mikel Haranburu, Leire Gartzia (2016) Classroom emotional intelligence and its relationship with school performance European Journal of Education and Psychology, Volume 9, Issue 1, Pages 1-8
 6.      Thomas Sy, Susanna Tram, Linda A. O’Hara Relation of employee and manager emotional intelligence to job satisfaction and performance (2006) Journal of Vocational Behavior, Volume 68, Issue 3, Pages 461-473
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I'm looking for some valid instrument/scale to measure Person-Organization Fit or Value Congruence. Any suggestions will be very helpful! Thanks in advance. 
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Firdaus -
Even if you did find or develop such an instrument, and it was proven reliable, it seems to me that it might stagnate your organization.  I think that there is a tendency for a too narrow-minded clique to form, and managers to just want clones of themselves, and that might just ruin an organization's creative potential in the end. 
 
Even if that were not the case, putting too much emphasis on such tests may be undesirable.  Perhaps similarly, where my son works, he cannot hire without having applicants take a psychological test of sorts that is designed to measure 'ethical' behavior.  It seems to have been shown to possibly be far from accurate, and has probably blocked good candidates while letting problem employees through.
 
For a questionnaire to discover the kind of information you want appears doubtful to me.  It isn't my field, and perhaps some have had success, but I think that logically it seems unlikely to be very accurate.   A 'trick' question may just out-trick the question designer, when you don't know how the responder may have interpreted it.  Igor said that "...a great part of values are hidden values..." and I think that is the problem.  It is likely impossible to know someone well from a questionnaire.
I know that some personality tests have been developed, and I have thought they seemed largely accurate for me, but this seems somewhat different.  Information would be very incomplete.  If you used such a tool, I don't think you should rely too heavily on it.  Perhaps it might be supplementary information.  But it could be misleading, I would guess.
Cheers - Jim
PS -  I saw in the abstract to the JSTOR article that Nils attached that some may think they have good tools, but I read no further, as it seems, I think, loaded against copyright requirements.    If you have access to JSTOR,  you may want to read it, but as noted above, I'd encourage you not to rely upon such an instrument alone, but perhaps as supplementary input.  
In that regard, perhaps the lead Elissa gave you might help.  
At any rate, as noted in the first paragraph, you don't want to stifle creativity.  
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Today's challenging business environment continues to impact many industries, with restructurings and layoffs creating concern among employees. When profits are threatened, companies often view layoffs as a direct way to reduce costs. Managers are also likely to become more directive, communicating decisions rather than involving their teams in decision-making processes. 
Rarely does a company allocate sufficient budget to deal with employee morale issues. Yet there are tangible, cost-effective steps for organizations to take in moving employees away from feeling like victims or suffering “survivor syndrome.” These steps help employees feel more in control of their environment, so they are better able to understand why things have changed and how they can positively impact outcomes. 
The following three-stage approach will keep an organization on track, improve morale and promote productivity following workplace change. The steps help move employees up from the bottom of the change curve, where they feel disappointment and anger to feeling optimistic and happy. The important principle here is to maintain momentum, moving quickly to create a sense of urgency and progress.
The three-stage approach to lift employee morale
 
STAGE ONE - Listen: Get feedback and ideas.
STAGE TWO - Communicate: with solutions to business issues and employee concerns.
STAGE THREE - Recognize: business and employee accomplishments and successes.
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Dear Dr. Ruth Maria Tappin,
Morality meaning below:
noun
principles concerning the distinction between right and wrong or good and bad behaviour.
"the matter boiled down to simple morality: innocent prisoners ought to be freed"
synonyms: ethics, rights and wrongs, correctness, ethicality More
a particular system of values and principles of conduct.
plural noun: moralities
"a bourgeois morality"
the extent to which an action is right or wrong.
"the issue of the morality of the possession of nuclear weapons"
Origin
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The noted Deci and Ryan self-determination theory posits three motivational states relevant to positive performance in jobs at work. These are intrinsic motivation, integrated regulation and identified regulation.  The theory does not explicitly articulate an achievement nor goal-oriented component to motivation.  It does however speak to a psychological need for competence ie for one to thrive in one's environment.  Fulfilling ones competence needs, may therefore be said to reflect achievement and goal orientation.   Is achievement and goal orientation therefore a necessary condition for employees to be motivated to excel at their jobs at work ?
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I quite like that perspective David,
The Basic Psychological Needs Sub-theory of Deci & Ryan's SDT does  include Autonomy and Relatedness in addition to Competence. 
Your point that to the extent that one is high on Autonomy and Relatedness but  low on Competence, then one could still enjoy high Intrinsic Motivation is insightful.
Essentially, one could exhibit high levels of  self-motivation without being high in achievement nor goal orientation.
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I am working on analysing the organisational citizenship and its role in improving organisational performance. I am in the need of valid construct for measuring organisational citizenship. can anyone help me in developing construct for measuring organisational citizenship
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Following brief note may be useful for you.
According to Organ and Konovsky (1989, as in Nelson and Quick, 1997), organizational citizenship behaviour is behaviour that is above and beyond the call duty. Kleiman (2000) defines it as the willingness of employees to engage in behaviours that help the organisation achieve its goals (Kleiman, 2000). According to Farh, Zhog, and Organ (2004), the concept of OCB includes the following: 
1.      Taking Initiative: to perform additional duties such as working overtime, extra duties, and cooperating with fellow workers.
2.      Helping Co-worker: to help co-workers with organizationally relevant tasks or personal problems.
3.      Voice: to raise constructive suggestions or speak up to prohibit harmful behaviour to the organization.
4.      Participating in Group Activities: to participate in activities organized by organization or by special groups of employees.
5.      Promoting Organizational Image: to create a good image about the organization to outsiders.
6.      Self Learning: to improve one’s knowledge or skills through self learning.
7.      Social Welfare Participation: to participate in activities of public welfare or community service nature.
8.      Keeping Work Place Clean: employee’s discretionary behaviour that keeps the work place clean.
9.      Interpersonal Harmony: employee’s discretionary behaviour to avoid pursuing personal power and gain with detrimental effects on others in the organization.
10.  Protecting Organizational Resources: employee’s discretionary behaviour to avoid negative behaviours which abuse organizational policies and resources for personal use. 
In simple it means a state where the employee performs willingly more than what he/she is supposed to perform (according to the job description) for the success of the organisation. The employee who has a high level of organizational citizenship behaviour knows that his or her success depends on the organization’s success; progress of organizational success means some progress of his or her personal success; and therefore he or she loves the organization. Consequently he or she works more than he or she is officially supposed to work for the organization. It includes volunteering for extra assignments, exercising a high level of creativity and innovation on an organisational problem and helping others in an unexpected way.
Source: Opatha, HHDNP, (2015), Organizational Behaviour, Dept. of HRM, USJ
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Simply put: I'm interested in how groups 'think,' 'learn,' 'perform,' and in turn; how this relates back to the individual.
In particular, I am currently undertaking a Ph.D. on the topic of 'Collective Intelligence' under the supervision of Prof. John Hattie
I am fascinated by the idea of expanding the typically individualistic notion of 'Intelligence' and 'Intelligence Testing' and applying these psychological subdisciplines to 'groups' of two or more people.
For example, is there such as thing as a 'Collective Intelligence Factor' that distinctively represents the intelligence of groups (e.g. two or more people) and if so does this 'c-Factor' set the group apart from the intelligence of its individual members?
In other words: is the Collective Intelligence of groups greater than the sum intelligence of its individual members?
How can this collective intelligence be measured?
Does 'group learning' translate to 'group intelligence'?
Can we use existing psychometric tests (e.g. IQ tests) to measure and predict cognitive differences in groups?
What makes one group more intelligent than another?
Do groups made up of highly intelligent members demonstrate higher 'collective intelligence' and outperform groups made up of low or moderate intelligence members?
If you have any links, papers, conferences, or general thoughts that would help me explore these ideas; i'd love to hear from you.
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If there is Collective Intelligence, is its opposite a collective stupidity?
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Dennis Organ has several articles published on ResearchGate related to his OCB scale. I'll bet he would be happy to help if you reach out to him.
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Hello everyone,
I am currently looking for scales regarding knowledge generation and knowledge integration in teams.
Something like:
e.g. Knowledge Generation: "My team regularly develops new ideas."
e.g. Knowledge Intergration: "My team makes good use of its knowledge."
Thanks in advance
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If I were you, I would try to ascertain in my own mind what constructs or even variables I would think is/are important for my purpose. Then, I would formulate a number of questions or Likert scale statements that might serve my purpose, not forgetting validity issues such as convergent and measurement validity. That said, the issue of knowledge generation is fraught with problems—how would one judge that someone has generated new knowledge? How would I know that, say, a physicist working on, let’s say “ dark matter” has generated new knowledge; I can only make that judgement when I know enough about dark matter. The average physicist would hardly know anything about dark matter? If someone claims he has “created” new knowledge, we have to assume he knows what is talking about. Are we on sound grounds if self-completed questionnaires are accurate, precise and valid reflection of reality?
I leave all those questions for you to grapple with. But, here is a paper that might be helpful:
McFayden, M.H & Canella, A.A (2004). Social capital and knowledge creation: Diminishing returns of the number and strength of exchange relationships. Academy of Management Journal. 47(5), 735-746.
I now refer to your two statements
e.g. Knowledge Generation: "My team regularly develops new ideas."
e.g. Knowledge Intergration: "My team makes good use of its knowledge."
I see some problems here: what is regularly?  what is develops? what is new? what is good use? What exactly is "good" and "use"?
Good luck.
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I'm looking for valid and reliable tool, the best would by on CC or available for research purpose's tool
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Consider the following papers:
Wrzesniewski, A. McCauley, C., Rozin, P. and Schwartz, B. (1997). Jobs, Careers, and Callings: People’s Relations to their work. Journal of Research in Personality. Volume 31, Issue 1, March 1997, 21-33.
Wrzesniewski, A., Dutton, J. E. & Debebe, G. (2003). Interpersonal sensemaking and meaning of work. In Staw, B. M. & Kramer, R. M. (Eds.). Research on organizational behaviour, 25, 93-135.
Berg, J.M., Wrzesniewski, A., & Dutton, J.E. (2010). Perceiving and responding to challenges in job crafting at different ranks: When proactivity requires adaptivity. Journal of Organizational Behavior, 31, 158-186.
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research interest is regarding workplace bullying, impact on the organization as workplace bullying demoralizes the employee. want some relevant literature
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Dear colleagues,
We are working in a research studying the temporal dynamics in short-term (hours and days) of work motivation. We are interesting to study whether are some kind of patterns in these dynamics.
For this, if someone of you have previous publications about this, conference papers or raw data please we will so grateful to study them and consider in our research.
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Thanks Dr. Navarro, I certainly will.
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I’m interested in the factors that predict employee evaluations, especially comparing the contribution of job performance and that of the quality of the employee-supervisor relationship. I’m a social psychologist who focuses on organizational phenomena, so perhaps I don’t have the right vocabulary or constructs in mind that are used by industrial psychologists.
Does anyone know of a study comparing the fraction of variability in performance evaluations due to the quality of employee-supervisor relationships with that associated with job performance?
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I hope these journals lead you in the right direction:
  1. Varma, A., & Stroh, L. K. (2001). The impact of same‐sex LMX dyads on performance evaluations. Human Resource Management, 40(4), 309-320
  2. Duarte, N. T., Goodson, J. R., & Klich, N. R. (1994). Effects of dyadic quality and duration on performance appraisal. Academy of Management Journal, 37(3), 499-521.
  3. Erdogan, B. (2003). Antecedents and consequences of justice perceptions in performance appraisals. Human Resource Management Review, 12(4), 555-578.
  4. Kacmar, K. M., Witt, L. A., Zivnuska, S., & Gully, S. M. (2003). The interactive effect of leader-member exchange and communication frequency on performance ratings. Journal of Applied Psychology, 88(4), 764.
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Critical Review to evaluate the strengths and weakness
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Hello Alina
You may have seen some of these papers - and some may not be as relevant as others, but here is my list of suggestions:
This paper is available from Deane Waldman’s publication pages on ResearchGate:
Waldman, J. D., Kelly, F., Arora, S., & Smith, H. L. (2004). The shocking cost of turnover in health care. Health Care Management Review, (35), 206-11.
This is also available from ResearchGate:
Hayes, L. J., O’Brien-Pallas, L., Duffield, C., Shamian, J., Buchan, J., Hughes, F., ... & Stone, P. W. (2006). Nurse turnover: a literature review. International Journal of Nursing Studies, 43(2), 237-263.
Kash, B. A., Castle, N. G., Naufal, G. S., & Hawes, C. (2006). Effect of staff turnover on staffing: A closer look at registered nurses, licensed vocational nurses, and certified nursing assistants. The Gerontologist, 46(5), 609-619.
This is available from Prof. Timothy Ives ResearchGate publication page and has some relevance:
Sloane, P. D., Zimmerman, S., Brown, L. C., Ives, T. J., & Walsh, J. F. (2002). Inappropriate medication prescribing in residential care/assisted living facilities. Journal of the American Geriatrics Society, 50(6), 1001-1011.
Cho, S. H., Ketefian, S., Barkauskas, V. H., & Smith, D. G. (2003). The effects of nurse staffing on adverse events, morbidity, mortality, and medical costs. Nursing Research, 52(2), 71-79.
Aiken, L. H., Clarke, S. P., Sloane, D. M., Sochalski, J. A., Busse, R., Clarke, H., ... & Shamian, J. (2001). Nurses’ reports on hospital care in five countries. Health affairs, 20(3), 43-53.
Aiken, L. H., Clarke, S. P., Sloane, D. M., Sochalski, J., & Silber, J. H. (2002). Hospital nurse staffing and patient mortality, nurse burnout, and job dissatisfaction. Jama, 288(16), 1987-1993.
Larrabee, J. H., Janney, M. A., Ostrow, C. L., Withrow, M. L., Hobbs, G. R., & Burant, C. (2003). Predicting registered nurse job satisfaction and intent to leave. Journal of Nursing Administration, 33(5), 271-283.
Poghosyan, L., Clarke, S. P., Finlayson, M., & Aiken, L. H. (2010). Nurse burnout and quality of care: Cross‐national investigation in six countries. Research in Nursing & Health, 33(4), 288-298.
Castle, N. G., & Engberg, J. (2005). Staff Turnover and Quality of Care in Nursing Homes. Medical Care, 43(6), 616-626.
The following papers may be relevant but are quite old now:
Peter J. Gergen’s publication page on ResearchGate, although it is now quite old (1998):
Kovner, C., & Gergen, P. J. (1998). Nurse staffing levels and adverse events following surgery in US hospitals. Image: The Journal of Nursing Scholarship, 30(4), 315-321.
Davidson, H., Folcarelli, P. H., Crawford, S., Duprat, L. J., & Clifford, J. C. (1997). The effects of health care reforms on job satisfaction and voluntary turnover among hospital-based nurses. Medical Care, 35(6), 634-645.
Lake, E. T. (1998). Advances in understanding and predicting nurse turnover. Research in the Sociology of Health Care, 147-172.
I hope there is something here of help to you
Best wishes
Mary
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I have the scoring manual for the SF-12 v1 from 1998, but I have been told there is an error in the scoring for at least 1 of the items in the manual. Does anyone have information on which item, what the error is, and what the correction is?
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Gretchen, 
I can't help you with your answer but, I can help to get more than 25 people to view your question. If you place your mouse arrow over the "TOPICS", you will see how many people are following those topics and will see this question.
You should add: Research methods, qualitative research methods, quantitative research methods, Health. In short, more broad topics.
Hope that helps
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Crucial Conversations is a particular approach to having difficult discussions and fostering strong relationships in the process. I'd like to see if effective conversations using this technique contribute to generating positive organizational psychology (or behaviour).
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If you question is a riddle, my answer is: Diplomacy or tact :)
  1. Morris, J. A., & Feldman, D. C. (1997). Managing emotions in the workplace. Journal of managerial issues, 257-274.
  2. Cropanzano, R., Goldman, B., & Folger, R. (2003). Deontic justice: The role of moral principles in workplace fairness. Journal of Organizational Behavior, 24(8), 1019-1024.
  3. Young, N. K., Williamson, J., & Deeken, J. (2002). Tact and tenacity: dealing with difficult people at work. The Serials Librarian, 42(3-4), 299-304.
  4. Zimmer, L. (1988). Tokenism and women in the workplace: The limits of gender-neutral theory. Social problems, 35(1), 64-77.
  5. Bolton, S. C. (2004). Emotion management in the workplace. Palgrave Macmillan.
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How can a built environment and architecture of a mental asylum help in  awakening the silenced self of schizophernia or, in a more general word, how can I help to reduce the negative symptoms of the disease and mediate the positive symptoms? How much of the multi sensoory approach in architecture can literally be effective while designing for these patients?
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I seem to remember that Goffman's work (Asylum) addressed this issue. Of course he was most interested in social interactions, but he did talk about the physical aspects as well. Also Michel Foucault's work might be of interest. Or any studies using a symbolic interactionist perspective.
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We are about to start to develop the Human Resources Development strategy for an oil and gas company. Can someone share the methodology to do such works and experiences of the oil and gas company in this matter?
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Thanks Syeda. Our core business is E&P.  This year can not attend the Oil&Gas HR Forum, but will keep eyes on this
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For her dissertation research relating item content to slopes/loadings, my student is seeking papers that fit simple (i.e., no cross-loadings) structural models using IRT or CFA for Likert-style responses to measures of personality, attitude, etc. We will also fit such models ourselves if the data are made available to us. 
In order to analyze the item content and relate it to the structural parameter, the items have to be provided or publicly available and the paper must provide the slopes/loadings.
We are particularly interested in measures of content that has shown wording effects like Rosenberg's self-esteem scale, big-five personality, positive and negative effect, etc.  We cannot consider measures whose sole use is clinical (e.g., MMPI).
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I had a student from Omn some years ago studying  big five on Omanis. You may google her name as Muna Alkalbani to get her email or to access to some of the papers published. 
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I am confused. I am hoping to undertake quantitative questionnaire based research exploring coping and stress in a Australian workplace, but I don't know which stress scale to use. My colleagues suggest using the stress scale from the Depression, Anxiety and Stress Scales (DASS-21) because it is normed on an Australian population and that I can also measure depression and anxiety with the other scales; however, the Perceived Stress Scale (PSS) appears to the most commonly used measure published research. There is no reason why I can't use the depression and anxiety scales from the DASS-21 and the PSS, or just use the DASS-21. What are your thoughts?
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Hello,
It would depend how you are operationalise stress. Would you be looking to measure stressors in the workplace or perceived stress? If you are looking to measure stressors you could use the HSE Stress Management tool which is free and psycho-metrically valid (http://www.hse.gov.uk/stress/standards/downloads.htm), which you could use along side the Perceived Stress Scale (PSS). There are also some Psychological Well-Being scales that you could use instead of the anxiety and depression or along with, such as the WHO Well-Being scale (http://www.psykiatri-regionh.dk/who5/menu/) and other job specific well-being scales (http://shell.cas.usf.edu/~pspector/scales/jawspage.html). All these scales have previously been used and their are a number of validation studies providing support for their use. If you'd like any more information I'd be happy to help.
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Can I say that emotional intelligence is a predictor of attrition in an IT sector (also considering the other factors that are the causes of attrition but mainly focusing on EI).
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Research has shown that people with higher level of EI, are high and sustained performers. People with higher EI, are better able to understand other people's emotions. Now the 'attrition' part. It has many meanings (friction, abrasion, gradual reduction in workforce without firing! ... ). In an organization where general level of EI is high, the attrition level will be low and vice versa (higher EI improves the overall work environment, less friction and less resistance to others). With respect to last meaning of attrition, there appears to be no direct relationship between EI and attrition (i.e gradual reduction in workforce due to retirement, resignation ...).