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Free agent : the independent professional's roadmap for self-employment success
\"The full-time employee, the staple of the US workplace, is becoming an endangered species. We are on the brink of a seismic shift in the employer/employee relationship that will redefine the nature of jobs and careers. This book describes what's driving this change and includes a pragmatic action plan for professionals who wish to survive the challenge of how to be successful in this \"new skills marketplace\"\"-- Provided by publisher.
Book
A Longitudinal Study of the Impact of Personal and Professional Resources on Nurses’ Work Engagement: A Comparison of Early-Career and Mid-Later-Career Nurses
To predict and ensure a healthy and high-performing nursing workforce, it is necessary to identify the antecedents that promote work engagement, especially among early-career nurses. To date no study has focused on this. This longitudinal survey, administered to 1204 nurses working in seven general hospitals with 200 or more beds in four prefectures in Japan at two different times in 2019, aims to examine the causal relationship between the personal and professional resources for nurses to work vigorously (PPR-N) and work engagement among nurses in the early stages of their careers, considering time as a key mediating factor. The analysis of structural equation modeling using the cross-lagged effect model supported that PPR-N had significant and positive effects on work engagement after 3 months among early-career nurses with less than 10 years of nursing experience. The PPR-N is a reliable antecedent of work engagement, which is typical of early-career nurses. These results may be provided guidance for managers in overseeing the work environment to ensure a thriving sustainable nursing workforce.
Journal Article
Conformer or colluder? The human resource professional’s contribution to toxic leadership
OrientationThere is a growing body of knowledge on the role of human resource (HR) professionals in workplace bullying, but their role in perpetuating a toxic leadership culture in organisations remains unscrutinised. Human resource professionals are uniquely positioned to influence toxic leadership styles as they are required to cultivate and sustain the organisational leadership culture.Research purposeThe aim of this study was to identify gaps in HR practices that could contribute to toxic leadership in organisations.Motivation of the studyThe inherent role conflict of the HR professional and competing demands from organisational stakeholders are likely to create toxic outcomes.Research approach/design and methodA phenomenological study was carried out at a South African organisation to gain insight into the practices of HR professionals. Data were collected using semi-structured interviews and the key findings of the study were identified through a thematic analysis.Main findingsThree themes emerged that contribute to creating gaps in HR practices that support toxic leadership: toxic HR practices, challenges faced by HR professionals and business results at any cost.Practical/managerial implicationsThe findings suggest a need to alleviate the inherent role conflict experienced by HR professionals, so that their contributions to toxic leadership are minimised.Contribution/value-addThis study contributes to the literature on toxic leadership by expounding on the role of the human resources professionals (HRP) and gaps in their practices that contribute to toxic leadership. Suggested guidelines and recommendations are offered to address the gaps in HR practices.
Journal Article
The role of human resource professionals (HRPs) in managing workplace bullying: perspectives from HRPs and employee representatives in Australia
PurposeThe purpose of this paper is to examine the perspectives of human resource professionals (HRPs) and employee representatives (ERs) on the role of HRPs in managing workplace bullying.Design/methodology/approachIndividual interviews were conducted with 12 HRPs and five ERs from a wide range of industries. Interview questions were open-ended and sought to gain insight on the views of the individual interviewees.FindingsThe findings address the role of HRPs in bullying scenarios and in the prevention of bullying. Regarding the role of HRPs in bullying, the responses of the participants suggest confusion and ambiguity, with a variety of roles being described ranging from a support-based role through to a protector of management. The participants also noted the importance of the HRP task of policy development, while a distrust of HRPs in bullying scenarios was mentioned. Regarding the effective management and prevention of bullying, the findings demonstrate that HRPs are viewed as having a central role through their particular responsibilities of creating and nurturing a positive organisational culture, as well as through engaging employees in the development of anti-bullying policies.Practical implicationsHRPs believe that they can contribute significantly to reducing workplace bullying through organisational culture (including educating staff and as role models of behaviour) and by engaging staff in the design of anti-bullying policies.Originality/valueThis paper contributes to the literature on workplace bullying by examining within the Australian context the perspectives of HRPs and ERs on how HRPs can prevent and manage workplace bullying.
Journal Article