Browsing by Subject "workplace"

Now showing 1 - 4 of 4
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    Mental Health Among Frontline Workers During the COVID-19 Pandemic
    (2021-05-04) Nguyen, Phuong; Bednarski, Julie; Department of Occupational Therapy, School of Health and Human Sciences; White, Debra
    Leadership from a local nonprofit organization serving families in Marion County, all of whom face numerous disparities, identified a need for mental health services for their frontline workers during the COVID-19 pandemic. Surveys were distributed to employees were used to investigate the impact this pandemic has had on their occupation, their confidence in managing mental health concerns, and areas of interest based on current in-place structures. Weekly in-services were conducted based on these results. Improvements were observed in exit surveys and feedback; participants reported positive attitudes towards the in-services they attended, desires for future in-services, and that the in-services addressed their desired focus areas. These findings suggest that programs and protocols that prioritize mental health in the workplace have a positive effect on perceived mental and physical health as well as confidence levels in addressing mental health at this site.
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    Multitasking in the workplace : a person-job fit perspective
    (2014) Woods, Whitney K.; Ashburn-Nardo, Leslie; Rand, Kevin L.; Boyd, Elizabeth; Williams, Jane R.
    In today’s workforce, multitasking on the job has become increasingly important. However, past research has characterized multitasking primarily as a counterproductive work strategy. Drawing from the theory of person-job (PJ) fit, in this this study it is proposed that multitasking may not always result in performance decrements but rather that people’s perceptions and experiences of multitasking may differ depending on individual differences. The theory of PJ fit suggests positive outcomes when there is a match between employee preferences, abilities and job characteristics. Using this framework, this study proposes the concept of multitasking fit and predicts that a match between multitasking preferences and multitasking job demands will result in positive work attitudes. Lastly, it is predicted that higher working memory will lead to higher job performance, especially in jobs requiring higher amounts of multitasking. This study found that PJ fit had generally positive effects on work-related outcomes such as job satisfaction, organizational commitment, turnover intentions, and strains. Due to measurement issues, the relationship between working memory and job performance could not be assessed. However, the results of this study relating to PJ fit suggest that perhaps multitasking is not always a bad strategy within the workplace and that its consequences may instead depend on the degree of fit between an individual and his or her working environment.
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    Nonverbals: What they see is what they hear
    (IBJ, 2022-09-16) Westerhaus-Renfrow, Charlotte; Kelley School of Business
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    What Works at Work? Toward an Integrative Model Examining Workplace Campaign Strategies
    (Wiley, 2017) Shaker, Genevieve G.; Christensen, Robert K.; Bergdoll, Jonathan; Lilly Family School of Philanthropy
    Many US employees are regularly asked to give charitable donations through work. The techniques used to solicit workplace donations vary. Drawing on a nationally representative survey, the study used a sample of donor responses to examine the effectiveness of several widely used campaign strategies: donor choice, company matching, public recognition, and solicitation support. The theoretical framework built on workplace research by Barman (2007) and established charitable giving mechanisms (Bekkers and Wiepking 2011a, 2011b). The research question was, “Do workplace campaign strategies lead employees to participate and to make (larger) donations in the workplace?” The positive outcomes of the strategies, aside from donor choice, were limited, suggesting that tried‐and‐true workplace fundraising strategies warrant additional scrutiny. The findings are meaningful to campaign managers seeking to identify approaches that generate workplace giving. For researchers, the results confirm growing attention to the importance of purpose‐based giving in comparison with community‐based giving.