Hannah‐Jane Braiden, Benny McDaniel, Joseph Duffy and Monica McCann
Bereaved parents often face the complex situation of managing their own grief while parenting bereaved children who are at increased risk of social, emotional and behavioural…
Abstract
Purpose
Bereaved parents often face the complex situation of managing their own grief while parenting bereaved children who are at increased risk of social, emotional and behavioural difficulties. The current evaluation was a pilot study aimed at determining the feasibility of the Incredible Years (IY) BASIC parenting programme as an intervention for bereaved families.
Design/methodology/approach
A total of seven parents of children (aged four to 12) participated in a 12‐week IY BASIC parenting programme. Participants completed a range of pre‐intervention, post‐intervention, six month follow‐up measures and semi‐structured interviews.
Findings
The results showed statistically significant reductions in parental stress, parental wellbeing, child behaviour problems, and grief.
Originality/value
There is strong evidence for the effectiveness of IY with diverse parenting populations but this is the first known study of the programme with bereaved families. The findings support its use with such families where child behaviour is a concern.
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Barrie O. Pettman and Richard Dobbins
This issue is a selected bibliography covering the subject of leadership.
Abstract
This issue is a selected bibliography covering the subject of leadership.
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Janet L. Kottke, Deborah A. Olson and Kenneth S. Shultz
To demonstrate how applied projects integrated within master’s level graduate programs in the organizational sciences provide students with experiences that facilitate the…
Abstract
Purpose
To demonstrate how applied projects integrated within master’s level graduate programs in the organizational sciences provide students with experiences that facilitate the translation of classroom concepts into practices that positively impact individual, organizational, and societal level outcomes.
Methodology/approach
We discuss how the scientist-practitioner model guides our thinking regarding the development of cocurriculum options for master’s level students. To give context, we provide thumbnail sketches of two applied programs — a master’s of science degree program in industrial-organizational psychology and a master’s of business administration (MBA) program — that serve as exemplars for linking practice with science.
Findings
We demonstrated, with specific examples, how practicum courses can bridge curricular and cocurricular offerings in stand-alone master’s programs, thus offering a glimpse into the range of activities completed by master’s students with little to over 20 years of work experience: job analysis, interview protocol development, program evaluation, talent acquisition, performance management, coaching, as well as training strategy ideation and delivery. We conclude the chapter with final reflections on the use of practicum classes in master’s level training.
Originality/value
The practicum courses detailed serve as unique exemplars of how to apply theory and research to organizational problems, thus bridging science and practice in the organizational sciences.
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Martin Götz and Ernest H. O’Boyle
The overall goal of science is to build a valid and reliable body of knowledge about the functioning of the world and how applying that knowledge can change it. As personnel and…
Abstract
The overall goal of science is to build a valid and reliable body of knowledge about the functioning of the world and how applying that knowledge can change it. As personnel and human resources management researchers, we aim to contribute to the respective bodies of knowledge to provide both employers and employees with a workable foundation to help with those problems they are confronted with. However, what research on research has consistently demonstrated is that the scientific endeavor possesses existential issues including a substantial lack of (a) solid theory, (b) replicability, (c) reproducibility, (d) proper and generalizable samples, (e) sufficient quality control (i.e., peer review), (f) robust and trustworthy statistical results, (g) availability of research, and (h) sufficient practical implications. In this chapter, we first sing a song of sorrow regarding the current state of the social sciences in general and personnel and human resources management specifically. Then, we investigate potential grievances that might have led to it (i.e., questionable research practices, misplaced incentives), only to end with a verse of hope by outlining an avenue for betterment (i.e., open science and policy changes at multiple levels).
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Dana M. McDaniel and Cristina B. Gibson
Purpose – To advance narrative and context-based organizational research.Approach – We detail how a research design can dynamically unfold and be adjusted based on feedback from…
Abstract
Purpose – To advance narrative and context-based organizational research.
Approach – We detail how a research design can dynamically unfold and be adjusted based on feedback from multiple sources, with three components to this process: requisite conceptual openness, methodological adjustment, and acknowledgement of prescient issues. Three examples in existing literature are analyzed, demonstrating how this process can facilitate the development of novel lines of inquiry.
Research implications – Our framework and the practical guidelines we advocate here are a resource for scholars to allow new conceptualizations to blossom and grow in perhaps unexpected directions, which may not otherwise have been charted without this exploratory process.
Originality/Value – The process of discovery is a contribution toward research methodology and design, as a helpful method for maximizing richness in contextual research. This approach may be particularly important in emerging markets and other settings with unexplored organizational processes.
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Leaders and managers often are asked to take positions on various issues that reflect the needs or particular agendas of various individuals or groups with whom they interact…
Abstract
Leaders and managers often are asked to take positions on various issues that reflect the needs or particular agendas of various individuals or groups with whom they interact directly. Supervisors and subordinates, however, may have differing perspectives on and differing expectations of the leader’s or manager’s decisions or actions. The latter, in turn, commonly feels caught in the “middle” of the conflicting needs or agendas of individuals or groups whose support and approval is needed in order for the leader or manager to function successfully over an extended period of time. This paper describes the phenomenon that the author terms “leading from the middle,” in which he describes the personal and organizational conundrums leaders and managers face when beset by conflicting needs or purposes of others who have realistic or unrealistic expectations of them. An approach towards extricating oneself from this uncomfortable middle position, while also managing successfully from personal and organizational perspectives, is offered.