Emerging issues in family and individual resilience, Oct 29, 2017
In the context of caregiving, hope reflects a future orientated motivational process where the ca... more In the context of caregiving, hope reflects a future orientated motivational process where the caregiver has an expectation toward attaining a desirable goal. More specifically, hope reflects the capacity for a caregiver to identify one or more cognitive strategies (pathways) toward a desirable goal. Along with pathways thinking, hopeful caregivers must direct and maintain mental energy (agency) toward the pursuit of a desirable goal. Indeed, both pathways and agency cognitions are required for hope. This chapter introduces the concept of hope using Snyder’s (2002) theoretical model and reviews the literature on the significance of hope as a coping resource contributing to the well-being and resilience among caregivers.
This study examines the geopolitical agency of Palestinian children. Mixed methodology was used t... more This study examines the geopolitical agency of Palestinian children. Mixed methodology was used to identify the etiologies contributing to processes of political socialization. Both qualitative and qualitative methods are equally distributed throughout this research. Focus groups and interviews with 12 Palestinian children, aged 10 to 13 years, living in refugee camps, villages, and cities in the West Bank were used to develop a survey instrument. The survey was administrated to 1% of the students attending school, Grades 5 to 7, in the West Bank, Palestine. The use of mixed methodology revealed the interconnectedness of formal and informal political socialization that produces the geopolitical agency of Palestinian children. Findings elaborated on the processes and the relationships used to describe children's geopolitical agency.
This chapter sets out to discuss the notion of what is the perception of faculty work-life in aca... more This chapter sets out to discuss the notion of what is the perception of faculty work-life in academia, grounding examples of faculty work-life from research studies conducted in the United States. Specifically, the discussion ponders if there is an understanding or an inherent understanding of a ‘new’ normal of faculty work-life and offers recommendations for practice and suggestions that may guide policy considerations for faculty work-life in academia. The authors first discuss the concept of all-access to technology as the premise that faculty work can conceivably be done anytime, anywhere as faculty see fit to do so. This discussion anchors the premise that a ‘new’ normal of faculty work-life is predicated on engaging in time for work that can vary from a so-called typical 8 am to 5 pm schedule. Next, a discussion of empirical research on faculty-work life in U.S. institutions is added to further the readers’ understanding on some issues explored about the integration of faculty work-life aspects. The concept of “work-family boundary management styles” (Kossek & Lautsch, Organizational Psychology Review, 2(2), 152–171, 2012) is also discussed to further our notion in understanding a consideration of a ‘new’ normal of faculty work-life, whereby the authors of this chapter extend assumptions made for a ‘new’ normal of faculty work-life and higher education institution’s role in defining and shaping the ‘ideal worker in academia’. The chapter proffers some suggestions for practice and plausible considerations for policy as a meKathrinens to further understanding and acknowledging a ‘new’ normal of faculty work-life as it relates to reflective questions and responses particular to pondering a ‘new’ normal of faculty work-life. Lastly, a summary discussion considers the notion of technology as part of understanding the ‘new’ normal of faculty work-life and recommendation is extended for research consideration.
This paper aims to integrate work-life border theory and boundary spanning with performance manag... more This paper aims to integrate work-life border theory and boundary spanning with performance management principles to contextualize the needs and desires of the (new) ideal worker in the (new ideal) organization. The reality is that performance management systems are rarely implemented in an ideal way. There may be organizational- or country-level constraints that prevent the implementation of a good performance management system. This paper offers a proposal for blending the concepts of ideal worker and ideal workplace and integrating performance management principles to guide boundary management across the changing landscape of organizational structures. As such, the integration of border theory with performance management principles provides valuable insights for resolving the flexibility-availability paradox.
Team-oriented workplace settings generally operate with one of two driving influences superseding... more Team-oriented workplace settings generally operate with one of two driving influences superseding the other: task focus or people focus. A central theme of this chapter is how to become an effective leader and an improved manager through authentic and engaged interactions with others. This requires, first and foremost, being present. A function of a leader’s ability is to create opportunities for others that allow them to produce expanded results. This function is enhanced exponentially when the leader understands the use of transformative technology of interpersonal exchange currencies.
Emerging issues in family and individual resilience, Oct 29, 2017
In the context of caregiving, hope reflects a future orientated motivational process where the ca... more In the context of caregiving, hope reflects a future orientated motivational process where the caregiver has an expectation toward attaining a desirable goal. More specifically, hope reflects the capacity for a caregiver to identify one or more cognitive strategies (pathways) toward a desirable goal. Along with pathways thinking, hopeful caregivers must direct and maintain mental energy (agency) toward the pursuit of a desirable goal. Indeed, both pathways and agency cognitions are required for hope. This chapter introduces the concept of hope using Snyder’s (2002) theoretical model and reviews the literature on the significance of hope as a coping resource contributing to the well-being and resilience among caregivers.
This study examines the geopolitical agency of Palestinian children. Mixed methodology was used t... more This study examines the geopolitical agency of Palestinian children. Mixed methodology was used to identify the etiologies contributing to processes of political socialization. Both qualitative and qualitative methods are equally distributed throughout this research. Focus groups and interviews with 12 Palestinian children, aged 10 to 13 years, living in refugee camps, villages, and cities in the West Bank were used to develop a survey instrument. The survey was administrated to 1% of the students attending school, Grades 5 to 7, in the West Bank, Palestine. The use of mixed methodology revealed the interconnectedness of formal and informal political socialization that produces the geopolitical agency of Palestinian children. Findings elaborated on the processes and the relationships used to describe children's geopolitical agency.
This chapter sets out to discuss the notion of what is the perception of faculty work-life in aca... more This chapter sets out to discuss the notion of what is the perception of faculty work-life in academia, grounding examples of faculty work-life from research studies conducted in the United States. Specifically, the discussion ponders if there is an understanding or an inherent understanding of a ‘new’ normal of faculty work-life and offers recommendations for practice and suggestions that may guide policy considerations for faculty work-life in academia. The authors first discuss the concept of all-access to technology as the premise that faculty work can conceivably be done anytime, anywhere as faculty see fit to do so. This discussion anchors the premise that a ‘new’ normal of faculty work-life is predicated on engaging in time for work that can vary from a so-called typical 8 am to 5 pm schedule. Next, a discussion of empirical research on faculty-work life in U.S. institutions is added to further the readers’ understanding on some issues explored about the integration of faculty work-life aspects. The concept of “work-family boundary management styles” (Kossek & Lautsch, Organizational Psychology Review, 2(2), 152–171, 2012) is also discussed to further our notion in understanding a consideration of a ‘new’ normal of faculty work-life, whereby the authors of this chapter extend assumptions made for a ‘new’ normal of faculty work-life and higher education institution’s role in defining and shaping the ‘ideal worker in academia’. The chapter proffers some suggestions for practice and plausible considerations for policy as a meKathrinens to further understanding and acknowledging a ‘new’ normal of faculty work-life as it relates to reflective questions and responses particular to pondering a ‘new’ normal of faculty work-life. Lastly, a summary discussion considers the notion of technology as part of understanding the ‘new’ normal of faculty work-life and recommendation is extended for research consideration.
This paper aims to integrate work-life border theory and boundary spanning with performance manag... more This paper aims to integrate work-life border theory and boundary spanning with performance management principles to contextualize the needs and desires of the (new) ideal worker in the (new ideal) organization. The reality is that performance management systems are rarely implemented in an ideal way. There may be organizational- or country-level constraints that prevent the implementation of a good performance management system. This paper offers a proposal for blending the concepts of ideal worker and ideal workplace and integrating performance management principles to guide boundary management across the changing landscape of organizational structures. As such, the integration of border theory with performance management principles provides valuable insights for resolving the flexibility-availability paradox.
Team-oriented workplace settings generally operate with one of two driving influences superseding... more Team-oriented workplace settings generally operate with one of two driving influences superseding the other: task focus or people focus. A central theme of this chapter is how to become an effective leader and an improved manager through authentic and engaged interactions with others. This requires, first and foremost, being present. A function of a leader’s ability is to create opportunities for others that allow them to produce expanded results. This function is enhanced exponentially when the leader understands the use of transformative technology of interpersonal exchange currencies.
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Papers by Jody Worley