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The current study examines the relationships between relational psychological contract, psychological contract breach, loyal boosterism and conscientiousness in the performing arts context. Based on the literature, we develop and test a moderated-mediation model that investigated the mediating role of psychological contract breach in the relationship between relational psychological contract and loyal boosterism, and the extent to which this relationship is moderated by conscientiousness. The hypotheses were tested on a sample of 281 full-time dancers in training in Australia. Results of the PROCESS analyses support the notion that individuals with higher relational psychological contract tend to have lower perceptions of psychological contract breach, which results in higher levels of loyal boosterism, and that the relationship is attenuated for individuals high on conscientiousness. Such an effect has important implications for how performing art organizations manage expectations of performers in training and how they should intervene if psychological contract breach occurs.

The significance of transfer of training to organizations has been acknowledged by many studies. However, the consequences of transfer of training, particularly for employees, have still not been adequately explored. The present study was conducted to address this gap. Specifically, it explores the relationship among transfer of training, service quality and job satisfaction. Data for this study were collected through surveys of employees, their supervisors and their colleagues. Data were analysed using structural equation modeling. The findings reveal that transfer of training is positively and significantly associated with both service quality and job satisfaction.

The current study takes an exploratory approach to investigate which situational factors influence perceptions of psychological contracts, as well as the content that comprises psychological contracts in the dance training industry. Semi-structured interviews ("n"?=?10) were conducted with students enrolled in a higher education institution in Australia. Results indicated that intending dancers take several factors into consideration when contemplating a professional dance career: natural progression of skill, employment opportunities, location, and peer recommendation. In addition, intending dancers have several perceived institutional obligations: skill development, quality of teachers and training, and networking opportunities. The current article adds novel insights to dance education literature by considering the trainee-institution relationship through the psychological contract lens. It is anticipated that the findings will assist future research that seeks to incorporate student perceptions into dance curriculum development.

The Kotter eight-step change model has a pervasive influence in the practice of change management; founded on building urgency towards the desired change through convincing employees that the status quo is more dangerous than the future state. We critique this positioning of the current state as dangerous, the proposition of using it to drive urgency, and the resultant employee anxiety and stress that is synonymous with organizational change. We reveal that positioning the current state as dangerous is a combative (and futile) strategy given the inescapable nature of status quo bias. To address this complication, we propose a theory adaptation that appreciatively leverages status quo bias and recommends invoking approach motivation based on communicating the pressing importance of the future state. MAD statement Change practitioners utilize change models to support organizations to adapt, with the hope that they simultaneously support employee well-being during transition. Our theory adaption, as justified and described in this paper, provides both practical and theoretical contributions to those who want to prioritize the well-being of employees during change efforts through leveraging empirically-established status quo bias. [ABSTRACT FROM AUTHOR]

Objectives: Although wisdom is a desirable life span developmental goal, researchers have often lacked brief and reliable construct measures. We examined whether an abbreviated set of items could be empirically derived from the popular 40-item five-factor Self-Assessed Wisdom Scale (SAWS). Design: Survey data from 709 respondents were randomly split into two and analyzed using confirmatory factor analysis (CFA). Setting: The survey was conducted online in Australia. Participants: The total sample consisted of 709 participants (Mage = 35.67 years; age range = 15–92 years) of whom 22% were male, and 78% female. Measurement: The study analyzed the 40-item SAWS. Results: Sample 1 showed the traditional five-factor structure for the 40-item SAWS did not fit the data. Exploratory factor analysis (EFA) on Sample 2 offered an alternative model based on a 15-item, five-factor solution with the latent variables Reminiscence/Reflection, Humor, Emotional Regulation, Experience, and Openness. This model, which replicates the factor structure of the original 40-item SAWS with a short form of 15 items, was then confirmed on Sample 1 using a CFA that produced acceptable fit and measurement invariance across age groups. Conclusions: We suggest the abbreviated SAWS-15 can be useful as a measure of individual differences in wisdom, and we highlight areas for future research. [ABSTRACT FROM AUTHOR]

The impact of work and life conflict on employee performance and turnover is well-understood. In contrast, the role of off-the-job embeddedness – the attachment of an employee to his or her life outside of work – needs clarification in respect to its potential to buffer the negative effects of work and life conflict on employee turnover intention. Drawing on conservation of resources and job embeddedness theories, we argue that off-the-job embeddedness represents a collection of potential social support resources that can assist people in coping with the stressors resulting from work and life conflict. Based on a sample of 341 employees, this paper examines if off-the-job embeddedness moderates the relationship between work and life conflict and employee turnover intention. This study finds that off-the-job embeddedness weakened the impact of work and life conflict on turnover intention for more embedded employees. The implications of these findings are discussed for management practise and for the development of theory related to off-the-job embeddedness. [ABSTRACT FROM AUTHOR]

Introduction: Empirical research has shown that religious beliefs support people recovering from traumatic experiences. However, there is relatively little research on the inversion of this dynamic, the way that trauma changes a person ' s religious beliefs. The authors of this article conducted a structured literature review and meta-analysis of published quantitative and qualitative literature related to the effects of interpersonal trauma on religious beliefs in adults. Their aims were to determine whether religious beliefs act as cognitive schemas, to support or reject the "shattered assumptions" hypothesis, and to assess whether post-traumatic stress disorder (PTSD) symptoms have an additive effect on changing beliefs. Method: Five academic databases were searched using permutations of the key words: Religion, Trauma, and Posttraumatic Stress Disorder (PTSD). The resulting references were compared to predetermined inclusion/exclusion criteria, and the reference lists of these papers were also searched for additional matches. Included papers were then subjected to a meta-analysis. Results: Five quantitative, two qualitative, and two mixed-methodologies papers were matched. Aggravated analyzes confirmed the hypothesized effect (r =.19, p <.05). Conclusions: The reviewed literature suggests that most people do not change their religious beliefs after a trauma but significant changes occur for a smaller proportion of people—either increasing or decreasing their religious beliefs. These effects are greatest for people who develop PTSD. This review supports the shattered assumptions hypothesis of Janoff-Bulman, explains the cognitive mechanisms of change, and proposes a model for the additive effects of PTSD. [ABSTRACT FROM AUTHOR]

Attachment styles can predict the quality of organizational relationships, particularly in reference to leader–member exchange (LMX). However, there is much work to be done in articulating and summarizing these findings and in detecting gaps in the literature. This systematic review fills a critical niche by providing a review of the attachment/LMX relationship. Using the PRISMA framework, this review integrates research on attachment styles and LMX by evaluating associations between secure, anxious, and avoidant attachment styles with LMX for leaders and followers. Across 10 studies, we review the evidence for associations between leader and follower attachment and LMX. We seek to investigate if secure attachment is associated with high-quality LMX and if insecure attachment is associated with lower quality LMX. Our review in general provides mixed support for these propositions, although the association of avoidant attachment for followers with LMX received consistent support. Furthermore, our results highlight the need to consider potential moderating and mediating factors within the attachment/LMX relationship. Based on the patterns of these relationships and the methodological gaps in the literature, we discuss the managerial implications for attachment styles in work and organizational psychology and suggest several directions for future research on the attachment–LMX relationship. [ABSTRACT FROM AUTHOR]