This study adds to the growing body of research on work meetings and extends the emotional labour literature beyond a service context by examining the relationship between surface acting during meetings and perceived meeting effectiveness. Additionally, the relationships of surface acting during meetings and perceived meeting effectiveness with time-lagged reports of intention to quit and emotional exhaustion 3 months later were investigated. Structural equation modelling of data from 178 working adults revealed negative relationships between surface acting and perceptions of meeting effectiveness. Perceived meeting effectiveness partially mediated the relationship between surface acting and both intention to quit and emotional exhaustion 3 months later. These findings expand both the limited research on perceived meeting effectiveness and the surface acting nomological network to include a consideration that expressing inauthentic emotions in meetings (surface acting) may relate to the perceived effectiveness of the meeting. As well, both surface acting during meetings and perceived meeting effectiveness may relate to how emotionally exhausted employees feel and their intentions to seek other employment. Given the cost and pervasiveness of meetings in daily organizational life and their potential effects on the well-being of employees, understanding how to make meetings effective is paramount -particularly if researchers and practitioners want to better understand how perceived meeting effectiveness may be related to various employee outcomes. Practitioner pointsOrganizations use up to 15% of their personnel budget on meetings, yet meetings are often considered ineffective by employees. Organizations wishing to increase the perceived effectiveness of their meetings can work to reduce the degree to which employees feel they have to express inauthentic emotion in meetings. In turn, expressing inauthentic emotion in meetings related to employees' future emotional exhaustion and intent to leave the organization.
We provide practical, evidence-based recommendations derived from organizational support theory to enhance the effectiveness of human resource (HR) strategies designed to treat employees well. We also include the first ever benchmarking information for perceived organizational support (POS), the extent to which employees believe their organization cares about them and values their contributions. We discuss what is distinct about POS compared with fairness and employee engagement. We then discuss 5 principles from organizational support theory to enhance the effectiveness of HR strategies, followed by specific examples and information on how to support each principle within one’s work organization. We hope this article serves as a resource for HR practitioners interested in theoretically derived HR principles and examples to help enhance POS. We also hope this article facilitates collaborations between researchers and practitioners for developments in POS research.
BackgroundThe kappa opioid receptor system has been revealed as a potential pharmacotherapeutic target for the treatment of addictions to substances of abuse. Kappa opioid receptor agonists have been shown to block the rewarding and dopamine-releasing effects of psychostimulants. Recent investigations have profiled the in vivo effects of compounds biased towards G-protein-mediated signaling, with less potent arrestin-mediated signaling. The compounds studied here derive from a series of trialkylamines: N-substituted-N- phenylethyl-N-3-hydroxyphenylethyl-amine, with N-substituents including n-butyl (BPHA), methylcyclobutyl (MCBPHA), and methylcyclopentyl (MCPPHA).MethodsBPHA, MCBPHA, and MCPPHA were characterized in vitro in a kappa opioid receptor-expressing cell line in binding assays and functional assays. We also tested the compounds in C57BL6 mice, assaying incoordination with rotarod, as well as circulating levels of the neuroendocrine kappa opioid receptor biomarker, prolactin.ResultsBPHA, MCBPHA, and MCPPHA showed full kappa opioid receptor agonism for G-protein coupling compared with the reference compound U69,593. BPHA showed no measurable β-arrestin-2 recruitment, indicating that it is extremely G-protein biased. MCBPHA and MCPPHA, however, showed submaximal efficacy for recruiting β-arrestin-2. Studies in C57BL6 mice reveal that all compounds stimulate release of prolactin, consistent with dependence on G-protein signaling. MCBPHA and MCPPHA result in rotarod incoordination, whereas BPHA does not, consistent with the reported requirement of intact kappa opioid receptor/β-arrestin-2 mediated coupling for kappa opioid receptor agonist-induced rotarod incoordination.ConclusionsBPHA, MCBPHA, and MCPPHA are thus novel differentially G-protein-biased kappa opioid receptor agonists. They can be used to investigate how signaling pathways mediate kappa opioid receptor effects in vitro and in vivo and to explore the effects of candidate kappa opioid receptor-targeted pharmacotherapeutics.
Workplace safety is a concern for both scholars and practitioners alike because accidents and injuries can result in time away from work and lost organizational resources. This study focuses on how one type of post-incident discussion can be effectively used to promote positive safety norms. It adds to the growing body of research on after action review (AAR) meetings, one type of post-incident discussion intervention commonly used in high reliability organizations to increase future workplace safety behaviors. This study also extends the sensemaking and high reliability literatures by examining a three-way interaction between perceived frequency of AAR meetings, ambiguity reduction, and psychological safety. Survey data were obtained from 330 firefighters. Results from the three-way interaction showed that safety norms were highest when perceived AAR frequency, ambiguity reduction, and psychological safety were simultaneously high and safety norms were lowest when perceived AAR frequency, ambiguity reduction, and psychological safety were simultaneously low. By examining both the perceived quantity and quality of AAR meetings, this study provides insight into which AAR facilitation objectives are most likely to increase positive safety norms and ultimately create a shared understanding of how to behave safely in future workplace events in high reliability organizational contexts.
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