The present review addresses the perceived stigma associated with admitting a mental health problem and seeking help for that problem in the military. Evidence regarding the public stigma associated with mental disorders is reviewed, indicating that the public generally holds negative stereotypes toward individuals with psychological problems, leading to potential discrimination toward these individuals. The internalization of these negative beliefs results in self-stigma, leading to reduced self-esteem and motivation to seek help. Even if soldiers form an intention to seek help for their psychological difficulty, barriers to mental health care may prevent the soldier from receiving the help they need. An overall model is proposed to illustrate how the stigma associated with psychological problems can prevent soldiers getting needed help for psychological difficulties and proposed interventions for reducing stigma in a civilian context are considered for military personnel.

Two studies examined how perceiving a stigma and barriers to care for psychological treatment moderate the relationships between stressors and psychological symptoms. One study utilized a sample of college students and the other a sample of U.S. Army soldiers. Factor analytic results from the two samples supported stigma and barriers to care being separate constructs. In the student sample, perceived stigma interacted with subjective stress to predict depression, such that the relationship between stress and depression was stronger when perceived stigma was high. In the military sample, barriers to care interacted with work overload to predict depression, such that the relationship between overload and depression was stronger when perceived barriers to care were high. Results reveal the importance of examining both stigma and barriers to care as moderators of the stressor-strain relationship, and reinforce the need to develop interventions to address stigma and remove barriers to care.

The goal of the current study was to test a model where organizational resources (aimed at managing work and family responsibilities) predict job attitudes and supervisor ratings of performance through the mechanisms of work-family conflict and work-family enrichment. Employees (n = 174) at a large metropolitan hospital were surveyed at two time periods regarding perceptions of family supportive supervisor behaviors (FSSB), family supportive organizational perceptions (FSOP), bidirectional work-family conflict, bidirectional work-family enrichment, and job attitudes. Supervisors were also asked to provide performance ratings at Time 2. Results revealed FSSB at Time 1 predicted job satisfaction, organizational commitment and intention to leave, as well as supervisor ratings of performance, at Time 2. In addition, both work-family enrichment and family-work enrichment were found to mediate relationships between FSSB and various organizational outcomes, while work-family conflict was not a significant mediator. Results support further testing of supervisor behaviors specific to family support, as well models that include bidirectional work-family enrichment as the mechanism by which work-family resources predict employee and organizational outcomes.

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We examined self-engagement in job performance in a moderated mediation model where engagement moderated the relationship between organizational constraints and ratings of leadership effectiveness, and ratings of leadership effectiveness mediated the relationship between organizational constraints and organizational citizenship behaviors (OCBs). University employees representing diverse occupations completed measures of self-engagement, organizational constraints, and leader effectiveness. Supervisors provided ratings of OCB. Tests of mediated moderation using random coefficient modeling revealed that leadership mediated the relationship between constraints and OCB for highly engaged employees. Results are discussed in terms of highly engaged workers being attuned to stressors in the work environment that may compromise performance, potentially blaming leaders for the presence of these obstacles, thus causing withdrawal of effort on nonessential performance tasks.j asp_920 1830..1846

Three studies examined the relationship between engagement in different types of tasks, performance on those tasks, and reactions to performance outcomes. The three studies included voting in the 2004 presidential election, test performance in an undergraduate course, and completion of personal projects during the course of the semester. Engagement in voting predicted voting in the presidential election and magnified positive feelings of voting for the winning candidate. Test engagement predicted performance on the test, and magnified positive feelings of not showing a discrepancy between expected and actual test performance. Engagement in personal projects interacted with task complexity to predict project completion, with engagement being related to goal completion for tasks high in complexity. Project engagement also magnified the positive effects of a high probability of completing the project. The results provide support for task engagement as a predictor of performance and as a facilitator of positive feelings following success.

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The problem. As organizations strive to compete in their respective markets during this time of economic recovery, human resource (HR) professionals are progressively being tasked with recruiting and selecting innovative talent to help keep their organizations ahead. This is especially true when it comes to innovative organizational leaders as they are increasingly difficult to source and select into an organization. The solution.There are a variety of strategies HR professionals should consider to ensure that their organization is able to compete for innovative leaders. In this review, we discuss several approaches for identifying and selecting innovative candidates into an organization, including best practices for organizations of all sizes and budgets. Updated recruiting strategies, behavioral assessments, behaviorally based interviews and innovationtargeted succession planning are discussed. Stakeholders. This article is relevant to HR and HRD professionals who are engaged in defining or executing the recruitment and selection strategy in their organization. It will be especially important for those involved with recruiting mid-to high-level innovative leaders and professionals.