Experiences and consequences on prison police's well-being

D’Angelo, Chiara; Gazzaroli, Diletta; Mezzanotte, Davide

doi:10.1080/02604027.2018.1445908

Cited by 18 publications

(17 citation statements)

References 29 publications

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“…Therefore, besides mapping the more "conventional" forms of welfare, one of the first useful guidelines that emerged from this study is that it is important to allow these more implicit dimensions to emerge and have an awareness of them. It is also worth specifying that this does not just imply mapping and highlighting actions, but also understanding the representations related to welfare and the connection with the organisational life in which these actions collocate themselves [2,[33][34][35][36][37]. The challenge that arises-especially for SMEs-is to preserve what is known, "familiar" and that gives security, which maintains a stable identity, and acknowledge the urge to change and evolve to respond to new internal and external demands.…”

Section: Discussionmentioning

confidence: 99%

Organisational Welfare in Italian SMEs: The Process of Valorising Human Resources

2020

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Organisational welfare is a complex private system that offers advantages to a company and its employees. However, when occupational welfare is largely implemented as an “economic” strategy, there is a high probability that it would not necessarily be capable of guaranteeing a profit. The risks and possibilities associated with the implementation of a welfare programme incur further challenges if applied to the context of SMEs. Thus, SMEs are organisational realities characterised by specific emotional and relational dynamics. As such, welfare in these realities takes on deep value and significance and so it potentially impacts processes of valorising human resources. With our study, we analysed welfare practices and representations within specific organisational realities (SMEs) in order to understand how welfare could impact organisational processes of valorising human resources. Based on our results, we realised that welfare can be seen as a sort of magnifying glass that allowed for the detection of the themes that led the organisations to reflect on their rooted values and identities. We suggest that SMEs should think about welfare as a process rather than a product, strengthening their awareness of factors, dynamics and processes that define the complexity of the quality of life in organisations.

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Section: Discussionmentioning

confidence: 99%

Organisational Welfare in Italian SMEs: The Process of Valorising Human Resources

2020

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“…To be sustainable, in this sense, every organizational/managerial process and practice should be underpinned by specific "pillars" [19,20], such as participation, equity and justice [21], co-creation of value [22], individual and collective capital promotion and regeneration [23,24]. Rather than aiming at avoiding exploitation, depletion and irreparable alteration, from this perspective sustainability focuses on the promotion of individual and collective well-being [25][26][27], and is concerned with stakeholder engagement and value generation on multiple fronts [28]. Further, sustainability requires the construction of "authentic meanings for individuals and communities, underlining the importance of connections, meaning and purpose" [25] (p. 2).…”

Section: Theoretical Frameworkmentioning

confidence: 99%

Translating Sustainability into Action: A Management Challenge in FabLabs

et al. 2019

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In recent years, the number of new organizations aiming to accomplish principles of sustainability has rapidly grown, leading analysts and scholars to announce almost a new industrial revolution. An example of this is the proliferation of the so-called fabrication laboratories (FabLabs) that nowadays are perceived as being forerunners in innovative and sustainable high-tech production through peer-to-peer collaborative practices and sharing. However, the challenges managers face in translating these promotional aims into organizational action is vastly understudied. To address this research gap, we have studied the management of two FabLabs, in Italy and Finland. In this study, we draw from a psycho-sociological framework applying cultural-historical activity theory, and especially from the concepts of activity system and contradiction. According to this perspective, a sustainable organization is based on promotion, enrichment, regeneration, and flexible change efforts, and it is related to the managerial and ability to bring internal and external stakeholders together to recognize and solve tensions and contradictions collectively. Through our case studies, we have provided new research knowledge on how managers make an effort to translate sustainability into action in the complex context of FabLabs, involving multiple, often competing stakeholders and activity systems. Our analysis reveals multiple tensions in the collective activity, stemming from system level contradictions, which represent a challenge for the daily work of the FabLab managers. In the paper we also suggest how an engaged management orientation towards sustainably can be promoted, and we discuss future research topics.

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“…Using a psychosocial approach (Manzi and Gozzoli, 2009;Larsen et al, 2012;Gledhill et al, 2017), the present work examines the impact of the relationships youth football athletes have with significant others (within and outside sport) on their PWB, considering well-being as a basic condition moreover for good performance in sport (Rees, 2007;Larson et al, 2019). According to our perspective (Tseng and Seidman, 2007;Manzi and Gozzoli, 2009;Gozzoli et al, 2014;D'Angelo et al, 2018;Gozzoli et al, 2018), relationship is considered both a mutual bond among people-that can be a constraint and a resource for them-and also a set of specific meanings, values, and expectations assigned to it. Thus, considering sport practice under a psychosocial point of view means keeping in mind that young athletes are continuously involved in relationships that are create constrain among people that they give a meaning to.…”

Section: Introductionmentioning

confidence: 99%