A psychological contract perspective to managing the employment relationship during the covid-19 pandemic in the aviation industry

Although the literature on psychological contracts is rich, researchers have so far paid limited attention to psychological contracts in times of crisis. To investigate how employees assess their psychological contracts during a crisis, we conducted 32 semistructured interviews during the third wave of the COVID-19 pandemic in Europe. The interviewees worked in the airline industry, which the pandemic severely affected. Our qualitative approach allowed us to gain novel insights into the mechanisms by which contracts are managed when the typical parameters of contract assessment are not possible, thereby allowing us to expand psychological contract theory. In addition to illustrating the key employer obligations that employees perceived during a crisis, we introduce two novel theoretical concepts -psychological contract credit and psychological contract inactivation - that explain how employees managed their contracts during the crisis. The practical findings of this study are of relevance to HR managers in managing future crises and addressing the aftermath of the COVID-19 pandemic. (PsycInfo Database Record (c) 2023 APA, all rights reserved)

Workplace attachment: Perceived employee support and commitment: A qualitative, descriptive, phenomenological study

The purpose of this qualitative phenomenological descriptive study was to understand how employees perceive the level of support received from their employers in the workplace. The study encompassed employees with both secure and insecure attachment style types from across the entire State of Maryland. The study collected data via interviews from the participants, taking note of their perceptions of how they felt supported in the workplace. Twelve participants with varying occupations were selected and completed the following: a qualifying questionnaire, a workplace attachment questionnaire (Self-Reliance Inventory), and a personal semistructured, open audio interview with the researcher. Data was analyzed using the Braun & Clarke 6 Step Thematic Analysis Approach. As a result of the analysis, five themes emerged: Workplace, Work, Agency, Job & Organization;Management;Colleagues & Coworkers;Support & Commitment;and COVID-19. There is a research gap on this topic in workplace studies and employee attachment. By conducting this study, future researchers would be able to build upon this research to continue improving relationships in the workplace. (PsycInfo Database Record (c) 2023 APA, all rights reserved)

E-work evaluation through work-life balance, job effectiveness, organizational trust and flexibility: Evidence from Kosovo during COVID-19

Purpose: This study aims to assess e-working remotely from the perspective of online workers based on important theoretical aspects that have been found to have an impact in this regard. Specifically, the study examines the influence that work-life balance, job effectiveness, organizational trust and flexibility have on e-workers experience in terms of satisfaction. Design/methodology/approach: For this research, the E-Work Life (EWL) scale, which consists of 17 questions and yields four critical dimensions, namely work-life balance, job effectiveness, organizational trust and flexibility, was adapted to measure remote e-working experience. Data were collected by sending the electronic questionnaire link to e-workers. In order to define the factorial structure and test whether the data fit the hypothesized measurement model, factor analysis was initially conducted on a sample of 230 e-workers. The relationship between EWL scale variables and e-worker experience was examined using order logit model. Findings: This paper initially provides the validity and reliability of the EWL scale. Exploratory factor analysis optimally supported three factors and 13 items in contrast to the original scale. The influence that the remaining structure comprised of work-life balance, job effectiveness and flexibility has on e-worker experience was also measured. Results indicate that work-life balance and job effectiveness have a positive influence on e-workers satisfaction with online working, while flexibility does not show a positive association in this regard. Of the three variables, job effectiveness shows to be the most influential factor for e-worker satisfaction. Research limitations/implications: For the nature of this study, a larger sample size would have been more preferable. It must also be noted that the study took place in circumstances of the COVID-19 pandemic where social activities were limited, and this could have interfered with employees' emotions to some level and ultimately with their evaluation of e-work. It is suggested that further research be conducted. Practical implications: Owing to the increasing occurrence of these working practices worldwide, particularly with the COVID-19 situation, this study, through its' findings, contributes to a broader knowledge on successful implementation of e-work environments. It helps individuals to comprehend crucial e-work-related issues and supports organizations to identify areas for improvement, so that effective strategies can be developed to increase productivity while supporting worker's well-being and satisfaction at the same time. Originality/value: This paper addresses a previously identified need for further validation of the newly developed EWL scale in a different setting and with a new sample. At the same time, it adds to the understanding of the impact of important dimensions previously shown to affect e-worker satisfaction with online working. (PsycInfo Database Record (c) 2023 APA, all rights reserved)

Teaching online and caring for students and colleagues

This chapter explores how the University's decision to move all courses to an online format impacted faculty members. It illustrates the challenges associated with transitioning from a brick-and-mortar, four-year university that predominantly offers in-person classes into one that operated almost completely online. The chapter focuses on faculty and how different aspects of their pedagogy were immediately impacted by the pandemic. It addresses how faculty participants expressed their concern for students and colleagues as well as the initiatives and actions participants took to assist students and colleagues. The chapter discusses the impact of COVID-19 and the transition to online learning on a traditional institution of higher education. The experience of transitioning to online teaching varied widely for faculty and was dependent on the course and content delivery, experience with online teaching and online tools, and course context. All faculty made accommodations for students, whether at the behest of the University directive to accommodate student needs or because they felt it was in the best interest of the students. Faculty participants also adjusted their expectations for assessments and grading. (PsycInfo Database Record (c) 2023 APA, all rights reserved)

Conjoint Analysis based Predictive Analytics to study the employee attitude towards virtual and digital work practices in IoT work environments

Covid-19 has been one of the most disruptive pandemics to date. Among the other aspects of disruption, it also disrupted the way people work in organizations. Many of the organizations surrendered their offices for good. However, there are many ill effects of these unconventional work practices also. This research study aims to explore the perception of the employees towards the adoption of Virtual and flexible work practices. The study uses a conjoint analysis approach on different possible Work Practice Profiles, that specify the nature of work (Virtual, offline, or hybrid), nature of work schedule (flexible, or fixed), nature of ownership (individual, or team), and length of working hours (8.5 hours, or 9.5 hours or 10.5 hours). The study finds that the number of working hours is the most important criterion for the employees followed by mode of work, responsibility, and work schedule. © 2023 IEEE.

The impact of remote supervision communication skills upon the remote working experiences among accountants during the COVID-19 pandemic

Employee turnover hurts the overall efficiency of organizations;this is especially true within the accounting industry. Work-life balance has always been an issue for accountants, and may be a cause for the high turnover rates experienced at accounting firms. Flexible work arrangements, including remote working, were thought to be a possible mediator to help solve this problem. Many researchers have examined this issue;however, the forced shift to remote work for all employees due to the COVID-19 pandemic offered a unique opportunity to examine accountants' perceptions of e-work. Using a sample of 100 accounting professionals, this study explored whether several factors influenced employees' perceptions of e-work, during the COVID-19 pandemic. The study found that supervisor communication skills could influence the work-life balance factor of e-work. The study further found that the demographic factor of "years worked as an accountant" can influence employees' perceptions of e-work in general, and specifically concerning the factor of work-life balance. As we enter the post-pandemic era, accounting leaders can use these findings when planning the future work modes for their employees and the human resource department can utilize these results as they plan their supervisor training materials. (PsycInfo Database Record (c) 2023 APA, all rights reserved)

Employee perceived justice as mediator between ethical leadership and employee turnover intention

The means by which business leaders implement human resources management strategies to improve employee retention during crisis is currently not well understood. This indicates that theoretical understanding of the relationship between ethical leadership behaviors, perceptions of justice, and employee turnover in the context of crises is deficient. The purpose of this study was to examine the mediating effect, if any, of perceived overall justice on the relationship between ethical leadership behaviors and employee turnover intention during a moment of crisis, the first year of the COVID-19 pandemic. Social learning theory and the categorical framework of context provided a theoretical foundation for the nonexperimental quantitative research design. Study participants (N = 199) were randomly selected frontline workers of big-box general merchandise retail and wholesale stores in the United States who had reported to work during the first year of the COVID-19 pandemic. Participants completed an online survey. Linear regression and analysis of variance tests were used to evaluate responses to an online survey. Results revealed ethical leadership behaviors positively influenced perceived overall justice, but overall justice did not mediate the relationship between ethical leadership behaviors and turnover intentions. The study furthers understanding of the impact of contextual leadership on organizational justice and employee turnover which can help organizational leaders to maximize retention rates and reduce human resource management costs, while also contributing to job market stability. (PsycInfo Database Record (c) 2023 APA, all rights reserved)

Working in a pandemic and post-pandemic period-Cultural intelligence is the key

Working environment has been transformed by this pandemic into flexible work arrangements with a swift acclimatization of technology. The post-pandemic working arrangements are expected to be increasingly driven by technology as business models will also evolve to adopt these changes. Virtual working arrangements bring several challenges like reduced trust, disrupted communication, limited collaboration, lack of role clarity and lowered team performance. The research suggests that the future of work is going to be more dynamic and virtual. The normal physical work arrangements that were in place before the pandemic will evolve to include multiple models. Therefore, the challenges and problems associated with virtual working needs to be addressed along with the increasing adoption. Cultural intelligence helps in fostering 'trust and understanding' even among virtual teams. The study surveyed people working virtually during this pandemic and analysed, if cultural intelligence and its dimensions i.e. cognitive, metacognitive, motivational and behavioural have effect on the challenges faced by the virtual teams. It is observed that the behavioural cultural intelligence predicts virtual team effectiveness and address the challenges faced by virtual teams. (PsycInfo Database Record (c) 2023 APA, all rights reserved)

Finding a way through the fog: School staff experiences of the Covid-19 pandemic

This exploratory study reports on interviews carried out with 19 staff in UK schools during the early phase of the global Covid-19 pandemic. The focus of this qualitative study was to consider the impact of the pandemic on participants' mental health and wellbeing, and to identify buffering mechanisms which may have mitigated against adverse effects. Participants were employed in a range of role types (including leaders, teachers and teaching assistants) in different educational settings (primary, secondary and alternative provision), and in different regions of the United Kingdom. A process of thematic analysis identified five key themes from the data set: change and adaptation;loss;impact on wellbeing;risk and protective factors;and opportunities to reflect. Data indicate that staff resilience during this time can be understood as emerging from a nuanced and complex interaction of internal and external factors, and thus conceptualised within a socio-ecological framework. (PsycInfo Database Record (c) 2023 APA, all rights reserved)

Working on the frontline of public service

Police work can be stressful putting officers at risk of mental health difficulties. Despite this, literature suggests support seeking amongst officers is low. A meta-ethnography was conducted to synthesise qualitative research on police officers' views and experience of support, both formal and informal, for their psychological wellbeing. A systematic search identified 14 papers. Five main constructs were developed;overarching influence of culture and stigma, the unknown professional consequences of accessing support, dual role of others: providing support and encouraging support utilisation, supervisors are the gatekeepers and addressing the unmet need of formal support. Police officers in the reviewed studies recognised the need of support for their mental wellbeing, however, faced prominent barriers to accessing this, which need to be addressed systemically.The Covid-19 pandemic created an unprecedented scenario for the UK healthcare workforce. The study aimed to explore the experiences of healthcare workers in intensive care units (ICU) responding to the pandemic, with consideration of the societal narrative surrounding the workforce. Semi-structured interviews were conducted with nine participants and analysed using Thematic Analysis. Four main themes were developed;ICU environment, complexity of support, coping with the experience and individual psychological outcomes, which were then used to develop a conceptual map. Overall, the pandemic was a psychologically demanding experience for participants with different influences supporting the navigation of the environment, as well as additional challenges.The critical appraisal provides an overview of the findings from both papers, establishing the links. Although police officers and healthcare workers have distinctive roles, both the empirical study and systematic review highlighted the role of societal narratives surrounding workers and the influence this may have on mental wellbeing. Limitations and future research recommendations are elaborated on. Author reflections on key considerations of the project are discussed. (PsycInfo Database Record (c) 2023 APA, all rights reserved)

Is my employee still attracted to me? Understanding the impact of integrated communication and choice of communication channels on employee attraction

Purpose: The study attempts to extend the current scholarship in the field of employer branding. Integrated communication is about consistent communication that is synergistic through multiple communication channels. Employer branding activities that involve multiple internal communication channels aim to attract employees. The study proposes that the perceived impact of effective integrated communication in employer branding shapes employee attitude and hence employee attraction. Employee perception of the choice of communication channels is also proposed to have an impact on employee attraction. Design/methodology/approach: An exploratory qualitative study in the form of interviews and a preliminary survey was conducted in the first phase. The main study involved a questionnaire survey to empirically test the proposed hypotheses. The respondents were information technology-business process management (IT-BPM) employees (n = 520) in India. Findings: The direct and interaction effects of integrated communication and usefulness of communication channels on employee attraction within the organization were empirically validated to suggest a positive impact on employee attraction. Originality/value: The study extends the current body of knowledge on talent attraction to include present employees. Similarly, the study on integrated communication and its impact on employee attraction is an important addition to the literature on employer branding, internal communication and talent management, given the present coronavirus disease 2019 (COVID-19) situation. (PsycInfo Database Record (c) 2023 APA, all rights reserved)

Employee voice behavior and perceived control: Does remote work environment matter?

Important outcomes of perceived control and employee voice behavior include employee-driven innovation, increased productivity, and job satisfaction;therefore, it is essential to study if there is a difference in a remote versus an in-person work environment. The 81 participants in this study were employees at a public utilities department in a local municipal government that had worked both remotely and in-person during the peak of the covid-19 pandemic. This research also looked at the role communication modalities played for both in-person and remote work scenarios. Although these employees indicated there was no difference in perceived control and employee voice. This study's data suggests that voice behavior and perceived control are stable attitudes that are not impacted by the move from in-person to remote work. As more employees press for remote work arrangements, these data indicate that managers should not expect voice or perceived control to be impacted (negatively or positively) when employees work remotely. These participants indicated both Zoom staff meetings and Zoom one-to-one meetings with their supervisor were important, however, only Zoom one-to-one meetings with the supervisor were indicated to be satisfactory, which is not surprising during a time of social isolation. (PsycInfo Database Record (c) 2023 APA, all rights reserved)

Embedding relationships: The indirect effects of work relationships on turnover intent

With the onset of the "Great Resignation" following the onset of the COVID-19 pandemic, employees are quitting jobs at unprecedented levels. Although the traditional model of turnover (Mobley, 1977;Mobley, Griffeth, Hand, & Meglino, 1979) links job attitudes and turnover intentions as key determinants in understanding the turnover process, there is a growing recognition of the importance of studying contextual variables, namely social relations, in expanding our understanding of employee turnover and retention. Job embeddedness (Mitchell et al., 2001) and social capital theories (Granovetter, 1973;Burt, 1992;Lin, 1982) implicate employees' social networks as additional factors worth investigating in understanding employee turnover. The aim of the current study was to study an expanded model of turnover by examining whether different types of social relationships at work differentially related to work experiences and attitudes that, in turn, related to turnover intentions. The current research leveraged an ego-centric method to collect information on employees' social networks at work along with work experience and attitudinal constructs. The results of the study found that expressive relationship networks (i.e., friendship networks) had a positive, significant effect on employees' job embeddedness, with an indication of a marginal indirect effect with organizational commitment. Surprisingly, employees' instrumental networks were not significantly related to any work experience or attitudinal factors. There was no support for the hypothesized indirect effects linking social networks, work experiences and attitudes, and turnover intentions. Practical implications and directions for future research are discussed. (PsycInfo Database Record (c) 2022 APA, all rights reserved)

Employee well-being, perceived stress, and hours worked in a virtual environment

A strategic business goal of human resources is to ensure optimal use of human capital and many factors impact overall employee productivity, such as stress and well-being. The prevalence of virtual work environments grew exponentially as a result of the COVID-19 pandemic. Working virtually may lead to increased hours worked and increased stress, which could adversely impact employee well-being. The theoretical framework for this research was based on the personal resource allocation theory (PRA) and the job demands-resources theory (JD-R). This quantitative study used the data collected from 135 participants in the United States who responded online to an instrument that combined the shortened version of the Utrecht Work Engagement Scale (UWES-9), the shortened version of the Perceived Stress Scale (PSS-10), and background questions including questions on the number of hours worked in a virtual environment. The results support the significant inverse relationship that exists between perceived stress and employee well-being. Additionally, a significant positive relationship was found between perceived stress and total hours worked that included a virtual component. These results may guide human resource professionals in deciding how to structure work environments. The research suggests, as a best business practice, employee well-being for employees who work virtually at least part of the time may be improved by decreasing perceived stress that may result from working a high number of total hours. For scholars, this research indicates the need for further research to see if virtual work environments are related to increases in the total number of hours worked. (PsycInfo Database Record (c) 2023 APA, all rights reserved)

The impacts of cultural intelligence and emotional labor on the job satisfaction of luxury hotel employees

Within luxury hotels targeting multinational segments, frontline service staff are essential to creating unique, personalized experiences for high-value, discerning clientele. Performing emotional labor and utilizing cultural intelligence are key to ensuring exceptional cross-cultural service encounters, but which also create additional pressures for frontline staff. This study aims to assess the impacts of a comprehensive range of emotional labor and cultural intelligence (CQ) on employees' job satisfaction. Cognitive CQ, motivational CQ, emotive dissonance, and expression of naturally felt emotions were shown to influence job satisfaction. Moreover, the study engaged senior executives from luxury hotels to further discuss the survey results. This approach helped the researchers and practitioners to (re)contextualize the study's key findings, which were used to reflect on managers' understanding of cultural intelligence, emotional labor and job satisfaction. The discussions highlighted how these issues were incorporated in luxury hotels' human resource practices in general and especially during the COVID-19 crisis. (PsycInfo Database Record (c) 2023 APA, all rights reserved)

Trust in educational leadership in times of crisis: Trust between the superintendent and principals during COVID-19

Trust is never more important than during a crisis. For years, researchers have been studying trust in organizations and schools, focusing on the principal and teacher relationship and its impact on school climate. The literature has been less focused, however, on the superintendent and principal relationship-and the role trust plays within that relationship. Moreover, given the recency and continually evolving nature of COVID-19, there is little research about the actions superintendents and principals are taking to lead their school communities through this pandemic and even less research on how this crisis impacts the relational trust between the superintendent and the principal.The purpose of this study, therefore, is to examine how trust impacts the relationship between the superintendent and the principals in their district. Accordingly, this study will address the following research questions: 1) How do principals view their relationship with the superintendent and their schools during a crisis? and 2) What practices influence the role of trust in this relationship?To understand how principals view their relationships with their superintendent, as well as practices that influence trust, I conducted six interviews with five principals and the superintendent, and I observed a School Committee meeting where a principal presented on behalf of all principals in support of the superintendent. Principals highlighted how working for a benevolent, competent, and reliable superintendent over a long period of time helps them build trust in their superior while also leading a school during a time of crisis. Practices that appeared to build and sustain trust during the COVID-19 crisis and that support a trusting relationship between the superintendent and principals include length of time working together;perceived trust from the superintendent in the principals' competence, which led to reciprocal trust;the ability to advocate for systems-wide change;and acts of benevolence. This research emphasizes that the relationship between principals and the superintendent matters. It is essential that trust is developed between principals and the superintendent to ensure a stable working environment for staff, ultimately leading to greater consistency for students during trying times in school and beyond. (PsycInfo Database Record (c) 2023 APA, all rights reserved)

Blue, rather than red light can nudge employees to choose delayed but larger wage payment

Most businesses have been severely affected during the ongoing Coronavirus Disease 2019 (COVID-19) pandemic, as they lack sufficient cash reserves for turnaround in this devastated business environment. This study presents a nudge-based approach for encouraging employees to choose delayed but larger wage payment. Through two laboratory experiments and one field experiment, we found that blue light more likely promotes individuals choosing the farsighted intertemporal option (i.e., delayed but larger payment) than red light. We further investigated why blue light can promote such a farsighted decision and found that the intradimensional difference comparison-that is, comparing the difference between the two options in the time dimension (time A,B) and the difference in the payoff dimension (payoff A,B)-mediates the effect of blue (vs. red) light on intertemporal choice. The current study demonstrates the effectiveness of light color and provides a solution to nudge people to make farsighted choices. (PsycInfo Database Record (c) 2023 APA, all rights reserved)

The CUPA-HR 2022 Higher Education Employee Retention Survey: Focus on Supervisors

Higher ed continues to face a retention crisis. Turnover in any role can impact an institution, but turnover in a supervisor role has more far-reaching implications. This report explores higher ed supervisors' likelihood of looking for new employment, their current challenges and working environments, and which job aspects specific to supervisors are associated with their retention. Results from the 2022 CUPA-HR Employee Retention Survey reveal nearly 2 in 5 (36%) supervisors indicated they are likely to look for other employment in the next 12 months. Most supervisors work additional hours beyond full-time, whereas most non-supervisors do not. Further, supervisors absorbed more responsibilities of vacated positions and experienced more increases in job expectations than did non-supervisors after the onset of COVID-19. Supervisors reported their top challenges as filling empty positions and maintaining staff morale. Finally, higher ed supervisors are less likely to look for other employment if they have more support and power to make decisions in their supervisory roles. Specific recommendations for retaining supervisors in higher ed are provided.

Adapting to the COVID-19 World: A Case Study of Collective Learning in a Social Entrepreneurial Organisation

Purpose: This paper aims to examine how a social entrepreneurial organisation in Sweden collectively learned to adapt itself to the COVID-19 pandemic. Design/methodology/approach: Using an abductive approach, this study conducted single case fieldwork on a social entrepreneurial organisation called SFE. The following research questions were asked: What are the changes in collective learning conditions that SFE has to face during the pandemic? What are the outcomes of collective learning during the pandemic in SFE? Findings: This study results indicate that collective learning conditions were changed by restructuring the organisation's design and teamwork during the pandemic, which facilitated sharing of knowledge and experiences. This collective learning helped the organisation develop new virtual projects during the pandemic. Another result of this collective learning was the members' new shared understanding of the organisation's vision. Research limitations/implications: This study hopes to broaden the understanding of the relationship between collective learning in organisations and organisational adaptation in times of crisis. Practical implications: This study can help leaders of social entrepreneurial organisations understand what changes are necessary to create a team that collectively learns. Originality/value: The data had the advantage of being gathered as a real-time process, and the researcher witnessed how the organisation achieved adaptation as it happened and not just through its members' reflection of it as a past phenomenon.

Personal characteristics related to engagement before and during the COVID-19 pandemic

Personal resources influence professionals' relationships with their work and impact their engagement. Thus, we investigated whether the relationships between personality traits and meaningful work with engagement showed differences before and during the pandemic. The sample comprised 963 professionals with 828 participants, with a mean age of 35.5 years (SD = 10.7 years) before the COVID-19 pandemic, and 135 professionals with a mean age of 42.1 years (SD = 8.1 years) during the pandemic. The participants' personality traits, meaningful work, and work engagement were assessed. Differences in the relationships between personal resources and engagement were investigated through network analysis. No significant differences were observed in the relationships investigated before and during the pandemic. Significant work was related to personality traits and played a central role in the network, evidencing its importance in promoting engagement at work. (PsycInfo Database Record (c) 2023 APA, all rights reserved) (Portuguese) Os recursos pessoais influenciam nas relacoes dos profissionais com seu trabalho e impactam no seu engajamento. Desta forma, este estudo teve como objetivo investigar se as relacoes entre os tracos de personalidade e o trabalho significativo com o engajamento apresentavam diferencas antes e durante a pandemia. A amostra compreendeu 963 profissionais, sendo 828 participantes, com idade media 35,5 anos (DP = 10,7 anos) antes da pandemia da COVID-19 e 135 profissionais, com idade media 42,1 anos (DP = 8,1 anos) durante a pandemia. Foram avaliados os tracos de personalidade, trabalho significativo e engajamento no trabalho dos participantes. As diferencas nas relacoes entre os recursos pessoais com o engajamento foram investigadas por meio da analise de redes. Nao foram observadas diferencas significativas nas relacoes investigadas antes e durante a pandemia. O trabalho significativo esteve relacionado aos tracos de personalidade e desempenhou papel central na rede, evidenciando sua importancia na promocao do engajamento no trabalho. (PsycInfo Database Record (c) 2023 APA, all rights reserved) (Spanish) Los recursos personales influyen en las relaciones de los profesionales con su trabajo e impactan en su compromiso. De esta forma, investigamos si las relaciones entre rasgos de personalidad y trabajo significativo con engagement presentaban diferencias antes y durante la pandemia. La muestra estuvo compuesta por 963 profesionales, con 828 participantes, con una edad media de 35,5 anos (DE = 10,7 anos) antes de la pandemia de COVID-19 y 135 profesionales, con una edad media de 42,1 anos (DE = 8,1 anos) durante la pandemia. Se evaluaron los rasgos de personalidad de los participantes, el trabajo significativo y el compromiso laboral. Se investigaron las diferencias en las relaciones entre los recursos personales y el compromiso mediante el analisis de redes. No se observaron diferencias significativas en las relaciones investigadas antes y durante la pandemia. El trabajo significativo se relaciono con los rasgos de personalidad y jugo un papel central en la red, evidenciando su importancia en la promocion del compromiso en el trabajo. (PsycInfo Database Record (c) 2023 APA, all rights reserved)