The Fulfilling Workplace The Organization's Role in Achieving Individual and Organizational Health

It is very easy for organizations to ignore or overlook the impact of social and commercial change-of increased pressure to deliver profit (above all else) and of transformation in the ways in which we are now working-on the mental health and, consequently, the performance of their employees. And yet there is plenty of evidence that in many workplaces, performance is down, stress is up and professional employees are struggling to balance their home and work lives. This collection, while looking at individuals, places the spotlight on organizational initiatives to support the development of attitudes, values, character and behaviors in employees. The aim of these initiatives is to increase our resilience to those experiences and events which impact on performance. There is a particular focus on managerial and professional jobs where employee discretion and commitment are critical. The Fulfilling Workplace extends the themes developed in early titles in the Psychological and Behavioral Aspects of Risk Series deeper into organizations; to explore the organization's role in coming to grips both with human frailties and toxic workplaces-both destructive to individual and organizational health.

Contents: Part I Nature of the Issues: The healthy organization: reducing high-risk individual behavior and organizational toxicity, Ronald J. Burke. Part II Optimal Individual and Organizational Outcomes: Becoming fully engaged in the workplace: what individuals and organizations can do to foster work engagement, Arnold B. Bakker, Wido G.M. Oerlemans and Lieke L. ten Brummelhuis; Experiencing flow in the workplace and what individuals and organizations can do to foster it, Evangelia Demerouti and Clive J. Fullagar; Passion in organizations, Adrian Furnham; The importance of social capital in the workplace and how individuals and organizations can support its development, Fred O. Walumba and Amanda L. Christensen. Part III Individual Resources: Person-situated dynamics and well-being at work: an achievement goal theory perspective, Christina G.L. Nerstad, Glyn C. Roberts and Astrid M. Richardsen; When pulling to the negative emotional attractor is too much or not enough to inspire and sustain outstanding leadership, Richard E. Boyatzis; The emotional intelligence response to coping with narcissism in the work place, Roy Lubit. Part IV Organizational Initiatives: Enhancing well-being in organizations through selection and development, Jill Flint-Taylor and Ivan T. Robertson; Meaningful work is healthy work, Paul Fairlie; Discrimination in the workplace and employee health, Robert L. Dipboye, Barbara A. Fritzsche and Lindsay Dhanani; Changing sexual harassment within organizations via training interventions: suggestions and empirical data, Vicki J. Magley, Louise F. Fitzgerald, Jan Salisbury, Fritz Drasgow and Michael J. Zickar; The relationship between work design and retirement: implications for organizational policy, Amanda Griffiths, Alec Knight and Nor Diana Mohd Mahudin; Creating a safe and healthy work environment: the latest thinking and research evidence, Sharon Clarke, Sara Guediri and Elinor O’Connor; Inculcating values-based leadership: one Canadian firm

Ronald Burke's work has focused on the relationship between the work environment and individual and organizational health. He was Founding Editor of the Canadian Journal of Administrative Sciences and has served on editorial boards of more than a dozen journals. He has served as Director of the PhD Program at Schulich School of Business, York University, Toronto, and as Associate Dean for Research. Cary L. Cooper, CBE, is Distinguished Professor of Organizational Psychology and Health, Lancaster University, England. He is Founding Editor of the Journal of Organizational Behavior and Editor in Chief of the medical journal Stress & Health. He is Fellow of the Academy of Management, Honorary Fellow of the British Psychological Society and of the Royal College of Physicians. He is currently Chair of the Academy of Social Sciences. In 2001, Cary was awarded a CBE by the Queen for his contribution to organizational health. He was the lead scientist on the UK government’s Foresight project on Mental Capital and Wellbeing.