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Jennifer L. Etnier
There is substantial interest in identifying the behavioral means by which to improve cognitive performance. Recent research and commercial ventures have focused on cognitive training interventions, but evidence suggests that the effects of these programs are small and task-specific. Researchers have also shown interest in exploring the potential benefits of physical activity for cognitive performance. Because the effects of physical activity have been found to be small to moderate and to be more global in nature, interest in physical activity has been growing over the past several decades. Evidence regarding the efficacy of physical activity is provided through cross-sectional studies, longitudinal prospective studies, and randomized controlled trials. When reviewed meta-analytically, small-to-moderate beneficial effects are reported for children, adults, older adults, and cognitively impaired older adults, and these effects are evident for a wide range of cognitive domains, including executive function, memory, and information processing. Researchers are currently focused on identifying the mechanisms of these effects. Most of this research has been conducted using animal models, but there is a growing body of literature with humans. From this evidence, there is support for the role of changes in cerebral structure, hippocampal perfusion, and growth factors in explaining the observed benefits. Thus far, however, the literature is quite sparse, and future research is needed to clarify our understanding of the mechanisms that provide the causal link between physical activity and cognitive performance. Research is also focused on understanding how to increase the benefits by potentially combining cognitive training with physical activity and by identifying the genetic moderators of the effects. These lines of work are designed to elucidate ways of increasing the magnitude of the benefits that can be obtained. At this point in time, the evidence with respect to the potential of physical activity for benefiting cognitive performance is quite promising, but it is critical that funding agencies commit their support to the continued exploration necessary to allow us to ultimately be able to prescribe physical activity to specific individuals with the express purpose of improving cognition.
Krista J. Munroe-Chandler and Michelle D. Guerrero
Imagery, which can be used by anyone, is appealing to performers because it is executed individually and can be performed at anytime and anywhere. The breadth of the application of imagery is far reaching. Briefly, imagery is creating or recreating experiences in one’s mind. From the early theories of imagery (e.g., psychoneuromuscular) to the more recent imagery models (e.g., PETTLEP), understanding the way in which imagery works is essential to furthering our knowledge and developing strong research and intervention programs aimed at enhanced performance. The measurement of imagery ability and frequency provides a way of monitoring the progression of imagery use and imagery ability. Despite the individual differences known to impact imagery use (e.g., type of task, imagery perspective, imagery speed), imagery remains a key psychological skill integral to a performer’s success.
E. Whitney G. Moore
Strength training sessions are developed and overseen by strength and conditioning coaches, whose primary responsibilities are to maximize individuals’ athletic performance and minimize their injury risk. As the majority of education and certification for being a strength and conditioning coach focuses on physiology and physiological adaptations, biomechanics, and related scientific areas of study, there has been less emphasis on coaching behaviors, motivational techniques, pedagogical approaches, or psychological skills. These are important areas because to accomplish both long-term and short-term training goals, strength and conditioning coaches should use and train their athletes in the use of these techniques.
Motivation of training session participants is essential to being an effective strength and conditioning coach. Coaches motivate their athletes through their behaviors, design and organization of the training sessions, teaching techniques, role modeling, relationships with the athletes, and the psychological skills they incorporate within and outside of the training sessions. Coaches also often teach athletes about psychological skills not to motivate the athlete but to assist the athlete in their performance, mental health, or general well-being. Some of these psychological skills are so ingrained in the strength and conditioning discipline that coaches do not recognize or categorize them as psychological skills. Because of the relationship built between strength coach and athlete, the strength and conditioning coach often provides informal knowledge of advice on topics regarding general life lessons or skills that can actually be categorized under psychological skills. However, the lack of formal education and training in sport psychology techniques also means that strength and conditioning coaches do not take full advantage of many behaviors, motivational techniques, and other psychological skills. These areas remain an area for further professional development and research within the strength and conditioning field.
Training is the systematic processes initiated by the organization that facilitate relatively permanent changes in the knowledge, skills, or affect/attitudes of organizational members. Cumulative meta-analytic evidence indicates that training is effective, producing, on average, moderate effect sizes. Training is most effective when designed so that trainees are active and encouraged to self-regulate during training, and when it is well-structured and requires effort on the part of trainees. Additional characteristics of effective training are: The purpose, objectives, and intended outcomes of training are clearly communicated to trainees; the training content is meaningful, and training assignments, examples, and exercises are relevant to the job; trainees are provided with instructional aids that can help them organize, learn, and recall training content; opportunities for practice in a safe environment are provided; feedback is provided by trainers, observers, peers, or the task itself; and training enables learners to observe and interact with others. In addition, effective training requires a prior needs assessment to ensure the relevance of training content and provides conditions to optimize trainees’ motivation to learn. After training, care should be taken to provide opportunities for trainees to implement trained skills, and organizational and social support should be in place to optimize transfer. Finally, it is important that all training be evaluated to ensure learning outcomes are met and that training results in increased job performance and/or organizational effectiveness.
Sharon Glazer and Cong Liu
Work stress refers to the process of job stressors, or stimuli in the workplace, leading to strains, or negative responses or reactions. Organizational development refers to a process in which problems or opportunities in the work environment are identified, plans are made to remediate or capitalize on the stimuli, action is taken, and subsequently the results of the plans and actions are evaluated. When organizational development strategies are used to assess work stress in the workplace, the actions employed are various stress management interventions. Two key factors tying work stress and organizational development are the role of the person and the role of the environment. In order to cope with work-related stressors and manage strains, organizations must be able to identify and differentiate between factors in the environment that are potential sources of stressors and how individuals perceive those factors. Primary stress management interventions focus on preventing stressors from even presenting, such as by clearly articulating workers’ roles and providing necessary resources for employees to perform their job. Secondary stress management interventions focus on a person’s appraisal of job stressors as a threat or challenge, and the person’s ability to cope with the stressors (presuming sufficient internal resources, such as a sense of meaningfulness in life, or external resources, such as social support from a supervisor). When coping is not successful, strains may develop. Tertiary stress management interventions attempt to remediate strains, by addressing the consequence itself (e.g., diabetes management) and/or the source of the strain (e.g., reducing workload). The person and/or the organization may be the targets of the intervention. The ultimate goal of stress management interventions is to minimize problems in the work environment, intensify aspects of the work environment that create a sense of a quality work context, enable people to cope with stressors that might arise, and provide tools for employees and organizations to manage strains that might develop despite all best efforts to create a healthy workplace.
David M. Cadiz, Amy C. Pytlovany, and Donald M. Truxillo
The population is aging in most industrialized nations around the world, and this trend is anticipated to continue well into the future. This demographic shift impacts the workforce in that the average age of workers is increasing, and the workplace is becoming more age diverse, meaning different generations of employees are working side by side now more than ever before. Increasing age diversity can be problematic if misguided age-related attitudes, biases, and behaviors lead to ageism—the stigmatization of, and discrimination against, people based on age. Evidence of the impact of ageism in the workplace is being observed in increasing age-related discrimination claims as well as increased time for older people to find employment.
Workplace ageism manifests from cognitive, affective, and behavioral components. Age stereotypes are associated with the cognitive component, age-related prejudice is related to the affective component, and age discrimination is aligned with the behavioral component. There is an abundance of research identifying age-related stereotypes and it is thought that these stereotypes influence how workplace decisions are made. Age-related prejudice research indicates that older workers are generally viewed more negatively than younger workers which can result in lower performance appraisals or older workers’ receiving harsher consequences for lower performance. Finally, age-discrimination research has identified that older workers struggle to find employment, to receive training and development opportunities, and to advance their careers. Although the majority of research on workplace ageism has focused on older individuals, younger workers also face challenges related to their age and this is a line of research that needs further exploration. Nevertheless, the accumulating evidence supports claims that workplace ageism has wide-ranging effects on individuals, groups/teams, organizations, and society.
Lale M. Yaldiz, Franco Fraccaroli, and Donald M. Truxillo
The proportion of older people in the industrialized workforce is increasing owing to the aging of the baby-boom generation, improved health in industrialized countries, changing retirement laws, need for additional income by older workers, and entry of fewer younger people into the workforce in some countries. This “graying” trend of the workforce raises a number of issues such as the needs, motivation, job attitudes, and behaviors of older workers; how to manage age diversity issues at work; late career issues; and preparing the worker and the organization for retirement. Specifically, older worker issues as a research topic includes work-relevant changes taking place within individuals as they age (e.g., physical, cognitive, and personality changes); how older workers are affected by their physical and social environments; the sources of age stereotyping and discrimination and how to combat them; and how these factors affect outcomes such as older workers’ well-being, health, attitudes, motivation, performance, and desire to continue working.
Robert G. Jones
Based on current earth science findings, survival of our species will rely on better management of our relationships with the environmental system in which we reside. Accomplishing this requires the enlistment of a scientific understanding and management of our internal natural systems. Specifically, human urges that are oriented toward individual and small group well-being must be successfully managed to ensure species-level adaptation and survival. An essential first step for accomplishing this is to define a set of psychological criteria presumed to mediate the relationship between these individual urges and behavior at broader levels of analysis, and particularly organizational and community behaviors. Once criteria have been elaborated by key stakeholders, assessment and feedback processes common to major areas of applied psychology provide many options for intervention. This approach is at the heart of the applied psychology of sustainability that will be elaborated in this article. After defining the core problem and laying some foundational assumptions, an overview of this approach will be presented as a means to addressing the problem of using our psychological systems to manage our psychological systems’ effects on the environment.
David E. Guest
Human resources (HR) management addresses those policies, practices, and activities concerned with the management of people in organizations. Although it is typically considered at multiple levels of analysis, it provides an important context for the application of work and organizational psychology. Core research questions address the determinants of HR strategy and practices adopted by organizations and how these are linked to outcomes including in particular organizational performance and employee wellbeing. Much research explores this linkage process including how far HR practices are able to ensure employee abilities, motivation, and opportunities to contribute; the distinctive role of human capital; how employees react to these practices; and the steps management can take to ensure their effective implementation. Most research confirms an association between the adoption of a greater number of what are typically termed “high performance” or “high involvement” HR practices and higher organizational performance and employee wellbeing. However, doubts remain about the causal direction of the association. Continuing research challenges include how best to measure HR practices, understanding more about contextual influences, and incorporating more fully the role of employee attitudes and behavior including employee attributions about the motives of management in their use of HR practices.
Deborah M. Capaldi, David C. R. Kerr, and Stacey S. Tiberio
Intergenerational studies are key to informing research, preventive intervention, and policy regarding family influences on healthy development and maladjustment. Continuities in family socialization and contextual risks across generations, as well as genetic factors, are associated with the development of psychopathology—including externalizing problems in children—and with intergenerational associations in the use of marijuana, alcohol, tobacco, and other drugs; these continuities are reflected in the low-to-moderate associations generally found in prospective studies. Until recent years, estimates of intergenerational continuities in problem behaviors and the processes explaining such associations (e.g., parenting behaviors) have been based largely on retrospective reports by adults about their own parents’ behaviors. Now there are some long-term prospective studies spanning as many as 30 years that can assess linkages between behaviors in one generation and the next. Whereas such studies have considerable design and implementation challenges, and are very expensive, it is of critical importance to examine the magnitude of associations of behaviors across generations. For example, a modest association across generations suggests either that genetic factors have a limited influence on that behavior or that they are subject to considerable moderation by environmental factors. These prospective studies relate to theoretical developments regarding intergenerational influences that are reviewed—for example, individual differences in genetic sensitivity to environmental influences. The theoretical approach employed in the Oregon Youth Study—Three Generation Study is a Dynamic Developmental Systems (DDS) model of continuous feedback across systems throughout development. A new hypothesis encompassed by DDS is developmental congruence of intergenerational associations in problem behaviors. As used in geometry, congruence refers to figures of a similar shape and size. This term has been adapted to refer to the expectation that ages of onset and patterns of growth in key behaviors will show similarity across generations. This is based on the theory that genetic and temperamental factors increase an individual’s risk when these factors are expressed at sensitive developmental periods. Thus, the timing of these manifestations (e.g., susceptibility to deviant peer influences) is expected to be similar across generations. Developmental similarity is also likely due to continuities in social-risk context and family mechanisms, such as parenting.