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Sökning: WFRF:(Thiele H) > Abildgaard J. S.

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1.
  • Abildgaard, J. S., et al. (författare)
  • Forms of participation : The development and application of a conceptual model of participation in work environment interventions
  • 2020
  • Ingår i: Economic and Industrial Democracy. - : SAGE Publications Ltd. - 0143-831X .- 1461-7099. ; 4:3, s. 746-769
  • Tidskriftsartikel (refereegranskat)abstract
    • In the realm of work environment improvements, the Nordic countries have led the way in demonstrating that employee participation is a key requisite for achieving improvements. Despite this, there is a lack of precision as to what ‘participatory’ in a participatory work environment intervention means. In this study, the authors present a conceptual model for participation in work environment interventions and apply it to protocols and manuals from eight participatory interventions to determine the form of participation used in each intervention. The authors suggest that the conceptual model can be applied in the design and assessment of participatory work environment interventions. 
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2.
  • Tafvelin, Susanne, 1975-, et al. (författare)
  • Leader-team perceptual distance affects outcomes of leadership training : Examining safety leadership and follower safety self-efficacy
  • 2019
  • Ingår i: Safety Science. - : Elsevier B.V.. - 0925-7535 .- 1879-1042. ; 120, s. 25-31
  • Tidskriftsartikel (refereegranskat)abstract
    • Whether leaders and their teams agree or not on perceptions of leadership has been found to impact follower well-being and performance. Less is known about how agreements or disagreements play a role in relation to safety and leadership training. The present study examined the effects of leaders’ and followers’ perceptual distance on safety leadership prior to a leadership safety training. Forty-eight leaders and a total of 211 followers from the paper industry completed surveys before and after training. Polynomial regression with response surface analyses revealed that the agreement between leaders and their followers regarding safety leadership before training was positively related to training outcomes including safety leadership and followers’ safety self-efficacy. Line managers who overrated themselves on safety leadership before training had less favorable training outcomes. Our findings suggest that 360-degree feedback may not be sufficient for motivating leaders to change their behaviors during leadership training.
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