PERSONALquarterly 03 / 22 22 SCHWERPUNKT_HR-KOMMUNIKATION LITERATURVERZEICHNIS Avey, J./Patera, J./West, B. (2006): The Implications of Positive Psychological Capital on Employee Absenteeism. Journal of Leadership and Organizational Studies 13, 2. Baer, M./Frese, M. (2003): Innovation is not enough: climates for initiative and psychological safety, process innovations, and firm performance. Journal of Organizational Behavior, 24, S. 45-68 Bajaj, B./Pande, N. (2015): Mediating role of resilience in the impact of mindfulness on life satisfaction and affect as indices of subjective well-being. Journal of Personality and Individual Differences, 93, S. 63-67. Bandura, A. (2000): Exercise of human agency through collective efficacy, Current Directions. In: Psychological Science, 9, 3, S. 75-78. Boniwell, I./Tunariu, A. (2019): Positive psychology: theory, research and application. McGraw-Hill. Bowen, D./Ostroff, C. (2004): Understanding the HRM-performance linkages: The role of the “strength” of the HRM system. Academy of Management Review, 29, 2, S. 203-221. Brown, B. (2018): Dare to Lead: Brave Work. Tough Conversations. Whole Hearts. Penguin. Butler, J./Kern, M. (2016): The PERMA-Profiler: A brief multidimensional measure of flourishing. International Journal of Wellbeing, 6, 3, S.1-48. Chiaburu, D./Peng, A./Oh, I./Banks, G./ Lomeli, L. (2013): Antecedents and consequences of employee organizational cynicism: A meta-analysis. Journal of Vocational Behavior, 83, 2, S.181-197 Csikszentmihalyi, M. (1997): Finding flow: The psychology of engagement with everyday life. Basic Books. Duckworth, A./Peterson, C./Matthews, M./Kelly, D. (2007): Grit: Perseverance and passion for long-term goals. Journal of Personality and Social Psychology, 92, 6, S. 1087-1101. Fredrickson, B. (2013a): Positive Emotions Broaden and Build, Advances. In: Experimental Social Psychology, 47, S. 1-53, Cambridge, MA: Academic Press. Graves, M./Ruderman, M./Ohlott, P./Weber, T. (2012): Driven to Work and Enjoyment of Work: Effects on Managers’ Outcomes. Journal of Management, 38, 5, S. 1655-1680. Herrando, C./Constantinides, E. (2021): Emotional Contagion: A Brief Overview and Future Directions. Frontiers in Psychology, 12. Kirste, I./Nicola, Z./Kronenberg, G./Walker, T./Liu, R./Kempermann, G. (2015): Is silence golden? Effects of auditory stimuli and their absence on adult hippocampal neurogenesis. Brain Structure and Function, 220, 2, S. 1221-1228. Linley, P.A./Harrington, S. (2006): Playing to your strengths. Psychologist, 19, S. 86-89. Lips-Wiersma, M./Morris, L. (2009): Discriminating between ‘Meaningful Work’ and the ‘Management of Meaning’. Journal of Business Ethics, 88, 3, S. 491-511. Luthans, F./Avolio, B./Avey, J./Norman, S. (2007): Positive Psychological Capital: Measurement and Relationship with Performance and Satisfaction. Personnel Psychology, 60, S. 541 - 572. Luthans, F./Youssef-Morgan, C. (2017): Psychological Capital: An Evidence-Based Positive Approach. Annual Review of Organizational Psychology and Organizational Behavior, 4. Mak, C./Lui, Y. (2011): The effect of sound on office productivity. Building Services Engineering Research and Technoloy, 33, 3, S. 339-345. Murphy, M./Reeves, S. (2019): Personal and organizational mindsets at work. Research in Organizational Behavior, 39. Ogbonnaya C./Daniels, K./Connolly, S./van Veldhoven, M. (2017): Integrated and isolated impact of high-performance work practices on employee health and well-being: A comparative study. Journal of Occupational Health Psychology, 22, 1, S. 98-114 Paauwe, J. (2009): HRM and Performance: Achievements, Methodological Issues and Prospects. Journal of Management Studies, 46, S. 129-142. Peterson, C./Seligman, M. E. P. (2004): Character strengths and virtues: A handbook and classification. American Psychological Association, Oxford University Press. Plough, A. (2020): Well-being: expanding the definition of progress: insights from practitioners, researchers, and innovators from around the globe. Oxford University Press. Dies führt uns zu unserem letzten und wohl wichtigsten Punkt: Die Glaubhaftigkeit von Kommunikation entscheidet über den Erfolg oder Misserfolg von Wellbeing-Initiativen. Erfolgsversprechende Maßnahmen sind nahtlos mit den bewussten und unbewussten Aspekten der vorherrschenden Unternehmenskultur abgestimmt und bauen klar und konsequent auf den geltenden Unternehmenswerten auf. Dieses Qualitätskriterium ist gleichzeitig die größte Hürde: Undifferenzierte, halbherzige oder „aufgehubschte“ Kommunikation, insbesondere in Zeiten von kulturellemWandel, kann Zynismus und Skepsis anstelle von Wellbeing fördern (Chiaburu et al., 2013). Wenn jedoch ein überzeugendes Wachstumsdenken in ein Unternehmen einkehrt, welches sich in Kommunikation wie Handlung kenntlich macht, können Normen und Interaktionen entstehen, die zu mehr Vertrauen, effektiverer Mitarbeit und damit einhergehendem organisatorischen Erfolg führen (Murphy/ Reeves, 2019). Die glaubhafte Kommunikation eines WellbeingMindsets kann auf diese Weise eine Win-Win-Situation für Unternehmen wie Mitarbeitende kreieren.
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