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The United States’ National Center on Advancing Person-Centered Practices and Systems provides technical assistance to human service systems on person-centered thinking, planning and practices. To apply for the Center's technical assistance, 33 state human service systems submitted applications and participated in interviews in which they detailed technical assistance needs. This technical paper examines themes that emerged from these technical assistance applications and interviews. These themes offer a view into barriers, obstacles and priorities for human service systems as they work toward more person-centered practices. Common themes point to key areas that, if enhanced, could result in a more person-centered system overall.

The application process generated 33 applications containing technical assistance goals and priorities, summaries of recent and ongoing initiatives to advance person-centered approaches, measurement methods and anticipated challenges. Using thematic analysis, the authors organized the information into seven themes.

Applicants identified seven themes to improve person-centered thinking, planning and practices: Staff Training and Competencies, Participant Engagement, Measurement and Quality Improvement, Cross-System Consistency in Planning and Practice, Payment and Managed Care, Cultural and Linguistic Responsiveness and Other Practice-Related Goals. They also articulated contextual factors that help or hinder systems efforts and a vision for an ideal person-centered system.

The themes provide a unique window into human service system administrators' priorities for achieving more person-centered human service systems and the conditions that may promote or hinder systems change.

The researchers wanted to find out a number of things. First, they wanted to assess the influence of strong unions on approaches to HRM. Second, they wanted to know if the strategic HR function had a positive effect on both person-centered and performance-centered HRM. Third, they tested the theory that the economic context had a significant influence on HRM practices. Companies in liberal market economies (LMEs), for example, were expected to adopt more performance-centered HRM, but for companies in coordinated market economies the reverse was likely to be true (CMEs).

Cristiani et al collected their data from the Cranet 2009 survey, the world’s largest comparative analysis of HRM practices. They sent out a questionnaire to senior managers responsible for HRM at private multinational companies. The authors sampled 3,406 firms across 14 countries. They placed six OECD nations in the LME group (Australia, Canada, Ireland, New Zealand, the UK, and the USA) and ten in the CME group (Austria, Belgium, Denmark, Finland, Germany, Japan, Norway, Sweden, Switzerland, and the Netherlands).

The data revealed that the strategic HR function had a positive effect on the adoption of both person-centered and performance-centered HRM. The study also demonstrated that a more powerful union presence encouraged the use of person-centered approaches, whereas it discouraged performance-centered ones. The data suggested that the variety of capitalism (VoC) moderated the relationships between the strategic HR function role and performance-centered HMR, but the same impact on person-centered approaches was not found.

Proof of the moderating effect of the VoC shows that HR professionals – especially at multinationals - need to align their practices with the larger context in which their company is operating. The most valuable finding for businesses was the impact of a strong union presence on which HRM practices were likely to be accepted, or rejected.

Drawing on the organizational psychology literature and social resource theory, this research aimed to investigate how attitude toward the employer (i.e. loyalty) and attitude toward the client (i.e. approach to work: professional, market-oriented and person-centered) relate to the perceived importance of socio-emotional resources in providing care to older people.

Swedish frontline care staff members participated in an electronic survey using a cross-sectional design. Mediation analyses were conducted to examine proposed direct and indirect effects of loyalty on the perceived importance of socio-emotional resources in care through three different approaches to work in care settings.

In general, the results confirmed the hypotheses. Thus, the analyses showed a positive association between employee loyalty and the perceived value of socio-emotional resources in care, which was partially mediated by the person-centered and professional approaches to work. Moreover, the analyses showed that the person-centered approach was more strongly related to the perceived value of socio-emotional resources in care than the other two approaches, lending support to the superiority of the person-centered approach in this context.

The study highlights that there exist multiple approaches to work in care settings. Also, the insights about how loyalty toward the employer relates to approach to work in care settings and the perceived value of socio-emotional resources in care are novel and of crucial importance to practitioners and the outcomes of care.

The purpose of this paper is to explore varieties of capitalism (VoC) as a moderator of the effect of: the strategic HR function role; and the level of union presence on the adoption of different human resource management (HRM) practices categorized as either person-centered or performance-centered.

The authors use data on both multinationals and locally owned firms from 14 OECD countries, collected through the Cranet 2009 survey. The hypotheses of the proposed model were tested using hierarchical multiple regression analysis.

Evidence shows that the strategic HR function is positively related to the adoption of both types of HRM practices, whereas higher levels of union presence inhibit the adoption of performance-centered practices and promote the adoption of person-centered practices. In addition, although VoC does not show any significant direct effects on HR practices, there is a moderating effect of VoC on the HR function role – HRM practices and union presence – HRM practices relationships.

The use of survey data with single respondents might produce reliability problems. Additionally, the data used are cross-sectional, which means that causality cannot be determined.

Managers in multinationals corporations and local firms must be aware of the distinct effects of the strategic HR function and trade union presence in different market economies. In particular, special attention must be paid when a firm expands globally, “outside the reach” of the national market economy or type of capitalism, and operates in different VoC.

The present paper contributes to better understanding the influence of VoC, not only on HRM practices, as in previous research, but also on the relationships between the HR function role and the level of union presence and the types of practices promoted.

Employee engagement (EE) continues to be one of the most difficult challenges for organizations today. Numerous factors have been linked to EE, according to studies. However, the necessary human resource management (HRM) strategies and systems for enhancing EE have not yet been developed. It is questionable if all employees inside the company require the same HRM strategies, to boost engagement as one size does not fit all. Therefore, it is necessary to create employee profiles based on factors associated with EE. This study aims to develop employee profiles based on engagement dimensions and outcomes. It seeks to comprehend the relationship between engagement level and factors such as age, years of service and employment grade.

Using latent profile analysis (LPA), we identified five EE profiles (highly engaged, engaged, moderately engaged, disengaged and highly disengaged). These five profiles were characterized by five EE dimensions (Culture Dimensions, Leadership Dimensions, People Process, Business alignment Dimension and Job Dimension) and EE outcomes (Say, Stay and Strive).

The study revealed that Engaged profiles exhibited low stay outcomes. The highest percentage of disengaged employees fall under 25 years of age with less than 5 years of experience and are at the entry level.

The study highlights the significance of the people processes dimensions in enhancing engagement. Profiles with low people process dimensions showed high disengagement. Person-centered LPA adds and complements variable-centered approach to develop a better understanding of EE and help organizations devise more personalized strategies. The study would be of interest to both academics and practitioners.

The novelty of this study lies in its attempt to model the employee profiles to comprehend the relationship between engagement levels using LPA.

Resilience while learning is the capacity to initiate, persist and direct effort toward learning when experiencing unpleasant affective states. The underlying mechanisms of resilience are emotional buffering and self-regulation when experiencing unpleasant affective states. The authors identified four factors that support resilience while learning: positive emotional engagement, creative problem-solving, learning identity and social support. The authors developed and tested scales and found evidence to support the four-factor model of resilience. The authors offer a person-centered approach to resilience in learning by conducting a latent profile analysis that tested the likelihood of resilience based on profiles of differences in scores on these factors under two affective conditions: (unpleasant) learning during frustration versus (pleasant) learning during progress. A quarter of individuals activated the four resilience factors in pleasant and unpleasant affective states, while 75% of participants saw decrements in these factors when faced with frustration. The results support a four-factor, person-centered approach to resilience while learning.

The authors develop and test a four-factor model of resilience and test the model in a group of 330 management undergraduate and graduate students. Each participant identified two learning episodes in their responses, one while frustrated and one while making progress, and ranked the level of intensity on the four resilience factors. Analysis on an additional 88 subjects provided additional support for the validation and reliability of scales.

Results revealed 2 latent profiles groups, with 25% of the sample associated with resilience (low difference on resilience factors between the two learning episodes) and 75% who remain susceptible to unpleasant emotions (high difference between the two learning episodes).

The study supports a person-centered approach to resilience while learning (in contrast to a variable centered approach).

The study provides a means to classify individuals using a person-centered, rather than a variable-centered approach. An understanding of how individuals buffer and self-regulate while experiencing unpleasant affect while learning can help educators, consultants and managers develop better interventions for learning.

This study addresses the growing concern over student success associated with increased dropout rates among undergraduate business students, and the failure of many management developments and executive training efforts. This study suggests that looking at specific variables may not provide insight into the complex relationship between learning outcomes and factors that support resilience in learning.

There is growing interest in understanding resilience factors from a person-centered perspective using analytical methods such as latent profile analysis. This is the first study to look at how individuals can be grouped into similar profiles based on four resilience factors.

Entrepreneurial passion has important implications for entrepreneurial success and psychological well-being. But their connections are complicated by the fact that three entrepreneurial passions (passion for inventing, passion for founding and passion for developing) can be combined differently according to their level and shape difference. A variable-centered approach cannot explain their relationship very well, by only focusing on the level difference and ignoring the different combination of entrepreneurial passion in subpopulations. The purpose of this study is to explore the function of entrepreneurial passion on entrepreneurial success and psychological well-being from a person-cantered approach.

In this study, the authors conducted latent profile analyses to identify different configurations of different entrepreneurial passions (passion for inventing, passion for founding, passion for developing) on two samples of Chinese students and entrepreneurs. Then in the sample of Chinese entrepreneurs, the authors utilized the DCON command in Mplus to provide comparisons among the profiles on entrepreneurial success and psychological well-being.

Based on identity theory, the authors found four entrepreneurial passion profiles across two samples—fully passionate, action-driven, interest-driven and dispassionate. Furthermore, the authors found that fully passionate entrepreneurs showed the highest level of entrepreneurial success, followed by action-driven, and then by interest-driven and dispassionate showed the lowest level. Action-driven entrepreneurs experienced the highest level of psychological well-being, followed by fully passionate entrepreneurs, then by interest-driven and dispassionate.

The results provide new insights into the nature and influence of entrepreneurial passion on entrepreneurial success and psychological well-being from a person-centered perspective.

This study aims to examine configurations of person-centered psychological change during organizational restructuring and downsizing in a public sector setting. Drawing on a social cognitive framework of organizational change the authors explore and identify the existence of different groups of employees who demonstrate varied responses (on commitment, engagement and anxiety) to restructuring and downsizing.

Surveys were collected from employees in three longitudinal waves (Time 1 N = 253; Time 2 N = 107; Time 3 N = 93, twelve months apart) at a UK public sector organization shortly before, during and after restructuring and downsizing.

Three classes of response emerged based on levels of and change in anxiety, organizational commitment and work engagement: a positive “Flourishers” profile was identified along with two relatively negative response profiles, labeled as “Recoverers” and “Ambivalents”. Higher levels of job control accounted for membership of the more positive response profile; higher structural uncertainty predicted membership of the most negative response group.

Using a person-centered approach, the authors form an understanding of different types of employee responses to downsizing; along with potential factors that help explain why groups of employees may exhibit certain psychological response patterns and may need to be managed differently during change. Thus, this approach provides greater understanding to researchers and managers of the varied impact that restructuring/downsizing has on the workforce.

To date there has been little research exploring employee responses to organizational restructuring and downsizing that has attempted to take a person-centered approach, which assumes population heterogeneity. Unlike variable centered approaches, this unique approach helps identify different patterns of employee responses to restructuring and downsizing.

Team collaboration is essential to ensure the quality of care and patient safety when critically ill patients are transferred from an intensive care unit (ICU) to a general ward. Measuring team collaboration in the patient transfer process can help gain insights into how team collaboration is perceived and how it can be improved. The purpose of this paper is to describe the development and testing of a questionnaire aiming to measure perceived team collaboration in the patient transfer process from ICU to the general ward. This study also aims to analyze the results to see how the survey could help improve team collaboration within ICU transitional care.

Statements, factors and main areas intended to measure perceived team collaboration were developed from a theory. The questionnaire was tested in two ICUs at two hospitals located in Sweden, and the results were analyzed statistically.

The results showed that the questionnaire could be used for measuring perceived team collaboration in this process. The results from the survey gave insights that can be useful when improving team collaboration in ICU transitional care.

The collaboration between two research subjects, Nursing Science and Quality Management, has given new perspectives in how cultural and systemic differences and opportunities can help improving team collaboration in ICU transitional care, by shifting focus from the individual to team, culture, system, process and continuous improvement.

The developed questionnaire can be used to measure perceived team collaboration and to identify areas for improving team collaboration in the ICU transitional care process.

There is a sparse amount of research about measuring team collaboration in ICU transitional care, and this study contributes to filling this research gap.

Previous studies have focused on exploring the factors that influence employees' two distinct types of creativity, that is, radical and incremental creativity, while very little attention has been paid to the outcomes of creativity and how the two types of creativity interact within individuals.

The present study addresses this issue by adopting both variable-centered (correlation) and person-centered (latent profile analysis) approaches for three samples of supervisor–employee dyads data from China (n = 159, 213 and 273).

Using variable-centered analysis in sample 1, general creativity was positively associated with the four work performance dimensions, while there was no significant correlation between creativity and well-being. Using person-centered analysis, five very similar creativity profiles were found across samples 2 and 3 based on employees' radical and incremental creativity. These five classes differed in work performance dimensions and well-being, with classes characterized by a high level of incremental creativity profiles reporting a higher level of well-being and classes characterized by a high level of both incremental and radical creativity profiles reporting a higher level of the four work performance dimensions.

Managers are suggested to focus on factors that could promote employees' incremental creativity if they want to have happier and highly performing employees, and they could also focus on factors that could aid employees who may experience costs when engaging in radical creative activities.

The results of the present study contribute to uncover the potential outcomes related to employees' creativity by identifying distinct profiles of creativity types.