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The purpose of this paper is to develop and implement an intervention to increase individuals’ hedonic well-being (HWB) and/or eudaimonic well-being (EWB) via cognitive reframing and action-based behaviors.

Time 1 and Time 2 data were collected two weeks apart from 76 participants (comprised of city employees, extension agents, and students) in an intervention group (23) and a characteristically similar control group (53). The intervention included an in-person facilitated meeting with a series of follow-up e-mails designed to focus participants on well-being improvement strategies and provide them resources for continued well-being development.

Intervention participants evidenced a significant increase in EWB after two weeks, particularly the personal growth dimension. No significant increase resulted for HWB.

The present intervention indicates the importance of targeting well-being at a facet level, including a focus on multidimensional EWB. The intervention also serves to guide the informed development of future well-being programs.

These findings have important implications for organizations in light of increased employee desire for personal and professional growth opportunities supported by their employer. Group interventions such as the one reported herein are an important way for organizations to develop and invest in employees.

This paper traces the development of prior well-being interventions, evaluating their successes and failures and using those to guide the informed development of the present intervention. By utilizing both in-person and follow-up components, and incorporating both hedonic and multidimensional eudaimonic components, the proposed intervention serves as an important step toward a feasible organizational intervention that can benefit many.

Research on work-family conflict has primarily focused on younger workers, with little attention being paid to workers across the lifespan. To address this gap, the current study aimed to examine work-family conflict for individuals aged 18 to 70, focusing on explanations for why age is differentially related to work-family conflict at different points in one's life.

Hypotheses were tested using data from two independent samples of working adults from the National Study of the Changing Workforce (n=3,552 and 2,852, respectively).

The results supported a curvilinear relationship, with youngest and oldest workers having the fewest conflicting demands between work and home. Further, the results demonstrated that family satisfaction and the age of the youngest child help explain why these workers are less likely to experience family interference with work. Finally, work hours were found to mediate the relationship between age and work interference with family.

One of the most substantial demographic transformations in the general population involves the aging of the workforce. This is one of the first papers to examine and provide insight into why age is related to work-family conflict.

The purpose of this research is to develop and validate a new gender role stereotypes scale intended to be a short, effective, and modern measure of gender role attitudes.

A total of 800 participants completed an online survey, with 546 completing a second survey one week later. Recommended scale development procedures were utilized throughout in order to design and test the proposed instrument.

Item analyses determined a final set of most effective items, while exploratory and confirmatory factor analyses provided support for the eight‐item, two‐dimensional (female stereotypes, male stereotypes) scale (Gender Role Stereotypes Scale – GRSS). Additionally, internal consistency and test‐retest reliabilities were acceptable, as was the construct‐related validity. This study also finds that gender role stereotypes are best examined as a two‐factor construct (male, female), rather than conceptualized as two poles of a unidimensional continuum.

The GRSS has advantages over similar measures, including that it assesses attitudes toward both men and women with only eight items, and includes items that are easily understandable, cross‐culturally appropriate, and modern. Practitioners can use the GRSS to assess potential gender role stereotypes held by management. If managers are found to have highly traditional gender role stereotypes, organizations may be able to intervene before stereotypes affect performance ratings or task assignments.

This paper yields an updated and sound measurement scale to replace outdated scales assessing similar constructs and/or assessing only one gender role stereotype (male or female, versus both). The GRSS allows for the parsimonious, comprehensive, and effective measurement of gender role stereotypes in research and practice alike.