Childabuseandneglectprevention Climate Survey Canpcstest Typeor ✓ Solved

Child Abuse and Neglect Prevention Climate Survey (CANPCS) Test Type: Original Acronym: CANPCS Source Used: The majority of metadata for this record was created from PsycINFO Record: Purpose: The purpose of this survey is to examine beliefs about whether child abuse and neglect is a significant problem in the local community, self-efficacy toward preventing child abuse and neglect , personal and community responsibility to reduce child abuse and neglect , confidence that child abuse and neglect can be reduced, and perceptions about effective prevention approaches. Description: The Child Abuse and Neglect Prevention Climate Survey (CANPCS; Todahl et al., 2020) was developed to investigate public attitudes, knowledge, and behaviors about child abuse prevention.

Statements for this instrument were based on social norms theory (Berkowitz, 2005) and the Theory of Planned Behavior (TBD; Ajzen, 1991). Face validity and clarity of first draft items were evaluated in structured interviews with pilot survey participants. The resulting CANPCS was evaluated in a random sample of adult residents in Lane County, Oregon. No further validity or reliablity results were reported for this survey. Limitations and suggestions for further research were noted. (PsycTests Database Record (c) 2021 APA, all rights reserved) Test Year: 2020 Author: Todahl, Jeff ; Barkhurst, Phyllis D. ; Watford, Kayla ; Gau, Jeff M.

Email: Todahl, Jeff: [email protected] Affiliation: Todahl, Jeff. University of Oregon, Center for the Prevention of Abuse and Neglect , Eugene, Oregon, United States Barkhurst, Phyllis D.. University of Oregon, Center for the Prevention of Abuse and Neglect , Eugene, Oregon, United States Watford, Kayla. United Way of Lane County, Springfield, Oregon, United States Gau, Jeff M.. Oregon Research Institute, Eugene, Oregon, United States Correspondence: Todahl, Jeff, University of Oregon, Center for the Prevention of Abuse and Neglect 1244 Walnut St.Eugene, Oregon, United States , [email protected] Instrument Type: Survey Format: Items are rated using Likert scale (e.g., Strongly Disagree, Disagree, Agree, and Strongly Agree) and open-ended responses.

Scenarios are also presented. Language Present: English Language Available: English Construct: Attitudes toward Child Abuse and Neglect Prevention Commercial Availability: No Permissions: Contact Corresponding Author Fee: No Test Items Available: No Classification: 5300 Attitudes, Interests, Values, and Expectancies Reliability: No reliability indicated. Validity: No validity indicated. Factor Analysis: Principal Component Analysis: The authors noted that a principal component analysis was conducted to assess whether items held together conceptually. However, the results of this analysis were not reported.

Methodology: 1000 Test Validity 1200 Factor Analysis 1230 Principal Component Analysis Number of Test Items: The final draft of the survey includes 50-scaled questions, two open-ended questions, and two scenarios. Administration Method: Electronic Age Group: Adulthood (18 yrs & older) ; Young Adulthood (18-29 yrs) ; Thirties (30-39 yrs) ; Middle Age (40-64 yrs) ; Aged (65 yrs & older) Population Group: Human ; Male ; Female Other Population Details: Location: United States Sample: Adult Residents (Ages 18-75 and Older) Keywords: Child Abuse and Neglect ; Community-Based Change ; Face Validity ; Prevention Climate ; Public Attitudes Index Terms: Attitude Measures ; Child Abuse ; Child Neglect ; Community Attitudes ; Community Involvement ; Crime Prevention ; Public Opinion ; Social Change ; Social Issues ; Face Validity Source Citation: Test Development Todahl, Jeff (2020).

Child abuse and neglect prevention: A survey of public opinion toward community-based change. Journal of Public Child Welfare, 14(3), . doi: 10.1080/.2019. PsycINFO Record : Test Release Date: Digital Object Identifier: Accession Number: Project: Final Project PSYC 8754: Abstract Since early 2020, Corona virus disease 2019 (COVID-19) spread across the world infecting millions and killings thousands and more. During these unprecedented times, organization’s eliminated face-to-face interaction. As a result, organizations were forced to work remotely and adapt to new technology in the process.

Now, while COVID19 pandemic is currently concluding, organizations are reopening, while the next generation of workers, Millennials, are entering the workplace and demanding the freedom to pursue work with meaning rather than stability. Vyas and Butakhieo (2020) stated that some of the concerns of recalling employees back to office reflect common issues like job flexibility, organizational support, individual disease vulnerability, and differences in workstyle. Green et al. (2020) stated that individuals who never worked remote before has been heavy effective in this transition back to the worksite from telework. Therefore, the problem statement that will be studied does remote work affect the development of new jobs for millennials since COVID19?

Final Project Introduction In the midst of the COVID19 pandemic that struck the world by surprise, organizations were forced to transition from the office to telework. Tursunbayeva et al. (2022) state that the COVID-19 pandemic has initiated a remote work transformation that is opening a new debate on its effects on the workplace, labor market, and organizational practices. Furthermore, Reina et al (2022) notes that remote work due to COVID 19 has organizations redesigning jobs due to employee’s performance that increased during these tough times and now, millennials are craving remote work (Camp et al., 2022). According to Camp et al. (2022), the millennial generation, who were born between , is seeking jobs that are flexible, collaborative, and creates a positive work-life balance that reflects remote work.

As COVID19 restrictions are ending and organizations are ending remote work, how will organizations retain talent, especially for millennials? Therefore, my proposed topic is, “ how does remote work affect the development of new jobs for millennials since COVID19? Literature Review · A literature review using 15–20 articles related to your topic (job analysis, competency models, training and development, or selection). Use the “Final Project Template†document to organize your review. · Gap(s) in research of personnel psychology · A problem statement using the “Final Project Template†· A purpose statement using the “Final Project Template†· Research question(s) and hypotheses based upon the gap(s) in research Your Final Project must also include a title page and an abstract page and background, literature strategy, and references sections.

It must be based upon scholarly literature and the Learning Resources presented in this course. By Day 7 Purpose Statement Ferreira et al. (2021) state that organizations continuously attempt to explore new ways to become more competitive, financially profitable, and productive in their market. When COVID-19 occurred, it altered organizations in unprecedented ways (Howe et al., 2021). Ferreira et al. (2021) note that organizations began to search for solutions like remote work to maintain their business activities. As the reality of COVID-19 set in, remote work quickly went from the exception to the norm for any organization.

Howe et al. (2021) state that technology has empowered employees across the globe to collaborate and evolve in their remote roles. However, despite advancing technology and productivity, many organizations in America’s workforce have been slow to adopt remote work. According to Howe et al. (2021), the most important concept that an organization can overlook after the pandemic is attempting to revert all work activities back to normal as they were conducted prior to the pandemic. This approach will likely have a negative impact on the perceptions and morale of employees that could result in detrimental outcomes like low performance and turnover (Howe et al., 2021). Ferreira et al. (2021) believe that if employees find remote work to be equally or more efficient than traditional work office, then it is reasonable to assume that many of these employees may wish to stay remote after the pandemic.

According to Camp et al. (2022), millennials prefer a flexible, work-life balance that results in remote work. Millennials will continue to become a vital asset in this era of organizational transformation due to COVID-19; but the challenge for organizations is to realize that the millennial generation holds many talents, and they must successfully retain them for their organizational goals and success (Camp et al., 2022). Research Questions How does remote work affect the development of new jobs for millennials since COVID19? Theoretical Framework Social Exchange Theory . According to Cropanzano and Mitchell (2005), social exchange theory, the most influential conceptual paradigm for understanding workplace behavior, is social behaviors/actions that result from an exchange process where benefits are maximized, and the cost is minimized.

This theory allows individuals to reciprocity as interdependent exchanges where something must be given, and something returned (Cropanzano & Mitchell, 2005). For this study, interdependence, which involves mutual and complementary arrangements, is considered a defining characteristic of social exchange to weigh the potential benefits and risks of relationships. When the risks outweigh the rewards, people will terminate or abandon that relationship. Calhoun and McCarthy (2022) suggest that social exchange theory implies that employees who believe they can benefit from the option of telework will feel compelled to reciprocate an enhanced work effort by carrying out actions that will profit the organization.

Employees who work from home see this as a privilege and now, feel obligated to the organization to perform much higher. Reference Anderson, N., Ones, D. S., Sinangil, H. K., & Viswesvaran, C. (Eds.). (2001). Handbook of industrial, work & organizational psychology: Volume 1: Personnel psychology .

Sage. Camp, K. M., Young, M., & Bushardt, S. C. (2022). A millennial manager skills model for the new remote work environment.

Management Research Review . Calhoun, M., & McCarthy, V. (2022). The great attrition and public accounting firms: Peer resentment as a factor pre-post- COVID. Institute for Global Business Research Conference Proceeding, 6(1),1-112 . Cropanzano, R., & Mitchell, M.

S. (2005). Social exchange theory: An interdisciplinary review. Journal of Management , 31 (6), . Hira, F. A., Singh, H., Alam, M.

M., & Ishtiak, A. (2021). A conceptual framework for organizational attractiveness among Malaysian millennial jobseekers aimed at the aftermath of COVID-19. International Journal of Academic Research in Economics and Management Sciences , 10 (1), 20-33. Howe, D. C., Chauhan, R.

S., Soderberg, A. T., & Buckley, M. R. (2021). Paradigm shifts caused by the COVID-19 pandemic. Organizational Dynamics , 50 (4), 1-9.

Ferreira, R., Pereira, R., Bianchi, I. S., & da Silva, M. M. (2021). Decision factors for remote work adoption: Advantages, disadvantages, driving forces and challenges. Journal of Open Innovation: Technology, Market, and Complexity , 7 (1), 70.

FlexJobs. (2022). Remote job market map . Owl Labs. (2022). State of Remote Work . Reina, R., Ventura, M., Cristofaro, C.

L., & Vesperi, W. (2022). Digitalize work in pandemic time: Practices for remote working and job redesign in public organization. In HR Analytics and Digital HR Practices (pp. 73-99). Palgrave Macmillan, Singapore.

Tursunbayeva, A., Di Lauro, S., & Antonelli, G. (2022). Remote work at the time of COVID-19 pandemic and beyond: A scoping review. HR Analytics and Digital HR Practices , .

Paper for above instructions

Title: Exploring the Impact of Remote Work on Job Development for Millennials Post COVID-19

Abstract

This paper explores how the shift to remote work due to the COVID-19 pandemic has affected job development for millennials. As organizations navigate the post-pandemic landscape, understanding the implications of remote work on job structure, roles, and expectations is critical. This literature review assesses existing studies on remote work dynamics and organizational changes while highlighting research gaps and proposing relevant research questions. The purpose of this study is to unravel the complexities of how remote work experiences influence job market trends for millennials and their expectations of the workplace.

Introduction

The COVID-19 pandemic hastened an unprecedented shift towards remote work, fundamentally altering workplace dynamics. Organizations, in a bid to maintain operations, rapidly transitioned to telework, raising critical questions about the long-term impact on job development (Tursunbayeva et al., 2022). The millennial workforce, who prioritize flexibility and work-life balance, is particularly affected by this transformation (Camp et al., 2022). This paper explores how remote work has influenced the creation of jobs suited to millennial preferences.

Literature Review

Remote Work and Employee Expectations
The literature indicates a dramatic evolution in employee expectations following the widespread adoption of remote work during the pandemic. Camp et al. (2022) emphasize that millennials, actively entering the labor market, express a desire for flexible working conditions. Traditionally, the workplace prioritized stability and physical presence; however, the pandemic has shifted perspectives, allowing remote work to establish itself as a preferred model (Ferreira et al., 2021).
Additionally, engaging with remote work can lead to an enhanced perception of organizational support. Employees are more motivated to perform when they feel their employer provides flexibility in work conditions (Howe et al., 2021). Research shows that the perception of increased autonomy spurs productivity, with many workers reporting higher performance levels from home than in traditional office settings (Reina et al., 2022).
Job Redesign and Development
Job roles and functions are undergoing significant transformations as organizations adapt to this new environment. Remote work has necessitated the re-examination of job descriptions and competencies, as traditional skills may no longer suffice (Hira et al., 2021). The millennial workforce tends to prioritize collaboration, creativity, and adaptability, prompting organizations to redesign roles that reflect these values (Camp et al., 2022).
Organizations that previously operated with strict hierarchies and in-person dynamics now experiment with more flexible and fluid job structures, emphasizing outcome-based performance rather than hours worked (Anderson et al., 2001). The focus on outputs encourages skills that align with contemporary workplace demands, such as digital literacy and self-management (Calhoun & McCarthy, 2022).
Social Exchange Theory in Remote Work
Cropanzano and Mitchell’s (2005) Social Exchange Theory elucidates employee behaviors in organizational settings. This theory posits that individuals weigh potential benefits against costs in their workplace relationships. In the context of remote work, employees who perceive advantages—such as flexibility—may feel an obligation to repay the organization with increased performance (Calhoun & McCarthy, 2022). The intersection of remote work and social exchange underscores the need for companies to foster positive relationships to retain talent.

Gaps in Research

While emerging studies provide valuable insights into remote work's effects, they often lack comprehensive longitudinal data reflecting changing employee perceptions over time. Additionally, the focus on specific job sectors could lead to generalizations that may not apply universally (Tursunbayeva et al., 2022). This raises questions regarding the nuanced experiences of diverse populations within the millennial group and the implications for job creation across various industries.

Problem Statement

Despite the rapid transition to remote work organizations have undergone, there is a lack of understanding regarding how this shift affects emerging job designs tailored to the millennial workforce. This lack of clarity necessitates an exploration into how organizations can effectively attract and retain millennials in a post-COVID-19 world through remote work arrangements.

Purpose Statement

The purpose of this study is to investigate the implications of remote work on the development of jobs for millennials since the COVID-19 pandemic began. By analyzing existing literature, this research aims to identify the emerging characteristics that are reshaping job roles and expectations for future employees in various sectors.

Research Questions

1. How has remote work redefined job roles and responsibilities for millennials since COVID-19?
2. What skills and competencies are now prioritized in the development of new job positions tailored for millennials?
3. How do millennials perceive the effectiveness of remote work as an employment model, and what expectations do they hold for organizations?
4. What role does organizational support play in enhancing employee productivity and satisfaction among remote workers?

Hypotheses

1. There has been a significant increase in the development of flexible job roles that align with millennial values due to the rise of remote work.
2. New job positions post-COVID-19 will emphasize digital competencies, adaptability, and collaboration as essential criteria for employment.
3. Millennials will report higher job satisfaction and productivity levels when remote work options are provided, compared to those in traditional office settings.
4. Increased organizational support during remote work scenarios correlates with improved employee morale and retention rates among millennials.

Conclusion

The transition to remote work represents a transformative phase in organizational dynamics, particularly impacting the millennial workforce. As organizations redefine job structures and seek to attract and retain talent, understanding the preferences and expectations of millennials is crucial. This literature review highlights the ongoing shifts in job responsibilities, the adaptability of organizations, and the theoretical frameworks that underpin employee relationships in a remote work environment. Further research is needed to fill existing gaps and contribute to an evolving understanding of how the intersection of remote work and millennial expectations will continue to shape the future of work.

References

1. Anderson, N., Ones, D. S., Sinangil, H. K., & Viswesvaran, C. (2001). Handbook of industrial, work & organizational psychology: Volume 1: Personnel psychology. Sage.
2. Camp, K. M., Young, M., & Bushardt, S. C. (2022). A millennial manager skills model for the new remote work environment. Management Research Review.
3. Calhoun, M., & McCarthy, V. (2022). The great attrition and public accounting firms: Peer resentment as a factor pre-post-COVID. Institute for Global Business Research Conference Proceeding, 6(1), 1-112.
4. Cropanzano, R., & Mitchell, M. S. (2005). Social exchange theory: An interdisciplinary review. Journal of Management, 31(6).
5. Ferreira, R., Pereira, R., Bianchi, I. S., & da Silva, M. M. (2021). Decision factors for remote work adoption: Advantages, disadvantages, driving forces, and challenges. Journal of Open Innovation: Technology, Market, and Complexity, 7(1), 70.
6. Hira, F. A., Singh, H., Alam, M. M., & Ishtiak, A. (2021). A conceptual framework for organizational attractiveness among Malaysian millennial jobseekers aimed at the aftermath of COVID-19. International Journal of Academic Research in Economics and Management Sciences, 10(1), 20-33.
7. Howe, D. C., Chauhan, R. S., Soderberg, A. T., & Buckley, M. R. (2021). Paradigm shifts caused by the COVID-19 pandemic. Organizational Dynamics, 50(4), 1-9.
8. Reina, R., Ventura, M., Cristofaro, C. L., & Vesperi, W. (2022). Digitalize work in pandemic time: Practices for remote working and job redesign in public organization. In HR Analytics and Digital HR Practices (pp. 73-99). Palgrave Macmillan, Singapore.
9. Tursunbayeva, A., Di Lauro, S., & Antonelli, G. (2022). Remote work at the time of COVID-19 pandemic and beyond: A scoping review. HR Analytics and Digital HR Practices.
10. Vyas, L., & Butakhieo, N. (2020). The impact of working from home during COVID-19 on work and life balance. Technology in Society, 63.