@article {695723,
	title = {The Invisible Co-Worker Among Us: Understanding Childhood Trauma and Workplace Well-Being},
	journal = {uropean Journal of Behavioral Sciences},
	volume = {5},
	number = {3},
	year = {2022},
	pages = {25-35},
	abstract = {This work intended to investigate potential correlations between past experienced personal trauma to the everyday experience of workplace well-being. The authors explored traumatic childhood stories using the Philadelphia extended version of the original Adverse Childhood Experiences (ACEs) survey. Connections to these experiences were sought in a broad range of populations using snowball sampling. Participants (N\&nbsp;= 406) were asked to answer the ACEs survey and questions on their current perception of workplace well-being using the Eudaimonic Workplace Well-Being Scale (EWWS). Results indicated a strong correlation that was statistically significant. An increase in the number of ACEs aligned with a lower perception of well-being within the workplace. This is the first study of its kind to connect clinical childhood trauma \&nbsp;experience with current adult workplace experience of well-being. Findings suggest enhanced focus should be placed on engaged awareness and action-oriented treatment of mental health in the workplace.},
	url = {https://doi.org/10.33422/ejbs.v5i3.918},
	author = {R Michael Neilio and Kristen A. Toohill and Ryan T.W. McCreedy and Aprille F. Young and Leanne M. Tortez}
}
@article {695724,
	title = {Return To Workplace Fears During Covid-19},
	journal = {European Journal of Behavioral Sciences},
	volume = {5},
	number = {3},
	year = {2022},
	pages = {17-24},
	abstract = {This article reports the observations of fear in the workforce while returning to the workplace following the SARS-CoV-2 (COVID-19) pandemic in comparison to previous research on fear in the workplace. Additionally, the findings contribute to the body of knowledge of workplace fears following collective, traumatic events. For the study, a sample of 189 employees were asked 16 questions which were measured on a Likert-type scale, in addition to a free response question on fear management strategies. Distributions of participants encompassed all levels of management. Results indicate primary return to workplace fears of conveying disease to loved ones and national mismanagement of crisis. Additional analysis indicates significant increases in fears stemming from coworker mistrust and career advancement inhibition with decreased fears of being laid off or fired, over baseline conditions. Further, the study observes significant increases in coping strategies such as nutrition and social problem management (such as therapy and socializing) and a decrease in problem management via cognitive adjustments or disengagement. This research suggests that employers take care when crafting their return-to-work strategies to foster trust among coworkers, facilitate opportunities to collectively reflect on traumatic experiences, and provide flexibility in accommodations for individuals{\textquoteright} unique circumstances.},
	url = {https://doi.org/10.33422/ejbs.v5i3.914},
	author = {Ryan T.W. McCreedy and Carmine Gibaldi}
}
@inbook {683467,
	title = {The Observed Effects of Mass Virtual Adoption on Job Performance, Work Satisfaction, and Collaboration},
	booktitle = {Work from Home: Multi-level Perspectives on the New Normal},
	year = {2021},
	publisher = {Emerald Publishing Limited},
	organization = {Emerald Publishing Limited},
	abstract = {
	Since the dawn of modern technology, managers have long discussed\&nbsp;the effectiveness of virtual work. While general trends have indicated increased\&nbsp;acceptance of virtually working in recent years, the onset of the\&nbsp;global coronavirus (COVID-19) pandemic forced a majority of the world{\textquoteright}s\&nbsp;professional workforce to quickly embrace virtual work. Building upon\&nbsp;previous research, this chapter suggests that virtual work is positively correlated\&nbsp;with productivity. Using an online open survey, the study examined\&nbsp;the extent to which sustained virtual work impacts perceived individual\&nbsp;productivity, perceived organisational productivity, collaboration, job satisfaction,\&nbsp;and connectedness over a 15-week period. Findings demonstrate\&nbsp;that perceived productivity and connectedness were particularly high in\&nbsp;the initial weeks, tapering downward as a function of time physically removed\&nbsp;from co-workers. Job satisfaction remained largely unchanged and\&nbsp;collaboration yielded no reportable trends. Managers reported more negatively\&nbsp;than non-managers in all tested variables. Findings support more\&nbsp;flexible working systems for employees in the future.



	Keywords: Telework; remote work; virtual work; productivity; COVID-19;\&nbsp;job satisfaction; connectedness; collaboration

},
	author = {Carmine Gibaldi and Ryan McCreedy},
	editor = {Payal Kumar and Anirudh Agrawal and Pawan Budhwar}
}
