Lockdowns to control the spread of the coronavirus disease 2019 (COVID-19) have had profound effects on everyday life worldwide, but their effect on mental health remains unclear because available meta-analyses and reviews rely mostly on cross-sectional studies. We conducted a rapid review and meta-analysis of longitudinal studies and natural experiments investigating the relationship between COVID-19 lockdowns and mental health. A total of 25 studies involving 72 004 participants and 58 effect sizes were analyzed. Using a random effects model, we found that lockdowns had small effects on mental health symptoms, g = 0.17, s.e. = 0.05, 95% CI (0.06-0.24), p = 0.001, but the effects on positive psychological functioning, g = -0.12, s.e. = 0.11, 95% CI (-0.33 to 0.09), p = 0.27, were not significant. Multivariate analysis of effect sizes revealed significant and relatively small effect sizes for anxiety and depression, while those for social support, loneliness, general distress, negative affect, and suicide risk were not significant. The results indicated substantial heterogeneity among studies, but meta-regression analyses found no significant moderation effects for mean age, gender, continent, COVID-19 death rate, days of lockdown, publication status or study design. The psychological impact of COVID-19 lockdowns is small in magnitude and highly heterogeneous, suggesting that lockdowns do not have uniformly detrimental effects on mental health and that most people are psychologically resilient to their effects.

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The psychological impact of COVID-19 pandemic lockdowns: a review and meta-analysis of longitudinal studies and natural experiments.

Bespreking van: M. Alvesson,Reflexive Methodology, New Vistas for Qualitative Research London:Sage ,2000 0-8039-7706-9

Reflexive Methodology, New Vistas for Qualitative Research

In many developed economies, changing demographics and economic conditions have given rise to increasingly competitive labour markets, where competition for good employees is strong. Consequently, strategic investments
in attracting suitably qualified and skilled employees are recommended. One such strategy is employer branding. Employer branding in the context of recruitment is the package of psychological, economic, and functional benefits
that potential employees associate with employment with a particular company. Knowledge of these perceptions can help organisations to create an attractive and competitive employer brand. Utilising information economics and signalling theory, we examine the nature and consequences of employer branding. Depth interviews reveal that job seekers evaluate: the attractiveness of employers based on any previous direct work experiences with the employer or in the sector; the clarity, credibility, and consistency of the potential employers’ brand signals; perceptions of the employers’ brand investments; and perceptions of the employers’ product or service brand portfolio.

Employer branding : strategic implications for staffrecruitment

Founded 2007. Leading research institution engaged in developing strong, pragmatic and principled national security and defence policies, and informing current and future security leaders. Research areas include: US national security and defence policy; regional security challenges; national security; US military forces and operations; terrorism, irregular warfare and crime; weapons of mass destruction and nuclear proliferation.

/pdf/center-for-a-new-american-security-o29zphhk5d.pdf

Center for a New American Security

Marketing AI recruitment: The next phase in job application and selection

Instability in the global economy in the wake of COVID-19 has resulted in millions of people losing access to employment. As a result, these same individuals will be faced with the pain of job loss in the present and the stress of the job search process in the future. This commentary seeks to draw attention to the psychological trauma that can result from job loss and job search and motivate psychologists to consider issues of work-life spillover in the aftermath of the pandemic. (PsycInfo Database Record (c) 2020 APA, all rights reserved).

The traumatic impact of job loss and job search in the aftermath of COVID-19.

The incursion of coronavirus disease 2019 (COVID-19) reached global scale in 2020, requiring a response from leaders worldwide. Although the virus is a ubiquitous problem, world leaders have varied appreciably in their responses resulting in substantially different outcomes in terms of virus mitigation, population health, and economic stability. One explanation for this inconsistency is that leaders have taken differential approaches to making sense of the crisis that, in turn, have driven their approaches to decision making and communication. The present article elaborates on the role of leaders as sensemakers and explains how a leader's sensemaking approach is a critical element in successful crisis management efforts. Through the charismatic, ideological, pragmatic (CIP) leadership model, a sensemaking-focused theory of leadership, it is explained how specific, relatively stable sensemaking approaches manifest and what actions leaders engaged in those styles are likely to take in times of crisis. These connections are then reinforced through case examples of 3 world leaders, framed through CIP, and demonstrate how their sensemaking approach has influenced their response to COVID-19. The article concludes with a discussion of the impacts that these differential approaches to COVID-19 may have on the global community, and recommendations for more explicit incorporation of sensemaking into our understanding of leadership. (PsycInfo Database Record (c) 2020 APA, all rights reserved).

Making sense of crisis: Charismatic, ideological, and pragmatic leadership in response to COVID-19.

Persistence: Defining the multidimensional construct and creating a measure

For many terrorist organizations, also known as violent extremist organizations (VEOs), their ability to perpetuate violence is often contingent upon successful recruitment and selection of organizational members. Although academic work on terrorist recruitment and selection has improved in recent years, researchers have generally focused more heavily on aspects of radicalization rather than organization attraction and entry. Moreover, a number of terrorism scholars have lamented the lack of conceptual frameworks with which to interpret and extend findings linked to recruitment and selection, specifically. In light of these difficulties, we propose that considering literature bases outside of terrorism may be useful in extending lines of inquiry and offering alternative ways of thinking about how terrorist organizations operate. Specifically, we draw on Industrial and Organizational Psychology, Human Resource Management, and Organizational Behavior literature bases to offer alternative and extended modes of thought on terrorist recruitment and selection. In doing so, we believe both terrorism and more traditional organizational scholars can make substantive and novel contributions to future investigations of increasingly pressing issues surrounding violent extremism. (PsycINFO Database Record

Recruitment and selection in violent extremist organizations: Exploring what industrial and organizational psychology might contribute.

Historiometric analysis (HMA), an organized set of content analytic techniques, allows researchers to convert historical information into numeric data that are appropriate for complex statistical a...

Matthew P. Crayne

Papers

The traumatic impact of job loss and job search in the aftermath of COVID-19.

Making sense of crisis: Charismatic, ideological, and pragmatic leadership in response to COVID-19.

Persistence: Defining the multidimensional construct and creating a measure

Recruitment and selection in violent extremist organizations: Exploring what industrial and organizational psychology might contribute.

Historiometry in Organizational Science: Renewed Attention for an Established Research Method