Mindfulness at work (Glomb, Duffy et al, 2012) - Human Resources

128THERESA M. GLOMB ET AL.processes might be expected to affect employee performance and well-beingat work. We explicitly link each process to one or more of the core processesdescribed in the preceding section. We provide empirical evidence for eachprocess, suggest ways in which the process would affect employees’functioning at work, and, where available, provide illustrations of theseprocesses from our interviews. In Table 1, we provide a summary of theTable 1.Potential Effects of Secondary Processes of Mindfulness onEmployee Performance and Well-Being.Mindfulness-Based ProcessPossible Work-Related EffectsResponse flexibility Improved decision making Improved communicationDecreased rumination Improved coping with stressful events Faster recovery from negative events Increased confidence and self-efficacy Better problem solving Improved concentrations More effective use of social supportEmpathy Increased interactional and informational justice Reduced antisocial behavior Increased organizational citizenship behaviors Positive leadership behaviorsAffective regulation Improved communication Improved coping with stressful events Faster recovery from negative events Fewer accidentsIncreased self-determination andpersistence Increased goal-directed effort Improved task performance Greater learning Increased job satisfaction Increased organizational commitment Increased performance on creative tasksIncreased working memory Reduced negative affect Improved ability to handle multiple demands Ability to perform under stressMore accurate affective forecasting Less biased decision making More accurate expectations Less frustration and negative emotion