Interpersonal Trauma, Posttraumatic Stress and Depression

Dating aggression is common among emerging adults, and women who experience aggression from a dating partner are at risk for elevated depression and posttraumatic stress (Dutton et al., 2006). Although some women end their relationships as a result of aggression, other women remain committed to their partner, and aggression tends to escalate over time. The current study explored the role that depression and posttraumatic stress play in ending aggressive dating relationships as well as changes in these symptoms after ending such a relationship. The current study also sought to identify factors predictive of individual differences in emerging adults' commitment to their aggressive dating relationships. A sample of 148 emerging adult women currently in an aggressive dating relationship completed questionnaires about themselves and their relationship; measures of rejection sensitivity, self-worth, and romantic relational style were included as predictors of the Investment Model variables (e.g., investment, satisfaction, quality of alternatives, and commitment; Rusbult, 1980). Two assessments were completed six months apart. Neither depression nor posttraumatic stress predicted ending an aggressive relationship. However, ending an aggressive relationship was associated with experiencing less physical aggression, which mediated reductions in posttraumatic stress. A more avoidant romantic style indirectly predicted commitment through relationship satisfaction and investment. Both commitment and rejection sensitivity significantly predicted continuing an aggressive relationship six months later.

Performance Management: Can Coaching Result in Improved Employee Satisfaction and Motivation?

The goal of this project is to determine whether or not coaching, as a part of performance management, results in increased employee motivation, ultimately impacting employee performance. Teletech's customer service group was a case study where their effectiveness of performance management through coaching was analyzed. The data for this research was gathered from interviews of two of TeleTech's managers, and an employee survey created by the author. The results reveal that most participants felt more motivated after their coaching sessions, changed their behavior based on feedback during coaching, resulting in improved performance. Therefore, the results of the project show that regular coaching, as part of performance management, results in improved employee satisfaction and motivation, resulting in increased productivity.