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INTRODUCTION TO ARNOLD BERLEANT’S PERSPECTIVE

100%
Alcaraz A. L.
ESPES
|
2017
|
vol. 6
|
issue 2
1 – 8
EN
The selection of papers in the 6th Volume of the ESPES journal focuses on the development, analyses and critique of Arnold Berleant’s ideas on aesthetic engagement, social aesthetics, negative aesthetics, and environmental aesthetics. These issues are approached by researchers from various continents showing the inspirational potential of Berleant’s perspective, inviting metaphors, opening paths for individual development in the field of art philosophy and aesthetics.
2
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ENGAGEMENT AND RESONANCE: TWO WAYS OUT FROM DISINTERESTEDNESS AND ALIENATION

100%
Diaconu M.
ESPES
|
2017
|
vol. 6
|
issue 2
40 – 49
EN
Arnold Berleant’s enlargement of the scope of aesthetics to environments and social relationships opens the way for associations with approaches from other human and social sciences. One possible term of comparison is Hartmut Rosa’s theory of modernity, which applies the concept of resonance to various fields, including nature and art. At the beginning, their aims appear to be different and their alternatives slightly different: engagement stresses the continuity between the embodied self and the world, whereas resonance is primarily based upon a model of communication. Nevertheless, their relational theories converge in several respects: they focus on experience, defend participatory models against objectifying and merely contemplative relationships, and practise social criticism in their search for a meaningful and good life.
3
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DIALECTICAL APPROACH TO BERLEANT’S CONCEPT OF ENGAGEMENT

100%
Leddy T.
ESPES
|
2017
|
vol. 6
|
issue 2
72 – 78
EN
Arnold Berleant shares much in common with John Dewey. His notion of aesthetic engagement, which is central to his philosophy of art, is, like Dewey’s concept of “an experience,” an attack on dualistic notions of aesthetic experience. To the extent that Berleant and I are both Deweyans, we agree that we need to turn from the art object to art experience. Art is what it does in experience. Yet appreciative experience of art cannot happen without, at some point, focusing on the art object and this means bracketing context. Engagement is important, but so too are contemplation, disinterestedness and distance. Contemplation, for example, is a moment both in the creative process and in the process of appreciation. Moreover, following Brand and Gracyk, it will be argued in the present paper that only through toggling between contemplation and engagement can we obtain a full experience of art, nature, or of the everyday.
4

JOB CRAFTING, WORK ENGAGEMENT, BURNOUT: MEDIATING ROLE OF SELF-EFFICACY

88%
Rošková E., Faragová L.
Studia Psychologica
|
2020
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vol. 62
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issue 2
148 – 163
EN
Based on the Job Demands-Resources model (JD-R), the aim of this study was to verify work engagement and burnout prediction models in relation to self-efficacy and the following four job crafting strategies: increasing structural job resources, increasing challenging job demands, increasing social job resources, and decreasing hindering job demands. Data was obtained by using questionnaires. The sample comprised 178 employed participants between 20 and 58 years of age. The results indicated that crafting challenging demands (e.g., seeking extra tasks) and social job resources (e.g., asking for feedback on job performance) was positively associated with work engagement. Behavioural strategies connected with the avoidance of difficulties at work (decreasing hindering job demands), associated with younger age of employees in managerial positions, significantly contributed to burnout. Self-efficacy as a personal source partially mediated the relationship between increasing challenging job demands and work engagement. Participants in managerial positions indicated a higher level of job crafting, work engagement, and self-efficacy as opposed to individual contributors. The results of the study are practically applicable in organizations in the form of stimulations, management, and the support of those job crafting strategies that contribute to benefits on an individual and organizational level.
5

ETNOGRAFICKÝ VÝSKUM V OZ PROTI PRÚDU: KAŽDODENNÁ ANGAŽOVANOSŤ?

75%
Ditmarová L.
Etnologické rozpravy (Ethnological Disputes)
|
2016
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vol. 23
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issue 1
36 - 50
EN
The paper deals with the various forms of everyday engagement in ethnographic fieldwork regarding specific environment, methods of field research and also research ethics. Based on the author´s own ethnographic fieldwork, she attempts to describe some specifics of the research of contemporary legends and rumours in Proti prúdu Civil Association, which publishes the Nota Bene street paper. The aim of the paper is to specify some of her experiences include everyday practices of sharing, personal interactions, building relationships and gaining the trust of field consultant, which can be thought of as a form of engagement connected with commitment to reciprocity and ethical dilemmas.
6
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WORK–RELATED EMPLOYEE ATTITUDES AND ORGANIZATIONAL PERFORMANCE

63%
Cascio W. F.
Zarządzanie Zasobami Ludzkimi
|
2011
|
issue 3-4(80-81) Efficiency of HRM
15-24
PL
Postawy pracowników, takie jak satysfakcja z pracy i zaangażowanie (zarówno commitment, jak i engagement) – są ważne dla funkcjonowania organizacji. Mają wpływ na absencję i fluktuację kadr, na umiejętność pracowników dostosowywanie się do zmian, jakość współpracy z innymi pracownikami, innowacyjność, oraz gotowość do podejmowania działań wykraczających poza formalny zakres obowiązków wynikających z opisu stanowiska pracy. Zagregowane w skali organizacji efekty pozytywnych postaw prowadzą do osiągnięcia przewagi konkurencyjnej – zwiększenia satysfakcji klientów, zyskowności i wartości dla udziałowców. Wyniki ostatnio prowadzonych badań na dużych próbach potwierdzają wpływ postaw pracowniczych na wskaźniki finansowe. Przykłady przedsiębiorstw pokazują, że choć postawy pracownicze są niematerialne, to jednak są one mierzalne i mają znaczenie strategiczne dla każdego rodzaju organizacji.
EN
Employee attitudes, such as job satisfaction, employee commitment, and employee engagement, matter to organizations. They are related to important outcomes, such as absenteeism, employee turnover, adaptation to change, cooperation with other employees, innovation, and the willingness to act in ways that go beyond one's formal job description. Aggregated across work units, positive attitudes lead to the kinds of outcomes that speak directly to competitive advantage: improvements in customer satisfaction, profitability, and shareholder value. Recent longitudinal evidence based on large samples supports the causal impact of work–related attitudes on bottom–line financial measures. Company examples show that although work–related employee attitudes are intangible, they are measurable and strategically important to organizations everywhere.
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