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Mindfulness and the Transfer of Training

Published online by Cambridge University Press:  17 December 2015

Alan M. Saks  and
Jamie A. Gruman
Alan M. Saks*
Affiliation:
Centre for Industrial Relations and Human Resources, University of Toronto, Toronto, Ontario, Canada
Jamie A. Gruman
Affiliation:
Department of Management, University of Guelph, Guelph, Ontario, Canada
*
Correspondence concerning this article should be addressed to Alan M. Saks, Centre for Industrial Relations and Human Resources, University of Toronto, 121 St. George Street, Toronto, Ontario, Canada M5S 2E8. E-mail: saks@utsc.utoronto.ca
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Extract

Hyland, Lee, and Mills (2015) make a strong case for research and practice on mindfulness within the industrial–organizational community. Their main argument is that mindfulness has the potential to provide physical, psychological, and performance benefits to employees and organizations. However, to realize these benefits, organizations must first provide mindfulness training programs to their employees. Along these lines they note that some organizations have established mindfulness training programs to enhance employee well-being, and some firms specialize in providing workplace mindfulness training.

Type
Commentaries
Information
Industrial and Organizational Psychology , Volume 8 , Issue 4 , December 2015 , pp. 689 - 694
Copyright
Copyright © Society for Industrial and Organizational Psychology 2015 

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