The current study aims to understand the detrimental effects of COVID-19 pandemic on employee job insecurity and its downstream outcomes, as well as how organizations could help alleviate such ...harmful effects. Drawing on event system theory and literature on job insecurity, we conceptualize COVID-19 as an event relevant to employees' work, and propose that event strength (i.e., novelty, disruption, and criticality) of COVID-19 influences employee job insecurity, which in turn affects employee work and non-work outcomes. We also identified important organization adaptive practices responding to COVID-19 based on a preliminary interview study, and examined its role in mitigating the undesired effects of COVID-19 event strength. Results from a two-wave lagged survey study indicated that employees' perceived COVID-19 event novelty and disruption (but not criticality) were positively related to their job insecurity, which in turn was positively related to their emotional exhaustion, organizational deviance, and saving behavior. Moreover, organization adaptive practices mitigated the effects of COVID-19 event novelty and criticality (but not disruption) on job insecurity. Theoretical and practical implications are discussed.
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National reports widely publicized that the coronavirus disease (COVID-19) pandemic's disruption of work-nonwork boundaries impacted women's careers negatively, as many exited their jobs to manage ...nonwork demands. We know less about the adaptations made by highly career-invested women to remain in the workforce in occupations where they are extremely under-represented. Based on qualitative data from 763 academic Science, Technology, Engineering, Mathematics (STEM) women at 202 universities, we examined adaptation to disrupted work-nonwork boundaries and identified workplace contextual features associated with these adaptations. Results show that STEM women varied in their adaptation. Many women adapted their professional image management approaches: From concealing nonwork roles-particularly when in less supportive contexts, to revealing them-often to challenge existing ideal worker norms and advocate for change. Also, women adapted through varying forms of role sacrifice; trading off one role's execution for another, mental detachment through psychological role withdrawal, or abandoning role duties through behavioral role exit. Notably, some sacrificed their nonwork roles, although the dominant media narrative highlights women sacrificing work roles. Work contextual features associated with boundary management adaptation include structural support (e.g., flexibility) and social support (e.g., empathy). Results illuminate the complex decisions faced by STEM women when they lose the scaffolding supporting their work-nonwork interface. Moreover, the results have practical and theoretical implications for advancing workforce gender equity, and for supporting all employees' work-nonwork boundary management.
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Teaching has long been considered as one of the most challenging professions worldwide due to the involvement of numerous linguistic, socio-political, social, and psych-emotional factors. Because of ...these factors, english as a foreign language (EFL) teachers are psychologically, emotionally, and physically pressed in their job. These damaging pressures often result in negative academic outcomes for teachers, students, and educational systems. Despite dire consequences, few studies (if any) have examined the role of psycho-emotional factors in improving teaching performance and reducing negative emotions at the workplace. To fill this gap, this mini-review article aimed to present a theoretical analysis of three constructs of occupational adjustment, psychological hardiness, and burnout. In so doing, the definitions, conceptualizations, dimensions, and empirical studies related to each variable were presented. The study ends with the existing research gaps and offers some implications for EFL teachers and other stakeholders by increasing their knowledge of emotions in occupational environments and the consequences that such emotions can have for an organization.
Previous research on the psychological effect of job change has revealed a honeymoon-hangover pattern during the turnover process. However, there is a dearth of evidence on how individuals react and ...adapt to multiple job changes over their working lives. This study distinguishes adaptation to a single job change in the short term from adaptation to the process of job change in the long term. Drawing on two large-scale, long-running panel data sets from Britain and Australia, it examined how job satisfaction trajectory evolved as individuals made a series of consecutive job changes since they first entered the labor market. Our fixed effect analyses show that in both countries, individuals experienced a stronger honeymoon effect with each successive job change, before gradually reverting to their baseline job satisfaction. In short, the amplitude of the honeymoon-hangover effect increased across multiple job changes. By distinguishing "adaptation to change" from "change in adaptation," this study generates original insights into the role of job mobility in facilitating career development and extends set point theory from understanding the impact of single life events to recurring life events.
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Adapting to task changes in work settings frequently calls not only for shifting one's thoughts and behaviors to the new demands, but also for dealing with outdated knowledge and skills. This article ...focuses on the role of control strategies in task adaptation and reports two experimental studies using an air traffic control simulation task. In both studies (N = 66 and 105 with k = 1,320 and 1,680 observations, respectively), all participants first learned and performed an initial version of the task then received instruction about control strategies, performed an altered version of the task with new execution rules, and finally worked on a memory test. Participants were instructed to either deliberately forget the old rules, remember the old rules, or simply learn the new task (Study 2 only). Results from discontinuous growth curve modeling revealed that the directed forgetting in both studies and the control group in Study 2 showed higher performance in the simulation after the change relative to their performance before the change (transition adaptation). There were no relearning differences between the groups suggesting that these differences persisted throughout the task. However, the memory test at the end of the study revealed that the directed forgetting groups and the learning control group remembered less outdated task execution rules in the memory test after the simulation than the remembering group. The findings suggest that different types of cognitive strategies have costs and benefits. Conceptual and practical implications of these findings are discussed.
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In this study, we seek to highlight a potentially fundamental shift in how dynamic stressor-strain relationships should be conceptualized over time. Specifically, we provide an integrated empirical ...test of adaptation and role theory within a longitudinal framework. Data were collected at 3 time points, with a 6-week lag between time points, from 534 respondents. Using latent change modeling, results supported within-person adaptation to changes in job satisfaction and role conflict. Specifically, over the 12-week course of the study, changes in role clarity tended to be maintained, whereas changes in job satisfaction and role conflict tended to be fleeting and reverse themselves. Theoretical implications and future directions are discussed.
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Our study seeks to contribute to scholarly understanding of the antecedents and consequences of the crucial, but so far overlooked within-person daily fluctuations in presenteeism. Drawing on ...theoretical frameworks of presenteeism, which conceptualize presenteeism as an adaptive behavior to deliver work performance despite limitations due to ill-health, we develop a within-person model of daily presenteeism and examine somatic complaints and work-goal progress as crucial joint determinants of daily fluctuations in presenteeism. We further integrate the aforementioned theoretical frameworks with ego-depletion theory to argue that presenteeism requires self-regulation to suppress cognitions, emotions, and behavioral responses associated with ill-health and instead focus on completing one's work tasks. Accordingly, we predict that presenteeism depletes employees' regulatory resources and impairs employees' next-day work engagement and task performance. The results of a daily-diary study across 15 workdays with N = 995 daily observations nested in N = 126 employees show that daily work-goal progress attenuates the daily relation between somatic complaints and presenteeism, thereby also reducing the indirect effect of somatic complaints on employees' next-day work engagement and task performance through presenteeism and ego depletion. We discuss the theoretical and practical implications of shifting presenteeism research from the macro- to the micro-level.
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Within the hierarchical taxonomy of effective leadership, change-oriented leadership stands as a distinct and meaningful metacategory, primarily focusing on promoting change by communicating a ...compelling vision for the future. However, we consider whether there might be room to broaden the scope of change-oriented leadership by examining more negative-focused leadership behaviors. In this article, we explore the concept of vigilant leadership, which we suggest could be a change-oriented and negative-focused leadership style, and investigate its usefulness as a new leadership construct. In Study 1, we take preliminary steps toward developing a measure of vigilant leadership, employing content adequacy assessment and item response theory analysis. Drawing on the integrative trait-behavioral model of leadership effectiveness (DeRue et al., 2011), we further explore how vigilant leadership is associated with an array of antecedents (i.e., leader characteristics) and leadership outcomes. In Studies 2a and 2b, we present initial findings that leaders high on consideration of future consequences, prevention focus, general self-efficacy, and emotional intelligence might be more inclined to exhibit vigilant leadership. In Study 3, our results suggest that, even after controlling for the effect of visionary leadership (a type of positive-focused change-oriented leadership), vigilant leadership is positively related to follower felt responsibility for change, proactivity, specific proactive work behaviors (taking charge, voice, and problem prevention), teamwork proactivity, and teamwork proficiency. However, it does not seem to relate to follower proficiency, follower adaptivity, teamwork adaptivity, organizational citizenship behavior, positive affect toward the leader, leader-member exchange, or relational identification with the leader. With these preliminary findings, we encourage further discussion and investigation into the potential implications of this emerging construct.
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The fast-changing work environment has created growing hindrances to employee daily goal pursuits and rendered it not uncommon for employees to leave work with unachieved daily work goals. The ...significant ramifications of unachieved goals on employee well-being and performance thus call for more research efforts to understand how employees respond to unsatisfactory goal progress (e.g., goal-performance discrepancy GPD). Interestingly, two paradoxical theoretical perspectives exist on this matter, with the self-regulation perspective suggesting an adaptive feedback loop (i.e., GPD on a given day eventually reduces next-day GPD), whereas the self-focused cognition perspective suggesting a maladaptive feedback loop (i.e., GPD on a given day eventually exacerbates next-day GPD). Taking a temporal lens to integrate these two perspectives, we conducted a daily diary study to map out the self-regulatory cognition mechanisms (i.e., anticipatory thinking) and self-focused cognition mechanisms (i.e., rumination) underlying the feedback loops, and identify employee temporal focus (future and past focuses) as critical cross-level boundary conditions to explain why some react to daily GPD adaptively, whereas others maladaptively. Based on 485 daily reports from 100 work professionals, we revealed that daily GPD at work resulted in reduced next-day GPD via increased after-work anticipatory thinking. Meanwhile, daily GPD also resulted in aggravated next-day GPD via increased after-work rumination. Moreover, employee future focus mitigated the maladaptive cycle, whereas employee past focus hindered the adaptive cycle. Our study thus provides important theoretical and empirical insights into employee goal-pursuit process.
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Impression management (IM) in the personnel selection context is traditionally seen as a dishonest response distortion that indicates maladaptive coping. However, it has recently been proposed as a ...personality trait that relates to better mental health and work performance. In the current investigation, we examined the role of IM in buffering depression-related social stress and predicting individual's adaptive work behaviors. Through 3 studies in a large sample (N = 2,317) in a real postgraduate enrollment context and 1 follow-up study, we found that IM moderated the associations of depression with 2 stressors related to lack of tangible and intangible stress-coping resources. The associations of depression with social support and socioeconomic status were weaker among individuals with higher IM tendency (Study 1). IM also predicted more perseverance in solving highly difficult problems (Study 2) and enduring boredom (Study 3), which was thought to be adaptive and crucial in achieving occupational success. Furthermore, we also showed that IM in the selection context predicted better adjustment and performance in real academic life after the enrollment (Study 4). These findings demonstrate the positive role of IM in making inferences about applicants' mental health and potential work performances, which is the top issue in personnel selection practices.
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