Gratitude is a valuable emotion with an array of functional outcomes. Nonetheless, research on gratitude in organizations is limited. In this article we develop a multi-level model of gratitude ...composed of episodic gratitude at the event level, persistent gratitude at the individual level, and collective gratitude at the organizational level. We then consider the types of human resource initiatives that organizations can develop to cultivate employee gratitude and the contingencies of gratitude's emergence at the individual and organizational levels of analysis. Finally, we elucidate the benefits of gratitude for organizations and their employees. The result is a deeper understanding of how gratitude unfolds in organizations and the role that organizations themselves can play in influencing emotions at multiple levels in the workplace.
The Road to Forgiveness Fehr, Ryan; Gelfand, Michele J; Nag, Monisha
Psychological bulletin,
09/2010, Letnik:
136, Številka:
5
Journal Article
Recenzirano
Forgiveness has received widespread attention among psychologists from social, personality, clinical, developmental, and organizational perspectives alike. Despite great progress, the forgiveness ...literature has witnessed few attempts at empirical integration. Toward this end, we meta-analyze results from 175 studies and 26,006 participants to examine the correlates of interpersonal forgiveness (i.e., forgiveness of a single offender by a single victim). A tripartite forgiveness typology is proposed, encompassing victims' (a) cognitions, (b) affect, and (c) constraints following offense, with each consisting of situational and dispositional components. We tested hypotheses with respect to 22 distinct constructs, as correlates of forgiveness, that have been measured across different fields within psychology. We also evaluated key sample and study characteristics, including gender, age, time, and methodology as main effects and moderators. Results highlight the multifaceted nature of forgiveness. Variables with particularly notable effects include intent (
= −.49), state empathy (
= .51), apology (
= .42), and state anger (
= −.41). Consistent with previous theory, situational constructs are shown to account for greater variance in forgiveness than victim dispositions, although within-category differences are considerable. Sample and study characteristics yielded negligible effects on forgiveness, despite previous theorizing to the contrary: The effect of gender was nonsignificant (
= .01), and the effect of age was negligible (
= .06). Preliminary evidence suggests that methodology may exhibit some moderating effects. Scenario methodologies led to enhanced effects for cognitions; recall methodologies led to enhanced effects for affect.
Apologies are useful social tools that can act as catalysts in the resolution of conflict and inspire forgiveness. Yet as numerous real-world blunders attest, apologies are not always effective. ...Whereas many lead to forgiveness and reconciliation, others simply fall on deaf ears. Despite the fact that apologies differ in their effectiveness, most research has focused on apologies as dichotomous phenomena wherein a victim either (a) receives an apology or (b) does not. Psychological research has yet to elucidate which
components of apologies are most effective, and for
whom. The present research begins to address this gap by testing the theory that perpetrators’ apologies are most likely to inspire victim forgiveness when their components align with victims’ self-construals. Regression and hierarchical linear modeling analyses from two studies support the primary hypotheses. As predicted, victims reacted most positively to apologies that were congruent with their self-construals.
•Self-compassion after failing to help a coworker has countervailing effects on future helping.•Following a helping failure, self-compassion reduces future helping via guilt.•Following a helping ...failure, self-compassion increases future helping via helping self-efficacy.•The indirect relationship between self-compassion and future helping via helping self-efficacy is strongest when coworker blame attribution is low.•How employees reflect on their failed helping attempts has implications for future intentions and behavior.
In this research, we explore how employees’ self-reflections following a failed attempt to help a coworker shape future helping intentions and behaviors. Specifically, we propose a dual-process model of parallel affective and cognitive pathways to delineate how, and why, reflecting on an interpersonal helping failure with self-compassion would result in countervailing effects on future helping. Whereas self-compassion reduces employees’ future helping via the alleviation of guilt (affective mechanism), it also increases employees’ future helping via the facilitation of helping self-efficacy (cognitive mechanism). We further draw on theories of attribution to propose that these effects depend on who was at fault for the helping failure, such that the effects are strengthened when coworker blame attribution is low. Results across four studies improve our understanding of the phenomenon of interpersonal helping failures, and the role of employee self-reflection in shaping the impact of these failures on future intentions and behavior.
We examined health care conflicts through interviews with health care leaders, providers, and patients. Ninety-two medical providers, nurses, technologists, hospital leaders, and patients/families ...shared 156 conflict stories. We identified individual, interpersonal, and organizational factors contributing to interprofessional conflicts. Individual contributors included resource depletion (i.e., stress and fatigue), perceptions of others' seemingly selfish motives, and judgment toward colleagues' competence. Interpersonal conflicts involved prior unresolved conflicts, dehumanization, power differentials, or communication breakdown. Organizational factors included navigating within complex organizational structures and noncompliance with group norms. Conflicts resulted in negative consequences for patients (safety, satisfaction), providers (career, relationships, satisfaction, morale), and organizations (performance, staff turnover).
In their recent and insightful article on adjustment among retirees, Wang, Henkens, and van Solinge (April 2011) provided a comprehensive review of current theorizing on the antecedents of employees' ...post-retirement well-being. Central to their review is a resource-based model, which conceptualizes retirement as a stress-inducing role transition that requires significant pools of resources to overcome. Prototypical of the resource paradigm are examinations of how monetary resources allow retirees to overcome financial stressors and how familial connections allow retirees to overcome emotional stressors. Despite the explanatory power of Wang et al.'s model, a broader perspective on role transitions suggests that retirement might not always be inherently stressful. Viewed from the perspective of the creative personality, employees may in fact experience retirement as a self-actualizing event that enhances well-being through the provision of desired novelty. Existing empirical evidence on individual difference predictors of role transitions provides preliminary support for this perspective, suggesting that while retirement is often stressful it can also be an energizing and fulfilling experience.
In this paper we examine how leaders' perceptions of the instrumental benefits of abusive supervision shape their tendencies to abuse their employees. We posit that leaders who believe abuse has a ...positive impact on employee performance will engage in more abusive supervision than their peers, with downstream implications for employees' counterproductive work behaviors. Furthermore, we position leader empathic concern as a boundary condition, whereby empathic concern mitigates the effects of leaders' perceptions of abusive supervision's instrumentality. Data from two studies employing both experimental and field survey designs offer convergent support for our hypotheses. Overall, our findings challenge the prevailing view that abusive supervision is primarily motivated by a desire to aggress, instead demonstrating that leaders sometimes abuse their employees in the pursuit of more pro-organizational goals.
We introduce a multilevel model of workplace forgiveness and present forgiveness climate as an organizational-level phenomenon that explains when and why employees respond to conflict prosocially. We ...begin with an examination of the core cultural values that allow forgiveness climates to emerge, including restorative justice, compassion, and temperance. We then explore how the organizational environment, organizational practices, and leader attributes produce these core cultural values and facilitate forgiveness climate emergence. Drawing from a sensemaking perspective, we subsequently examine the cross-level impact of forgiveness climate on individual employees, as well as the boundary conditions of these effects. We conclude with a discussion of our model's contributions and implications for future theory building and empirical research.
•The role of leader moral decoupling in employee UPB is examined.•Perceptions of leader moral decoupling are shown to shape employee UPB.•Leader moral decoupling is shown to shape leader reactions to ...employee UPB.•Implications for theory and practice are discussed.
In this paper we explore the antecedents and consequences of employees’ unethical pro-organizational behavior (UPB) through the lens of moral decoupling—a moral reasoning process whereby individuals separate their perceptions of morality from their perceptions of performance. First, we argue that employees increase their engagement in UPBs when they (1) see their supervisors doing the same and (2) believe that their supervisors endorse moral decoupling. Second, we argue that employees’ UPBs are only positively related to supervisors’ evaluations of their job performance when supervisors themselves report that they morally decouple. We test these hypotheses in a field sample of supervisor–employee dyads and two experimental studies. This combination of studies highlights the complex link between ethics and perceptions of performance within organizations.
•CSR impacts shareholder perceptions of TMT moral character.•CSR impacts shareholder approval of TMT compensation.•Perceptions of TMT moral character drive the effect of CSR on approval of TMT ...compensation.•Industry norms for CSR moderate these linkages.
In recent years, scholars have become increasingly interested in the effects of organizations’ corporate social responsibility (CSR) efforts on observers’ perceptions and behaviors. We extend this literature by drawing from person perception theories and ethics research to propose that CSR impacts shareholders’ approval of TMT compensation packages. In contrast to the view that shareholders prefer organizations to avoid allocating resources to CSR, we argue that CSR increases shareholder perceptions of Top Management Team (TMT) members’ moral character, which in turn increase shareholder approval of TMT compensation. Furthermore, we hypothesize that CSR industry norms moderate these effects, such that the effects are strongest when a company’s CSR engagement exceeds its industry’s norm. We test our model by triangulating evidence from three distinct studies: an archival analysis of the S&P 1500, a decision-making experiment based on a sample of shareholders, and an online experiment using a more stringent manipulation of firms’ CSR stances. Implications for theory and practice are discussed.
