Journal of Occupational Health Psychology最新文献

People are generally thought to worry about potential job loss to the extent to which they view job loss as likely to occur. However, might there be some individuals for whom job loss may be so detrimental that they experience high levels of worry even if they view job loss as less likely? To answer this question, the present study leveraged research on future-oriented cognition to investigate profiles of cognitive and affective job insecurity (JI). We examined how economic job dependency relates to different profiles of JI experiences as well as the implications of these profiles for understanding heterogeneity in work strain. Latent profile analysis using the U.S. International Social Survey Program data set, and replicated in the U.K. data set, revealed three profiles: Employees who are secure in their role and do not worry about potential job loss (secure alignment profile), those who worry significantly about job loss despite perceiving minimal job threats (affective JI misalignment profile), and employees who worry to some extent and perceive minimal job threats (ambivalent JI alignment profile). As anticipated, several economic job dependence factors (perceived employability and education) were predictors of profile membership. Further, those in the affective JI misalignment profile reported the greatest amount of strain. We discuss our results in terms of implications for JI theory and organizational practice. (PsycInfo Database Record (c) 2021 APA, all rights reserved).

In this article, we draw on interdisciplinary research and theorizing to posit change in managerial active listening as a lever shaping change in affective job insecurity (AJI). Specifically, drawing on transactional theory, we argue that an increase (decrease) in active listening from one's manager should facilitate a dynamic coping process by strengthening (diminishing) perceived control. In turn, changes in perceived control should shape AJI. Using a longitudinal field study design, we collected three waves of survey data from 268 employees of a large real estate firm that was preparing for restructuring and layoffs. Consistent with our hypotheses, we found support for a mediation model in which an increase in active listening quality predicted a decrease in AJI, mediated by an increase in perceived control. Our findings suggest that in environments characterized by widespread change and impending job loss, an increase in active listening may have a ripple effect in increasing perceived control and decreasing AJI. (PsycInfo Database Record (c) 2021 APA, all rights reserved).

The present study explores the "social oil" function of humility at the workgroup level. Specifically, we examine collective humility, which reflects observable and consistent patterns of behavioral regularities exhibited by teams, as an explanation for linking group humility composition to reduced group experienced incivility. Drawing on the collective personality perspective, we hypothesize that teams with a high mean on members' humility could facilitate collective humility, in turn reducing group experienced incivility. We further propose two contingency factors that influence this proposed mediation pathway: (1) high group humility diversity could neutralize the positive association between group humility mean and collective humility and (2) an elevated differentiation of group incivility exposure will weaken the negative relationship between collective humility and group experienced incivility. Relying on a time-lagged, multisourced survey from 83 professional work teams, we tested this proposed moderated mediation model and found support for our hypotheses. Our findings have implications for team building and team management regarding personnel selection for humility, reducing the diversity of humility within teams, and explicitly valuing expressed humility in workgroups. (PsycInfo Database Record (c) 2021 APA, all rights reserved).

Virtually every employee will experience bereavement and grief at some point in their careers, but organizations are often ill-prepared to support grieving employees. Little empirical work has been conducted on the experience of grief in the workplace, and this study answers calls for research on the subject. We interviewed bereaved employees (N = 14) who continued to work full-time. Data was analyzed using thematic analysis conducted by three independent coders. The results suggested four key themes that characterized effective bereavement support in the workplace and that together comprise the C.A.R.E. model of bereavement support-vis: (1) communication, (2) accommodation, (3) recognition of the loss, and (4) emotional support. The results provide insight into critical ways that employers, leaders, and coworkers can support grieving employees. (PsycInfo Database Record (c) 2021 APA, all rights reserved).

Although job insecurity has been shown to predict numerous adverse outcomes, more is yet to be known about the mechanisms that explain when and why these effects will occur. Using social exchange as our theoretical foundation and three-wave lagged survey data collected from N = 300 employees within the United States, the current study found support for the contention that individuals with greater job insecurity pursue fewer idiosyncratic deals (I-Deals) with their employers. Fewer I-Deals in turn were associated with lower affective commitment, and higher turnover intentions, perceived psychological contract breach, and psychological contract violation. However, these indirect effects were conditional upon employee levels of grit (specifically, perseverance of effort), such that higher grit attenuated the negative relationship between job insecurity and the pursuit of I-Deals. Given that employees often have little control over the source of their experienced job insecurity (e.g., impending layoffs, a poor economy, announced merger or acquisition), these findings hold promise in potentially alleviating the well-documented negative outcomes of job insecurity through interventions designed to increase employee levels of grit and facilitate the creation of I-Deals. (PsycInfo Database Record (c) 2021 APA, all rights reserved).

The coronavirus pandemic resulted in national lockdown orders, followed by employment changes to reduce labor costs. We assess how health varied for hospitality workers due to the lockdown (i.e., comparing health a month before to a month after), employment change (i.e., comparing those with loss vs. no change), and employee response (i.e., more job threat vs. more personal recovery). Comparing pre- and post-lockdown surveys of 137 U.S. and U.K. hospitality employees, psychological health (i.e., negative and positive affect) worsened but physical health (i.e., symptoms and sleep) improved. We proposed those facing work loss (66% had reduced hours, furloughs, or layoffs) had more job threat but also more personal recovery (i.e., relaxation, mastery, exercise), resulting in opposing pathways to health. Results from a path analysis showed that work loss indirectly linked to higher psychological distress due to job threat, but to lower distress and fewer physical symptoms due to relaxation. Regardless of work loss, mastery (e.g., hobbies) was related to immediate changes in positive affect and sleep, while exercise did not have short-term health benefits. Further, recovery benefits from work loss were short-lived; only job threat carried the effect to psychological distress 2 months later. We offer quotes from the hospitality workers to contextualize the blessing and curse of work loss during the lockdown for these particularly vulnerable employees. (PsycInfo Database Record (c) 2021 APA, all rights reserved).