Dispositional resistance to change and emotional exhaustion: moderating effects at the work-unit level

Organizational change, although essential for business success, may negatively impact employees’ well-being. Based on person–environment fit theory, the authors investigate employees’ dispositional resistance to change as it impacts emotional exhaustion. Furthermore, the authors examine boundary conditions that may affect dispositional resistance to change and its influence on emotional exhaustion. They take a trait activation approach and test the moderating roles of two work-unit-level internal contextual factors: perceived organizational support and informational team climate. Using a longitudinal research design of 709 participants in 30 work units, multilevel analyses reveal that dispositional resistance to change (time 1) is positively related to emotional exhaustion (time 2). Moreover, a lack of perceived organizational support and a high informational team climate strengthen these effects. The authors conclude that organizations should offer coaching and training programmes to cope with organizational change for employees who are highly change resistant. Furthermore, personal and organizational development strategies should consider the insights gained from the study regarding internal contextual factors that moderate change management processes.     

Coping strategies and leadership in the adaptation to social change: The Israeli Kibbutz

This research assessed adaptation to community change in the Israeli kibbutz. A sample of 270 kibbutz members provided self-reports on their perception of the leaders of the change, change appraisals, coping strategies, and assessment of change outcomes. The main results showed that the perception of transformational leadership was negatively related to threat/loss and positively related to challenge/controllability appraisals; challenge/controllability appraisals were related positively to problem-focused coping and positive affect, whereas threat/loss appraisals were related positively to emotion-focused coping and negative affect. The findings contribute to an understanding of the stress and coping processes during a major change in a communal way of life, and underline the importance of leadership perception as a resource that contributes to better adaptation.     

Perfectionism in school teachers: relations with stress appraisals, coping styles, and burnout

Many school teachers suffer from stress and burnout, and perfectionism is a personality characteristic that has been associated with increased stress, maladaptive coping, and burnout. Recent findings, however, show that perfectionism has both positive and negative facets. To investigate how these facets are related to stress, coping, and burnout in teachers, a sample of 118 secondary school teachers completed multidimensional measures of perfectionism, stress appraisals, coping styles, and burnout. Multiple regression analyses showed that striving for perfection was positively related to challenge appraisals and active coping and inversely to threat/loss appraisals, avoidant coping, and burnout whereas negative reactions to imperfection were positively related to threat/loss appraisals, avoidant coping, and burnout and inversely to challenge appraisals and active coping. Perceived pressure to be perfect showed differential relationships depending on the source of pressure: Whereas pressure from students was positively related to loss appraisals and pressure from students' parents was positively related to burnout, pressure from colleagues was inversely related to threat appraisals and burnout. The findings suggest that striving for perfection and perceived pressure from colleagues do not contribute to stress and burnout in teachers, whereas negative reactions to imperfection and perceived pressure from students and students' parents may be contributing factors.     

The effect of multiple negative,neutral, and positive organizational changes

Organizational change research has largely concluded that employees appraise changes in their workplace negatively and thus respond negatively to greater amounts of change. However, whether this conclusion is warranted remains unclear because previous research has examined single workplace changes in isolation or asked employees to make a global assessment of the changing nature of their workplace. Researchers have not had the means to capture the number of changes employees experience or their appraisals of the many different changes occurring in their workplace. In this study, we developed and validated the Quantity of Change Scale (QCS) to provide a more nuanced understanding of employees’ appraisals of their changing workplace. We found that the negative changes employees experience disproportionately influenced their reactions to the changing work environment. However, we also demonstrated that contrary to popular belief, employees appraised fewer changes as negative than as positive or neutral. Together these findings provide new insight into why assessments of employees’ general reactions to workplace change tend to be negative. We discuss the theoretical and practical implications of our empirical examination of employees’ appraisals of the many changes in their workplace.     

Stress mindset in athletes: Investigating the relationships between beliefs,challenge and threat with psychological wellbeing

ObjectiveStress is omnipresent in daily life and can be acutely experienced by athletes due to additional circumstances such as deselection and injury. Trait beliefs athletes have about the stress they experience as well as the cognitive appraisals of this stress may be important in determining psychological wellbeing. The present study aimed to investigate the relationships between stress mindset, irrational beliefs, cognitive appraisals and psychological wellbeing in athletes using path analysis. Broadly speaking, it was hypothesised that stress mindset would relate negatively to depressive symptoms and positively to vitality through appraisals (i.e., challenge and threat), while irrational beliefs would relate to positively to depressive symptoms and negatively to vitality through appraisals.Methods415 athletes (227 females, Mage = 33.86 years, SD = 17.73) completed an online questionnaire pack assessing stress mindset, irrational beliefs, challenge and threat appraisals, depressive symptoms, and vitality. Using path analysis, the tested hypothesised model demonstrated an excellent fit to the data.ResultsFindings demonstrate that the relationships between stress mindset, irrational beliefs and psychological wellbeing is linked by direct and indirect effects of challenge and threat in athletes. Stress mindset was positively associated with challenge and negatively associated with threat, whilst self-depreciation and awfulizing demonstrated significant positive associations with threat. Self-depreciation was found to significantly relate to stress mindset, challenge, threat and depressive symptoms to a greater extent than the other types of irrational beliefs.ConclusionsFindings suggest practitioners should be aware of the role that stress mindset and other irrational beliefs have in potentially influencing athlete psychological wellbeing.     

Too Busy to Change: High Job Demands Reduce the Beneficial Effects of Information and Participation on Employee Support

Despite the abundant literature on organizational change management, the success of change initiatives in organizations remains low. In this study, we investigate employee support for change in the context of two change management practices (information and participation). We use the Theory of Planned Behavior (TPB) to examine why these change management practices foster employee support, and the extent to which the efficacy of these practices depends on current job demands. Participants were 106 employees undergoing a building relocation at their place of employment who responded to an initial questionnaire at time 1 (pre-occupancy) and a follow-up questionnaire 2 months later (post-occupancy). We found that the TPB variables mediated the effects of information and participation on employee support (both intentions at time 1 and self-reported behaviors at time 2). The indirect relationships from information and participation to employee support were significant at low and medium, but not at high levels of job demands. The positive effects of information and participation on employee support can be largely attributed to employee attitudes and subjective norms. Thus, consultants should target employee attitudes and norms when garnering employee support, but also be aware of the limitations of these practices when employees are preoccupied with their work. This study demonstrates that the TPB can account for the beneficial effects of change management practices on employee support. It also reports the novel finding that change management practices are less effective at high levels of job demands.     

What Differentiates Employees' Job Performance Under Stressful Situations: The Role of General Self-Efficacy

The aim of this research is to verify the two-dimensional challenge–hindrance stressor framework in the Chinese context, and investigate the moderating effect of general self-efficacy in the stress process. Data were collected from 164 Chinese employee–supervisor dyads. The results demonstrated that challenge stressors were positively related to job performance while hindrance stressors were negatively related to job performance. Furthermore, general self-efficacy strengthened the positive relationship between challenge stressors and job performance, whereas the attenuating effect of general self-efficacy on the negative relationship between hindrance stressors and job performance was nonsignificant. These findings qualify the two-dimensional challenge–hindrance stressor framework, and support the notion that employees with high self-efficacy benefit more from the positive effect of challenge stressors in the workplace. By investigating the role of an individual difference variable in the challenge–hindrance stressor framework, this research provides a more accurate picture of the nature of job stress, and enhances our understanding of the job stressor–job performance relationship.     

How do cynical employees serve their customers? A multi-method study

In this multi-method study, we investigate how social job demands (i.e., social interruptions) and resources (i.e., colleague support) in the service context influence employee (negative) (re)actions to customers through cynicism towards the job. In addition, we investigate why customers are less satisfied with the provided service when employees endorse a cynical attitude. To test the hypothesized process, we used observer ratings of the employee–customer interactions regarding the number of interruptions and employee negative (re)actions during service encounters, employee self-reports of overall colleague support and daily cynicism, and customer-ratings of service quality. Participants were 48 service employees and 141 customers. Results of multi-level structural equation modelling analyses showed that whereas the number of observed social interruptions during service encounters related positively to cynicism, social support related negatively. Cynical employees exhibited more negative (re)actions towards their customers (e.g., expressed tension, were unfriendly). Consequently, the more negative (re)actions employees showed towards their customers, the less satisfied customers were with the service quality. The study contributes to the literature by explaining what makes service employees cynical about their work, and why cynical employees provide low-quality services.     

Employee adjustment to stress: The role of coping resources, situational factors, and coping responses

Abstract The present study was designed to examine further the stress-adjustment relationship in employees. Specifically, the relations among employees' coping resources (self-esteem, generalized control beliefs, neuroticism, and social support), their appraisals of a recent stressful event experienced at work (appraised stress, self-efficacy, and situational control beliefs), the coping strategies (problem- and emotion-focused coping) used to deal with the event, and levels of employee adjustment (psychological well-being and job satisfaction) were examined. Data were collected from 153 male and female employees in a public sector department, employed in a range of middle-management administrative activities. The data provided support for a modified version of a model that proposed that both situational appraisals and coping strategies are mediating processes in the stress-adjustment relationship. There was evidence that employees' coping responses to the recent stressful event experienced at work were related to concurrent levels of adjustment. As predicted, the use of problem-focused coping, in general, had positive relationships with the measures of adjustment, whereas the effects of emotion-focused coping were generally negative (there was, however, some evidence that the effects of coping were dependent on event controllability). There was also evidence that coping resources had both direct and indirect effects (via coping and via situational appraisals) on employee adjustment. The latter effects were most marked for generalized control beliefs and self-esteem. Situational appraisals (in particular, efficacy expectancies) also had indirect effects on employee adjustment, through their effects on coping responses.     

LEADERSHIP AND EMPLOYEES’ REACTIONS TO CHANGE: THE ROLE OF LEADERS’ PERSONAL ATTRIBUTES AND TRANSFORMATIONAL LEADERSHIP STYLE

We examined the role of leaders’ personal attributes and transformational leadership behaviors in explaining employees’ intentions to resist a large‐scale organizational change. Through a multilevel analysis of data from 75 school principals and 586 teachers, we found that teachers’ intentions to resist the organizational change were negatively related to their principals’ openness to change values and transformational leadership behaviors, and positively related to their principals’ dispositional resistance to change. Furthermore, principals’ transformational leadership behaviors moderated the relationship between teachers’ dispositional resistance and intentions to resist the change.     

A multi-factorial framework for understanding reckless driving—appraisal indicators and perceived environmental determinants

The current study adopted an approach, in which reckless driving is perceived as related to both personal and environmental factors. Young drivers (N = 295) reported on reckless driving related threat and challenge appraisals, their perceived control over reckless driving, their disregard for negative consequences of this specific behavior, positive feedback received on their driving, environmental driving-climate and negative driving modeling. The dependent measure was self-reported frequency of reckless driving. Findings indicated that challenge and self-efficacy appraisals, along with negative environmental influences were related to higher frequency of risky driving, whereas threat appraisals, as well as positive feedback, were related to a lower frequency of reckless driving. In addition, whereas for men, self-efficacy in driving strongly predicted reckless driving, disregard for negative consequences was an important predictor for women. The results are discussed in view of an evaluating process of personal cognitive-emotional resources and environmental support proposed by Lazarus. Recommendations are made regarding the potential effectiveness of using positive appeals in prevention interventions.     

Asymmetrical attributions for approach versus avoidance behavior

Five studies examined responsibility inferences and/or person and situation attributions in positively versus negatively valenced motivational contexts. In Experiment 1, participants received information about a teaching assistant who was promised a reward or threatened with a punishment when asked for compliance with a requested transgression. The teaching assistant was perceived as more responsible for complying given the positive than the negative incentive. This finding was replicated in Experiment 2 using different vignettes and incentives. Experiment 3 revealed that the effect of incentive valence on perceived responsibility for compliance remains significant when statistically controlling for perceived compliance rates. Experiment 4 then demonstrated that there are not only greater responsibility judgments given a positive than a negative incentive but also greater dispositional attributions. Finally, Experiment 5 revealed that a similar incentive valence effect is found in other appetitive versus aversive motivational contexts. Theoretical explanations of this phenomenon are discussed.     

Depletion from Self‐Regulation: A Resource‐based Account of the Effect of Value Incongruence

Value incongruence between employees and organizations has been identified as a negative work condition. An attitude‐based account suggests that value incongruence gives rise to negative attitudes toward organizations and thus causes low performance. To complement this mechanism, we propose a resource‐based account based on ego‐depletion theory, which suggests that value incongruence consumes an individual's regulatory resources and leads to low work performance. In support of this view, results from 2 survey studies and a vignette experiment reveal that value incongruence is positively associated with ego depletion, which in turn is negatively related to work performance. The mediation effect of ego depletion is independent of the attitude‐based mechanism as represented by job satisfaction and affective commitment. Consistent with the affective consistency perspective, the relationship between value incongruence and ego depletion is stronger among employees high in positive affectivity and weaker among employees high in negative affectivity. The corresponding moderated mediation analysis shows that the indirect effects of value incongruence on work performance through ego depletion vary as a function of positive and negative affectivity. This investigation unravels the self‐regulatory consequence of value incongruence and shows that the resource‐based mechanism of value incongruence operates differentially as a function of dispositional affectivity.     

The dynamics of threat and challenge appraisals prior to stressful achievement events

Research on cognitive appraisal of stressful achievement events has emphasized threat appraisals and anxiety. The present research also focused on challenge and positive emotion. Study 1 used hypothetical scenarios of stressful events. Study 2 explored temporal pattems of appraisal and emotion prior to an exam. Compared with threat appraisals, trait and state challenge appraisals were associated with more confident coping expectancies, lower perceptions of threat, higher positive emotion, and more beneficial perceptions of the effects of appraisal and emotion on performance. Beneficial perceptions of state appraisals were associated with higher exam performance. These findings were interpreted in the context of theoretical perspectives on the cognitive appraisal of stressful events and the adaptive functions of challenge and positive emotion.     

Can a Supportive Workplace Impact Employee Resilience in a High Pressure Performance Environment? An Investigation of the Chinese Banking Industry

Resilience is one of the positive emotions that will enhance employees’ ability to cope in adverse conditions, such as work intensification, organisational change, and work stress. Despite growing research interest in the employee resilience area, there is limited knowledge of the process through which critical social support at workplaces, such as supportive leadership and co-worker support, affects employees’ ability to cope in challenging situations. This study, underpinned by the theory of conservation of resources and social cognitive theory, examines the role of supportive leadership and co-worker support in employee resilience, and how this may be moderated by work pressures in the context of the Chinese banking industry. Using a sample of 2,025 Chinese banking workers, we tested four hypotheses. Our findings demonstrate that supportive leadership and co-worker support are positively associated with employee resilience. High work pressure moderates the relationship between both supportive leadership and co-worker support and employee resilience, such that the relationship between these conditions is stronger when perceived performance pressure is high. Our study raises important implications for both the theoretical development of employee resilience and for management practices with respect to fostering employee resilience in organisations.     

Workplace Surface Acting and Employee Insomnia: A Moderated Mediation Model of Psychological Detachment and Dispositional Mindfulness

Abstract

This study adopted a process-oriented approach to explore the mediating and moderating mechanisms surrounding the association between surface acting at work and sleep quality. Drawing on the stressor-detachment and transactional stress models, the current study proposed a moderated mediation model to examine whether surface acting would be associated indirectly with employee insomnia via lack of psychological detachment, and whether this indirect linkage is moderated by dispositional mindfulness. The study was conducted among 516 full-time employed hospital nurses in China over a one-year period. Results revealed that suppressed negative emotions, but not faked positive emotions, had a significant influence on employee insomnia over time, and lack of psychological detachment mediated the effect of suppressing negative emotions on insomnia. Tests of moderated mediation indicated that the mediated path was weaker for employees with higher levels of dispositional mindfulness. These findings advance our understanding of how and when surface acting negatively influences employee sleep, as well as point to implications for individual and organizational interventions.     

Individual Differences in Emotion Regulation,Emotional Experiences at Work,and Work‐related Outcomes: A Two‐Study Investigation

The relationships among individual differences in emotion regulation (i.e., habitual tendencies to use reappraisal vs. suppression), employee emotions at work, and job performance and satisfaction were examined with 2 samples. Results indicated that reappraisal was positively associated with positive emotions and negatively associated with negative emotions. However, different from prior research, no emotional correlates were found for suppression. Further, it was found that job satisfaction was positively associated with positive emotions and negatively associated with negative emotions. Self‐rating of job performance was positively related to positive emotions, but was not significantly related to negative emotions.     

Ambivalence toward imposed change: the conflict between dispositional resistance to change and the orientation toward the change agent

Following an analysis of the concept of "imposed change," we propose 2 factors that jointly contribute to an individual's experience of ambivalence to imposed change. In a secondary analysis of data (N = 172) and 2 field studies (N = 104, N = 89), we showed that individuals' personal orientation toward change interacts with their orientation toward the change agent and yields ambivalence. Specifically, among employees with a positive orientation toward the change agent (i.e., high trust in management, identification with the organization), the relationship between employees' dispositional resistance to change and ambivalence was positive. The opposite pattern emerged among employees with a negative orientation toward the change agent (Studies 2 and 3). Our findings suggest that researchers may have been misinterpreting employees' reactions to change, neglecting the possibility that some may simultaneously hold strong, yet conflicting, views about the change. By accounting for, and predicting, ambivalence, these studies provide a more accurate explanation of employees' responses to change.     

The relationship between organizational trust,resistance to change and adaptive and proactive employees' agility in an unplanned and planned change context

Modern organizations need to adapt quickly to on-going changes. The present study sought to examine employees' agility during periods of sudden, unplanned, and during periods of planned change. It was investigated to what extent one's trust in the organization and resistance to change could predict proactive agility and adaptive agility. Data came from employees (N = 188) in two different organizations, one undergoing an unplanned change and one undergoing a planned change. In both contexts, organizational trust had a negative relationship with resistance to change. In an unplanned change context (organization one), trust of employees in the organization had a positive effect on the adaptive component of agility through the (negative) mediation by affective resistance to change. In this context, trust did not have any (mediated) effect on the proactive component of agility. In contrast, in a planned change context (organization two), trust had a positive effect on the proactive component of agility, partially through the (negative) mediation by resistance to change. In this context, trust also had a positive effect on the adaptive component of agility, partially through the (negative) mediation by resistance to change. These results imply that trust works in different ways depending on the type of change. More trust through less resistance implies better adaptation during unplanned organizational change. More trust works directly and partially through less resistance to change to enhance employee proactivity and adaptability during planned change.     

中庸价值取向对员工变革行为的情景依存作用

中庸是一种价值取向, 它倡导在全局认知基础上采用执中和适度的方式, 达到个体与环境的和谐。以49个企业团队的413名员工为研究对象, 采用多层次线性模型考察中庸价值取向在不同情境下对员工变革行为的影响。结果显示当员工具有高变革认知时, 中庸价值取向对员工变革行为有显著促进作用; 当团队中存在高同事消极约束时, 中庸价值取向对员工变革行为有显著消极作用; 模范带头作用没有显著情景作用。研究揭示了中庸价值取向影响员工变革行为是依据情景而变化, 从而达到个体与环境的和谐。