Effects of chronic job insecurity on Big Five personality change.

Wu, Chia‐Huei; Wang, Ying; Parker, Sharon K.; Griffin, Mark

doi:10.1037/apl0000488

Cited by 67 publications

(59 citation statements)

References 102 publications

(167 reference statements)

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“…Previous research suggests that stress can change people's personality. For example, chronic workplace stress could slightly increase neuroticism and decrease agreeableness, but the workplace stress does not predict extraversion and openness change (Wu, Wang, Parker, & Griffin, 2020). Our correlation results also showed a similar pattern where confirmed cases were positively correlated with neuroticism, negatively correlated with agreeableness and conscientiousness, but confirmed cases were not correlated with extraversion and openness.…”

Section: Discussionsupporting

confidence: 61%

The Influence of COVID-19 on Well-Being

Zhang¹,

Wang²,

H³

et al. 2020

Preprint

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The COVID-19 outbreak has affected people’s lives across the globe. To investigate how the pandemic impacts well-being, we compiled a large and comprehensive data-set of 2231 working adults covering 454 counties across 48 states in the U.S. from social media using machine learning tools. We found that pandemic severity influenced working adults’ negative affect rather than positive affect. However, the relationship between pandemic severity and the negative affect was moderated by personality (i.e., openness and conscientiousness) and family connectedness. Specifically, pandemic severity did not influence the well-being of those who were open to new experiences, who were conscientious, and those who were connected to family. We did not find the moderation effect of age, some other personality traits (i.e., extraversion, agreeableness, and neuroticism), faith, friend connectedness, or having kids on the relationship between pandemic severity and working adults’ negative affect.

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Section: Discussionsupporting

confidence: 61%

The Influence of COVID-19 on Well-Being

Zhang¹,

Wang²,

H³

et al. 2020

Preprint

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“…Furthermore, both job insecurity and decreased self-efficacy were associated with poorer general health of the employees (Schreurs et al, 2010), in line with the idea of a cascade of negative outcomes following underperformance. Job insecurity is a serious concern for the health and well-being of employees, as it is associated with a whole host of negative consequences, ranging from poorer job satisfaction and optimism about the future, to poorer physical and mental health, and even some changes in personality (Wu et al, 2020).…”

Section: Chronic Underperformance: Distal Outcomesmentioning

confidence: 99%

Failing Is Derailing: The Underperformance as a Stressor Model

Pindek

2020

Front. Psychol.

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Job performance and job stress are widely studied phenomena in occupational research. However, most literatures on the relationship between work stress and job performance conceptualize job stress as an antecedent of performance, in line with the stressperformance framework, and do not examine what happens to the well-being of the employees after the performance was appraised as poor. In the current theoretical paper, I argue that task underperformance is a source of stress (i.e., stressor) for the employee and, as such, can affect a wide range of employee outcomes. Task underperformance is conceptualized as comprised of two main types: acute/episodic underperformance, such as a mistake or an accident (e.g., medical error and service failure), and chronic task underperformance, such as not achieving the expected work products over time, with an interplay between these types. The source of the appraisal (objective, supervisor-rated, and self-rated underperformance) is also considered. Several disjoint literatures are then integrated in order to explain how underperformance is expected to result in subsequent decrements to employee well-being. At the chronic underperformance level, the following literatures are included: self-efficacy, negative effects of performance feedback, and stress experienced when the basic need for competency is frustrated or when underperformance presents a threat to the self-image. At the acute/episodic level, affective and cognitive outcomes are explored, and examples are drawn from several industries including service failures and medical errors. The interplay between the two types of underperformance, acute/episodic and chronic, is discussed, and then relevant moderators are offered. One notable moderator is the occupation-level consequences of error, which likely affects most if not all outcomes. Finally, the discussion includes potential theoretical and practical implications for this conceptualization, as well as some methodological considerations for future research in this area.

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“…We built a path model to examine our hypotheses. With a latent difference score modelling approach (McArdle, 2009), we created latent difference scores for popularity from Time 2 to Time 3 and workplace ostracism from Time 1 to Time 3 (see Little, Hinojosa, Paustian‐Underdahl, & Zipay, 2018; Wille & De Fruyt, 2014; Wu, Wang, Parker, & Griffin, 2020, February 24, for studies using latent difference scores). The latent difference scores represent within‐individual changes.…”

Section: Resultsmentioning

confidence: 99%

When and how favour rendering ameliorates workplace ostracism over time: Moderating effect of self‐monitoring and mediating effect of popularity enhancement

Kwan

et al. 2020

J Occupat & Organ Psyc

Self Cite

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Despite increasing scholarly attention to workplace ostracism, victims receive little guidance regarding how to break its negative spiral over time. Drawing on a multi-motive model of rejection-related experiences and the cybernetic model of impression management, this study examines how and why ostracized employees might ameliorate workplace ostracism through impression management efforts to enhance their popularity. Specifically, an ostracized worker may employ favour rendering tactics to enhance her or his popularity, as reported by peers, which can help reduce ostracism. In addition, ostracized employees with strong self-monitoring tendencies may be more likely to employ favour rendering tactics and use them more effectively to enhance their popularity and thus reduce ostracism. Data collected from 277 employee-coworker pairs in a three-wave, time-lagged design over 2 years confirm the proposed hypotheses, tested in a two-stage moderated mediation model. These findings have theoretical implications for ostracism research, as well as practical implications to help employees and organizations overcome ostracism. Practitioner points Being ostracized often prompts self-focused responses, but to reduce it, ostracized employees instead should pay attention to others and seek to help others to alter the treatment they receive from others. High self-monitoring employees tend to employ favour rendering tactics to increase their popularity and mitigate ostracism. To help ostracized employees mitigate ostracism, managers and organizations can suggest ways to increase their popularity among their peers. This is an open access article under the terms of the Creative Commons Attribution-NonCommercial-NoDerivs License, which permits use and distribution in any medium, provided the original work is properly cited, the use is non-commercial and no modifications or adaptations are made.

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Effects of chronic job insecurity on Big Five personality change.

Abstract: This is a repository copy of Effects of chronic job insecurity on Big Five personality change.

Cited by 67 publications

References 102 publications

The Influence of COVID-19 on Well-Being

The Influence of COVID-19 on Well-Being

Failing Is Derailing: The Underperformance as a Stressor Model

When and how favour rendering ameliorates workplace ostracism over time: Moderating effect of self‐monitoring and mediating effect of popularity enhancement

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