Employee Behavioral Activation and Behavioral Inhibition Systems, Manager Ratings of Employee Job Performance, and Employee Withdrawal

Renn, Robert W.; Steinbauer, Robert; Fenner, Grant H.

doi:10.1080/08959285.2014.929694

Cited by 15 publications

(5 citation statements)

References 96 publications

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“…Specifically, three studies correlated self‐reported procrastination with various forms of avoidance goals, and yielded zero correlation with performance‐avoidance goal orientation (Howell & Buro, ; Howell & Watson, ; Wolters, ), and low positive correlation with mastery‐avoidance goal orientation (Howell & Buro, ; Howell & Watson, ). In addition, measures related to both avoidance and approach motivation—behavioural inhibition sensitivity and behavioural activation sensitivity (BIS/BAS; Carver & White, )—yielded positive weak, but similar, correlations with procrastination for both BIS and BAS scales (Renn, Steinbauer, & Fenner, ). Past research has found that behavioural procrastination and self‐reported procrastination are correlated only moderately, .35 < r < .45 (Kim & Seo, ; Steel, Brothen, & Wambach, ; Tice & Baumeister, ; Rotenstein, Davis, & Tatum, ).…”

Section: Introductionmentioning

confidence: 99%

On the Positive Side of Avoidance Motivation: An Increase in Avoidance Motivation Reduces Procrastination among Students

Raz

Kluger

2018

Applied Psychology

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People who procrastinate often pay a heavy price in terms of illness, stress, and poor performance. Because procrastination has harmful consequences, we predicted that avoidance motivation, a self-regulation system that protects people from harm, would also protect them against procrastination. We hypothesised that avoidance motivation reduces procrastination, despite the known destructive effects avoidance motivation has on thriving. In Study 1, students high in chronic-avoidance motivation had the lowest dropout rates from a bonusgranting longitudinal study. In Study 2, avoidance motivation was negatively related to delay in submitting a term paper, when controlling for chronic procrastination, self-efficacy, impulsiveness, and age. In Study 3, an experimental manipulation of avoidance motivation reduced procrastination three times, but only once significantly. In Study 4, manipulations of both avoidance motivation and approach motivation, relative to a control motivation, using a within-subjects design, indicated that the avoidance manipulation reduced procrastination in submitting subsequent reading reports, whereas the approach manipulation did not. We subjected all our results to a meta-analysis that indicated that avoidance motivation had a significant preventive effect on procrastination. We conclude that avoidance motivation can reduce procrastination, and suggest that our avoidance-manipulation techniques could be applied across a variety of organisational and educational settings.

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Section: Introductionmentioning

confidence: 99%

On the Positive Side of Avoidance Motivation: An Increase in Avoidance Motivation Reduces Procrastination among Students

Raz

Kluger

2018

Applied Psychology

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“…Like metatraits, BIS and BAS have shown to be valid predictors of a number of relevant criteria (e.g., Li, Xu, & Chen, 2015;Renn, Steinbauer, & Fenner, 2014). Taking both models and their interactions into account may enable scholars to shed light on important research questions, and ultimately to acquire a deeper understanding of personality functioning.…”

Section: Discussionmentioning

confidence: 99%

BIS and BAS Sensitivities at Different Levels of Personality Description: A Latent-Variable Approach with Self- and Informant-Ratings

Vecchione

Ghezzi

Alessandri

et al. 2020

Journal of Personality Assessment

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“…In addition to this, employee behavioural activation and inhibition systems, which in turn are dependent on the big five personality trait dimensions, are important determinants of withdrawal behaviour in organization settings (Renn et al, 2014). Furthermore, the plurality of withdrawal behaviours at work is also impacted by employee's self-regulatory goal-directed tasks (Bélanger et al, 2016) and can also be a consequence of mistreatment by customers, the linkage of which is mediated by emotional exhaustion (Wang & Wang, 2017).…”

Section: Literature Review Withdrawal Behaviourmentioning

confidence: 99%

Withdrawal Behaviours and Absenteeism at Work Post Covid-19

Mishra

2022

ORCADEV

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Withdrawal behaviours and their manifestation in the form of absenteeism are negatively linked with the productivity of organizations and, therefore, a cause for concern for the management. This paper is aimed at discerning the determinants of withdrawal behaviour at an individual, group, and organizational level so as to formulate policies to mitigate the negative implications. This paper is a review of published literature on withdrawal and absenteeism at work and summarises critical points in relation to the Covid situation. This paper further reviews the problem during and post-pandemic literature and suggests the next steps in addressing it. Electronic databases of published peer-reviewed journals have been included in formulating the conceptual framework. Evidence-based research suggests Biographical characteristics, surface level, and deep-level diversities, including age, gender, ethnicity, race, and sexual orientation, are important individual-level inputs that determine the form in which employees will manifest withdrawal cognition. Additionally, group structure, cohesion, leadership style, organizational justice, and organizational culture are antecedents of withdrawal behaviour at the group or organizational level. Furthermore, the analysis of determinants and antecedents provided for inferring the positive impact of withdrawal behaviour on emotional exhaustion, which in turn may prevent turnover and increase productivity, provided that the organization positively reacts to the coping mechanism. All the above-mentioned inferences were instrumental in solving the dichotomy of evidence with respect to the impact of a continuing crisis like the COVID-19 pandemic on withdrawal behaviour, and the analysis indicates that the manifestation of withdrawal behaviours is aggravated in such situations. In the current scenario, human resource management should aim at enhancing employee engagement, job commitment, and job satisfaction by furthering the psychological contract of role expectation via assuring job security, providing compensation, engaging in active communication, and accommodating employees’ psychological needs.

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Employee Behavioral Activation and Behavioral Inhibition Systems, Manager Ratings of Employee Job Performance, and Employee Withdrawal

Cited by 15 publications

References 96 publications

On the Positive Side of Avoidance Motivation: An Increase in Avoidance Motivation Reduces Procrastination among Students

On the Positive Side of Avoidance Motivation: An Increase in Avoidance Motivation Reduces Procrastination among Students

BIS and BAS Sensitivities at Different Levels of Personality Description: A Latent-Variable Approach with Self- and Informant-Ratings

Withdrawal Behaviours and Absenteeism at Work Post Covid-19

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