Employees’ reactions toward COVID-19 information exposure: Insights from terror management theory and generativity theory.

Shao, Ruodan; Lin, He; Chang, Chu–Hsiang; Wang, Mo; Baker, Nathan M; Pan, Jingzhou; Jin, Yanghua

doi:10.1037/apl0000983

Cited by 19 publications

(18 citation statements)

References 78 publications

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“…More responsible firms will cultivate a safer and protective context, provide employees safe working environment, daycare programs, training, and other resources related the job, all can help employees to better adjust their long-term career planning, deal with career shock, and reduce the potential threats to job continuity and stability ( 2 , 38 ). For one extreme example, when COVID-19 pandemic brings death anxiety to employees, employees perceived internal CSR leaves employees feeling less threatened by the pandemic ( 39 ).…”

Section: Literature Review and Hypothesesmentioning

confidence: 99%

Job insecurity, emotional exhaustion, and workplace deviance: The role of corporate social responsibility

Jia

Liao

Yin

2022

Front. Public Health

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Job insecurity is one of top concerns in the contemporary workplace, which significantly affects emotional exhaustion and workplace deviance. Thus, this study seeks to explore the buffering role of employees' corporate social responsibility (CSR) perceptions to against the effect of job insecurity. Based on micro-CSR literature and social identity theory, this study tested the proposition that employees' CSR perceptions moderate the relationship between job insecurity and emotional exhaustion through organizational identification. Using three-wave data collected from 145 employees in one of China's biggest computer equipment providers, we found that employees' CSR perceptions alleviate (exacerbate) the negative relationship between quantitative (qualitative) job insecurity and emotional exhaustion via organization identification. Our findings provided new insights to scholars and managers in dealing with job insecurity.

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Section: Literature Review and Hypothesesmentioning

confidence: 99%

Job insecurity, emotional exhaustion, and workplace deviance: The role of corporate social responsibility

Jia

Liao

Yin

2022

Front. Public Health

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“…Content may be shared at no cost, but any requests to reuse this content in part or whole must go through the American Psychological Association. Shao, He, et al, 2021;COVID-19 onset, Wanberg et al, 2020), were also common. Numerous articles examined performance (n = 5, 10% job/task performance; n = 3, 6% creativity; n = 2, 4% helping, OCB, proactive behavior) and employee motivation (n = 9, 18%) related to working during the pandemic.…”

Section: Relevancementioning

confidence: 96%

“…Within this broad category, psychological well-being ( n = 21, 42%; e.g., burnout, anxiety) and work–family/nonwork ( n = 8, 16%; e.g., work–family conflict, caregiving) were particularly well represented. Articles examining nonwork stressors, and in particular COVID-19 risk ( n = 19, 38%; e.g., COVID-19 information exposure, Shao, He, et al, 2021; COVID-19 onset, Wanberg et al, 2020), were also common. Numerous articles examined performance ( n = 5, 10% job/task performance; n = 3, 6% creativity; n = 2, 4% helping, OCB, proactive behavior) and employee motivation ( n = 9, 18%) related to working during the pandemic.…”

Section: Covid-19 Call For Papers With Rapid Reviewmentioning

confidence: 99%

Reflections on the Journal of Applied Psychology in times of change.

Eby

2022

Journal of Applied Psychology

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In the 2 years since my last Editorial, the world is arguably a different place. We have experienced a global pandemic, social justice reckoning including the Black Lives Matter movement, and increasingly pronounced political division in the United States (Dimock & Wike, 2020). Closer to home there has been increased interest and support for open science practices by professional associations, funding agencies, and journals due to the recognition that greater accessibility, transparency, and reproducibility can improve our science (Nosek et al., 2015). This Editorial focuses on two major initiatives that we undertook during these turbulent times at the Journal of Applied Psychology: The Call for Papers on the COVID-19 Pandemic With a Rapid Review Process and the implementation of the Transparency and Openness Promotion (TOP) Guidelines (https://www .cos.io/initiatives/top-guidelines) on November 1, 2021. COVID-19 Call for Papers With Rapid ReviewThe Call for Papers began on April 10, 2020, just 29 days after the World Health Organization declared the COVID-19 outbreak a global pandemic. We received 828 new COVID-19 submissions (including 188 articles submitted on the deadline). Of these 828 submissions, 51% (n = 423) were desk rejected and the remaining 405 manuscripts were sent out for external review. To date, 50 COVID-19 papers have been accepted yielding an overall acceptance rate of 6%. As of this writing, four final COVID-19 manuscripts are in the revision process.I sincerely appreciate everyone's enthusiasm for this initiative (and during a global pandemic nonetheless)-the authors who submitted original research, the 330 COVID-19 reviewers, 1 the COVID-19 Associate Editors, and the other Associate Editors who held down the fort with regular submissions. Special thanks to APA for supporting the Call for Papers and to Jennifer Wood in the Editorial Office for handling the logistics of the Call for Paperswith over 800 submissions, we could not have done it without her. Was the COVID-19 Call for Papers Successful?We designed the call to attract original quantitative and qualitative scholarship aimed at understanding work-and employment-related phenomena associated with a COVID-19 pandemic. The goal of the Call for Papers was to publish relevant and methodologically rigorous research quickly, so that our science could be rapidly available to practitioners, organizational leaders, and employees. The sections that follow take stock of whether we accomplished this goal by reporting on the rapid review process and summarizing the results of a systematic review of the 50 accepted articles in response to the Call for Papers. 2 Rapid ReviewConsistent with our promise for rapid review, the average initial review time for decision letters (excluding desk rejections which averaged 3 days) was 27 days, over 50% faster than our goal of 60 days for regular submissions. All accepted papers were published within 1 month of the author completing the required paperwork, with the first article (Sergent & Stajkovic, 2020) appeari...

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“…Research on exposure to news and information about the pandemic suggests that employees' feelings of anxiety are-at least in part-due to the mortality cues triggered from such jolts, making individuals conscious about their mortality (Hu et al, 2020;Shao et al, 2021). And, anxiety tied to the pandemic has detriments for employees' goal progress, engagement, and task performance (Andel et al, 2021;Fu et al, 2021;Reinwald et al, 2021;Trougakos et al, 2020).…”

Section: High Disruption To Work High Relevance To Social Identitymentioning

confidence: 99%

Building Thriving Workforces from the Top Down: A Call and Research Agenda for Organizations to Proactively Support Employee Well-Being*

Gabriel¹,

Arena²,

Calderwood³

et al. 2022

Research in Personnel and Human Resources Management

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Organizational researchers studying well-being-as well as organizations themselves-often place much of the burden on employees to manage and preserve their own well-being. Missing from this discussion is how-from a human resources management (HRM) perspectiveorganizations and managers can directly and positively shape the well-being of their employees.We use this review to paint a picture of what organizations could be like if they valued people holistically and embraced the full experience of employees' lives to promote well-being at work.In so doing, we tackle five challenges that managers may have to help their employees navigate, but to date have received more limited empirical and theoretical attention from an HRM perspective: (1) recovery at work; (2) women's health; (3) concealable stigmas; (4) caregiving; and (5) coping with socio-environmental jolts. In each section, we highlight how past research has treated managerial or organizational support on these topics, and pave the way for where research needs to advance from an HRM perspective. We conclude with ideas for tackling these issues methodologically and analytically, highlighting ways to recruit and support more vulnerable samples that are encapsulated within these topics, as well as analytic approaches to study employee experiences more holistically. In sum, our review represents a call for organizations to now-more than ever-build thriving organizations.

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Employees’ reactions toward COVID-19 information exposure: Insights from terror management theory and generativity theory.

Cited by 19 publications

References 78 publications

Job insecurity, emotional exhaustion, and workplace deviance: The role of corporate social responsibility

Job insecurity, emotional exhaustion, and workplace deviance: The role of corporate social responsibility

Reflections on the Journal of Applied Psychology in times of change.

Building Thriving Workforces from the Top Down: A Call and Research Agenda for Organizations to Proactively Support Employee Well-Being*

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