Stand Up and Be Counted: In the Long Run, Disclosing Helps All

Nittrouer, Christine; Trump, Rachel C. E.; O'Brien, Katharine Ridgway; Hebl, Michelle R.

doi:10.1111/iops.12139

Cited by 5 publications

(4 citation statements)

References 22 publications

(33 reference statements)

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“…To this end, a disclosure or concealment strategy may not be better or more effective than the other. While it has previously been argued that disclosure is good for everyone (Nittrouer et al., 2014), the results from this study challenge such an assertion, and show that employees’ behavior at work is likely influenced by factors other than the decision itself. What appears to be important is whether the person employs approach‐ or avoid‐focused motives for the disclosure or concealment of their depression.…”

Section: Discussionsupporting

confidence: 46%

“…Central to the discussion of employees with concealable identities, such as those with depression, is the decision regarding how to manage these identities at work. It has previously been argued that employees should “stand up and be counted”—in other words, employees should disclose their concealable identities at work (Nittrouer et al., 2014). However, this study suggests that disclosure itself does not yield more positive outcomes than concealment among employees with depression.…”

Section: Discussionmentioning

confidence: 99%

“…Multivariate analysis of covariance (MANCOVA) was used to examine whether or not employee outcomes varied based solely on the identity management strategy they employed at work. It has previously been posited that disclosure is, on the whole, a better identity management strategy (Nittrouer et al., 2014). This study, however, argued that it is the motives for these identity management strategies that influence employees’ outcomes rather than the strategies themselves.…”

Section: Study 3: the Mediating Role Of Motives To Disclose Or Conceal Depression In The Relationship Between Organizational Factors And mentioning

confidence: 99%

See 2 more Smart Citations

It’s not what you do, it’s why you do it: Motives for disclosure and concealment decisions among employees with depression

Follmer

Jones

2021

J Applied Social Pyschol

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This multi‐method study examined disclosure decisions made by employees with depression as well as their motives for those decisions. In Study 1, we conducted in‐depth interviews with employees who had been diagnosed with depression to better understand why they chose to disclose or conceal their depression at work. Based on the results of the interviews, both approach and avoid motives for disclosure and concealment emerged in the analysis. Further, these motives were influenced by multiple organizational factors including social support, stigma, and diversity climate. In Study 2, we developed and validated a scale to measure approach and avoid motives for disclosure and concealement. In Study 3, we tested approach and avoid motives as mediators of the relationships between organizational factors and employee outcomes (i.e., engagement and presenteeism). We tested our model among 223 working adults with depression. Our results provided support for the hypothesized relationships among those who disclosed but not those who concealed, suggesting that when employees disclosed for approach reasons they were more likely to be engaged, and when they disclosed for avoid reasons they were more likely to engage in presenteeism. These findings provide both theoretical and practical contributions to the study of concealable identity management and to employees with mental illness.

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Section: Discussionsupporting

confidence: 46%

Section: Discussionmentioning

confidence: 99%

Section: Study 3: the Mediating Role Of Motives To Disclose Or Conceal Depression In The Relationship Between Organizational Factors And mentioning

confidence: 99%

See 1 more Smart Citation

It’s not what you do, it’s why you do it: Motives for disclosure and concealment decisions among employees with depression

Follmer

Jones

2021

J Applied Social Pyschol

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“…This can further benefit organizations if emotions are transferred to others (Barsade, 2002). Finally, Nittrouer, Trump, O'Brien, and Hebl (2014) have argued that the act of voluntarily disclosing an invisible disability can have a beneficial effect on relationships with coworkers. Because disclosure increases personal risk and makes one more vulnerable, the message conveyed to coworkers is one of trust-effectively acting Bas a catalyst to kick start social change^and evoking protective motives within the group (p. 237).…”

Section: Concern 7: the Impact Of Workers With Disabilities On Coworkersmentioning

confidence: 99%

The Participation of People with Disabilities in the Workplace Across the Employment Cycle: Employer Concerns and Research Evidence

et al. 2019

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Despite legislation on diversity in the workplace, people with disabilities still do not experience the same access to work opportunities as do their counterparts without disabilities. Many employers have been shown to harbor sincere yet ill-founded views about the work-related abilities of people with disabilities; these negative views are often a result of interrelated concerns that permeate the entire employment cycle. In this paper, we provide evidence-based responses to 11 specific concerns that employers have about people with disabilities, from pre-employment and entry experiences to the final dissolution of the employment relationship. At each stage of the employment cycle, we summarize and evaluate the relevant empirical evidence and provide recommendations for organizations committed to creating more effective, equitable, and inclusive workplaces for all individuals. We also suggest avenues for future research.

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The emotional context of disclosing a concealable stigmatized identity: A conceptual model

Berkley

Beard

Daus

2019

Human Resource Management Review

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Stand Up and Be Counted: In the Long Run, Disclosing Helps All

Cited by 5 publications

References 22 publications

It’s not what you do, it’s why you do it: Motives for disclosure and concealment decisions among employees with depression

It’s not what you do, it’s why you do it: Motives for disclosure and concealment decisions among employees with depression

The Participation of People with Disabilities in the Workplace Across the Employment Cycle: Employer Concerns and Research Evidence

The emotional context of disclosing a concealable stigmatized identity: A conceptual model

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