The Benefits of Forgiveness at Work: A Longitudinal Investigation of the Time-Lagged Relations Between Forgiveness and Work Outcomes

Cao, Wenrui; Wal, Reine C. van der; Taris, Toon W.

doi:10.3389/fpsyg.2021.710984

Cited by 5 publications

(7 citation statements)

References 83 publications

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“…The participants were recruited through Credamo, an online research platform for data collection. This method has been shown to be effective for obtaining high-quality data and has been widely used by organizational scholars (e.g., Cao et al, 2021). Only adults in China were eligible for selection.…”

Section: Samplementioning

confidence: 99%

Consistency matters: The interaction effect of grooming and dress style on hirability

Wang

Zhang

Lin

et al. 2022

Int J Selection Assessment

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Grooming and dress style have both been found to influence the probability of a job applicant being hired. We argue that as these two elements take effect simultaneously during a job application, it is necessary to simultaneously examine the interaction of these two elements of appearance. Based on cue consistency theory, we propose that grooming and a gender-inconsistent dress style weaken the effects of each other, especially when the evaluators are men. We used three samples to progressively test our hypotheses. With Sample 1 (n = 142), we found that masculine dress weakened the positive effect of grooming on the hirability of female applicants. Furthermore, the interaction effect of grooming and dress style was stronger for male than for female evaluators. With Sample 2 (n = 152), we found that perceived competence mediated the two-way interaction effect of grooming and dress style on hirability. We used Sample 3 (n = 155) to further examine whether these findings could be generalized to male applicants and found that the interaction effect of grooming and masculine dress was stronger for male than for female evaluators.

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Section: Samplementioning

confidence: 99%

Consistency matters: The interaction effect of grooming and dress style on hirability

Wang

Zhang

Lin

et al. 2022

Int J Selection Assessment

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“…Second, our findings suggest that the trajectory of forgiveness over time is predicted by time-varying proximal variables that are related to the qualities of the interpersonal relationship and the offense. That is, we found that an increase in perceived work relationship quality after the offense also predicted an increase of forgiveness, which is in line with previous research showing strong associations between work relationship quality and forgiveness (e.g., Cao et al, 2021a;2021b). Thus, organizations and managers should focus on building and maintaining crucial social relationships in the workplace.…”

Section: Practical Implicationssupporting

confidence: 91%

“…In recent years, the topic of forgiveness at work has received increasing attention from scientific scholars (Faldetta, 2021;Zipay et al, 2021). These findings generally show that forgiveness is an effective way to address workplace mistreatment, maintain good work relationships (Thompson & Audrey Korsgaard, 2019) and achieve better work outcomes (e.g., job satisfaction, work engagement, and performance; Cao et al, 2021aCao et al, , 2021bToussaint et al, 2018). Forgiveness can be defined as a prosocial change toward the offender despite the offender's hurtful actions (e.g., McCullough, 2001).…”

Section: Introductionmentioning

confidence: 99%

“…Forgiveness has recently received increasing attention in dealing with workplace mistreatment (Aquino et al, 2001;Cao et al, 2021b). Defined as a prosocial change toward an offender despite an offender's hurtful actions (e.g., McCullough et al, 1998, forgiveness offers significant benefits including increased physical, psychological and relational well-being (e.g., Karremans et al, 2003;Karremans & Van Lange, 2008), as well as better outcomes at work (e.g., job satisfaction, work engagement, productivity; Cao et al, 2021a;Toussaint et al, 2018).…”

Section: Introductionmentioning

confidence: 99%

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Forgiveness in Work Relationships

Cao¹

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The COVID-19 pandemic of the early 2020's drastically disrupted working life: employees were forced to work from home as offices closed (Kniffin et al., 2021). Although working from home may lead to benefits for some employees, such as reduced commuting time and larger flexibility in terms of balancing work and life (Ipsen et al., 2021), for many employees it caused at least one important issue: employees had fewer social interactions with their colleagues. Some even felt isolated or lonely (Lewis et al., 2022). Indeed, "I do not get to see my colleagues or other people as much as I would like to" was an often-mentioned response in a survey investigating working life during the COVID-19 pandemic in 29 European countries (Ipsen et al., 2021). Given people's innate and primary drive to form social relationships with others (Baumeister & Leary, 1995;Maslow, 1968), the notion that many employees miss their colleagues when working from home may not be surprising. Also at work, people need good and stable social relationships that are characterized by supportive interactions, a sense of belonging, and effective teamwork (Chiaburu & Harrison, 2008;Dutton & Heaphy, 2003). Evidence shows that the quality of one's relationships at work is the most important determinant of employee job satisfaction, even more so than having an interesting job or a high salary (De Neve et al., 2018). Moreover, good and stable work relationships are strong predictors of employees' performance at work (Banks et al., 2014;Schermuly & Meyer, 2016), and such relationships also protect employees against harmful effects of workplace stress (Olekalns et al., 2020;Viswesvaran et al., 1999). However, it is not so easy to maintain good and stable work relationships. Employees may have different agendas, values, and priorities about the direction and operation of an organization, the work goals that must be achieved, the tasks that must be conducted, or how these tasks must be conducted. The lack of rich face-to-face communication when working from home may have caused even more misunderstanding (Mortensen & Hinds, 2001). It is thus inevitable that every Chapter 2 When work relationships matter: Interpersonal forgiveness

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“…These new insights may be of help to improve relationships, productivity and other positive outcomes at the workplace. They may also help employers to develop forgiveness-based interventions aimed at relieving their employees from emotional constraints and instability in work relationships (Cao et al, 2021). These, in turn, may enhance their job satisfaction, work engagement, creativity, cooperation, commitment, productivity and well-being (Cao et al, 2021) and may reduce aggression and burnout at the workplace (Liao et al, 2013).…”

Section: Introductionmentioning

confidence: 99%

Understanding the nature and consequences of transgressions and forgiveness in the workplace in India

Tiwari,

Pandey,

Rai

et al. 2023

Interpersona

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The cultural context of an organisation may significantly shape the nature of transgressions and consequent forgiveness relevant to understanding the workplace outcomes. This study explored the nature of transgressions and the dynamics of forgiveness in the workplace of a heterogeneous Indian sample which have not been well addressed in previous studies. Qualitative research design was employed. Using a purposive sampling method, 48 participants from the government (n = 30) and private organisations (n = 18) were selected to form the final sample. The transcriptions from semi-structured interviews were analyzed by the Thematic Analysis Method. Two themes related to the nature of transgressions emerged: multiplicity of the sources of workplace transgressions (such as anger, discrimination, and work overload) and communications of workplace transgressions (e.g., through criticism, altered relationships, warnings). Concerning the dynamics of forgiveness in the workplace, three broad themes emerged: facilitators of workplace forgiveness (such as positive treatment, direct communication, scolding), barriers to workplace forgiveness (like, the intention behind wrongdoing, repetition of wrongdoing, decreased trust), and benefits of workplace forgiveness (such as positive emotions, good relations, healthy work environment). Management should develop an in-depth understanding of the nature of transgressions and the dynamics of forgiveness embedded in a specific cultural context which may help enhance a variety of positive organisational outcomes. Workplace transgressions and concomitant forgiveness are interwoven with the nature of organisations, individual level factors and socio-cultural contexts. Findings also provide some support that the coexistence of individualistic and collectivistic cultural values among Indians may have shaped workplace transgressions and consequent forgiveness.

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The Benefits of Forgiveness at Work: A Longitudinal Investigation of the Time-Lagged Relations Between Forgiveness and Work Outcomes

Cited by 5 publications

References 83 publications

Consistency matters: The interaction effect of grooming and dress style on hirability

Consistency matters: The interaction effect of grooming and dress style on hirability

Forgiveness in Work Relationships

Understanding the nature and consequences of transgressions and forgiveness in the workplace in India

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