Why employees with higher challenging appraisals style are more affectively engaged at work? The role of challenging stressors: A moderated mediation model

Abstract

Challenging stressors have been positively linked to various work outcomes. However, the role of individual differences in stress appraisal in shaping the function of challenging stressors and work outcomes has been rarely discussed. Drawing on the individual differences perspective, the authors propose that employees higher in challenge appraisal are more likely to have challenging stressors and are more responsive to such stressors to have a higher positive affect at work. Results obtained from 117 employees supported the hypotheses. The results indicated that challenge appraisal is positively related to challenging stressors. In addition, challenging stressors has a positive association with positive affect at work when challenge appraisal is high but has a null association when challenge appraisal is low. The findings suggest that challenging stressors does not necessarily bring positive work outcomes as suggested in past studies and highlight the importance of considering dispositional tendency in stress appraisal when looking into the function of challenging stressors and work outcomes.

How time pressure is associated with both work engagement and emotional exhaustion: The moderating effects of resilient capabilities at work

“…For example, Leinhos et al (2018) showed that the positive effect of time pressure on work engagement is only present, when considering additional task-specific resources such as time control. Further, Lin et al (2014) highlighted the meaning of challenge appraisal processes as necessary boundary condition, if challenge stressors unfold a positive potential. This is in line with Tuckey et al (2015), who highlighted the meaning of available resources to successfully cope and prevent the development of chronic stress when experiencing challenging conditions.…”

The Effect of Employee Desire and Employee Engagement on Organizational Performance: Evidence from ICT Sector in Kerala, India

“…These extraordinary efforts of employees ultimately derive successful OP. Exciting work assignments with high challenge appraisal positively influence the job performance of employees (Lin et al, 2014). The research work of Williams et al (2007) established that the gratitude of employees on account of wage revision could encourage their work performance.…”

Age-related differences in levels and dynamics of workplace affect.

“…However, this turn in affect trajectories in the mid to late 60s should not affect the working population as most people retire before the downward trend in affective wellbeing would set in. Indeed, several cross-sectional studies focusing on worker samples yielded higher levels of positive affect and/or lower levels of negative affect with age (Dahling & Perez, 2010;Lin, Wu, Chen, & Chen, 2014;Wegge, van Dick, Fisher, West, & Dawson, 2006;Yeung, Wong, & Lok, 2011), although other studies find age to be unrelated to affect (Bindl, Parker, Totterdell, & Hagger-Johnson, 2012;Lee & Allen, 2002;Tavares, 2016;Yeung & Fung, 2012).…”