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Beauregard, Keith S.; Dunning, David

doi:10.1023/a:1010665926045

Cited by 28 publications

(4 citation statements)

References 32 publications

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“…Defensively proud or grandiose reactions to mortality and other threats are most pronounced among people with high self-esteem (Beauregard & Dunning, 2001;Dodgson & Wood, 1998;Vohs & Heatherton, 2001). This appears especially true for individuals with both high explicit and low implicit self-esteem (McGregor & Marigold, 2003;Schmeichel et al, 2009).…”

Section: Abstract Personal Reactionsmentioning

confidence: 99%

Threat and Defense

Jonas¹,

McGregor²,

Klackl³

et al. 2014

Advances in Experimental Social Psychology

362

272

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Section: Abstract Personal Reactionsmentioning

confidence: 99%

Threat and Defense

Jonas¹,

McGregor²,

Klackl³

et al. 2014

Advances in Experimental Social Psychology

362

272

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“…Campbell and Sedikides (1999) found in their meta-analytic study of 14 moderators (e.g., role, task importance, achievement motivation) of selfserving bias (albeit defined somewhat differently than in our current study) only one, task choice, was not found to interact with self-serving bias. The trait of selfesteem has been implicated as a moderator of the self-serving bias (see Beauregard & Dunning, 2001) and could be studied by future researchers. We did not find any moderating effects for the self-esteem ratings in our study; however, our singleitem scale may not have produced the construct validity that Rosenberg's (1965) scale would and moderators are difficult to detect in field studies (McClelland & Judd, 1963).…”

Section: Limitations and Areas For Future Researchmentioning

confidence: 99%

Self-Serving Bias Effects on Job Analysis Ratings

Cucina

Martin

Vasilopoulos

et al. 2012

The Journal of Psychology

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The purpose of this study was to investigate whether worker-oriented job analysis importance ratings were influenced by subject matter experts' (SME) standing (as measured by self-rated performance) on a competency. This type of relationship (whereby SMEs indicate that the traits they have are important for successful job performance) is an example of the self-serving bias (which is widely described in the social cognition literature and rarely described in the industrial/organizational psychology literature). An archival dataset covering 57 clerical and technical occupations with 26,682 participants was used. Support was found for the relationship between self-rated performance and importance ratings. Significant relationships (typically in the .30s) were observed for all 31 competencies that were studied. Controls were taken to account for common method bias and differences in the competencies required for each of the 57 occupations. Past research has demonstrated the effects of the self-serving bias on personality-based job analysis ratings. This study was the first to extend these findings to traditional job analysis, which covers other competencies in addition to personality. In addition, this study is the first to use operational field data instead of laboratory data.

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“…Carnegie (2006), in his famous book How to Win Friends and Influence People – first published in 1936, noted that at the core of human motivation, lies self-worth – a fundamental individual need to be appreciated, to feel important and to be valued. This individual need, when it is reflected in related self-beliefs, is often understood as self-worth judgments (Beauregard and Dunning, 2001). Within psychology, self-worth judgments are seen as critical to motivation and emotion in one’s life space, and they hold critical importance in social judgments of situations such as threat appraisals and interpersonal evaluations (Beauregard and Dunning, 2001).…”

Section: Introductionmentioning

confidence: 99%

“…This individual need, when it is reflected in related self-beliefs, is often understood as self-worth judgments (Beauregard and Dunning, 2001). Within psychology, self-worth judgments are seen as critical to motivation and emotion in one’s life space, and they hold critical importance in social judgments of situations such as threat appraisals and interpersonal evaluations (Beauregard and Dunning, 2001). Of note is that it is the “protective” function of behaviors rooted in the “preservation” of self-worth judgments that amplify the emotive power of such behaviors (Thompson, 1997).…”

Section: Introductionmentioning

confidence: 99%

Remind me that I matter: how self-worth bias can enhance employee support for organizational change efforts

McLaren,

Fein,

Ireland

et al. 2024

JOCM

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PurposeThe purpose of this empirical study was to test whether presenting organizational change in a way that enhances employee self-worth will result in increased employee support for the identified change. In doing so, we developed a new measure, which includes a novel baseline element.Design/methodology/approachItems were developed, and then categorical validation data were collected through an online cross-sectional survey in which 222 respondents (adults over 18 years of age, and at least 6 months tenure) participated.FindingsWithin the items, we framed the activation of self-worth bias as requests for employee comments regarding change efforts. Results indicate there is a difference between asking for employee comment on change efforts, compared to asking for employee comment on change efforts and also providing feedback considerate of that input.Originality/valueThis study explores and presents a convergence between behavioral economics, management and applied psychology research – using both self-worth bias, and organizational change management communications; no other such comparable study or analysis could be found during the preparation of this research effort. Furthermore, a novel measure and innovative method is presented for developing and measuring self-worth bias during organizational change management communications.

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Cited by 28 publications

References 32 publications

Threat and Defense

Threat and Defense

Self-Serving Bias Effects on Job Analysis Ratings

Remind me that I matter: how self-worth bias can enhance employee support for organizational change efforts

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