Summary Workplace resilience is a necessity for organizations and employees given it assists them in overcoming adversity and ultimately succeeding. However, organizational scholars have largely overlooked this construct. In this Incubator, we briefly summarize extant research on workplace resilience to highlight opportunities for theory building and advancement of empirical research. Copyright © 2015 John Wiley & Sons, Ltd.
As virtual reality (VR) technology enters mainstream markets, it is imperative that we understand its potential impacts on users, both positive and negative. In the present paper, we build on the extant literature's focus on the physical side effects of VR gameplay (e.g., cybersickness) by focusing on VR's potential to intensify users' experiences of negative emotions. We first conducted a preliminary survey to assess users' emotional responses during VR gameplay, with the results suggesting that certain VR situations can in fact produce intense negative emotional experiences. We then designed an interactive scenario intended to elicit low to moderate amounts of negative emotion, wherein participants played out the scenario in either VR (using the HTC Vive) or on a laptop computer. Compared to the participants who enacted the scenario on the laptop, those in the VR condition reported higher levels of absorption, which in turn increased the intensity of their negative emotional response to the scenario. A follow-up questionnaire administered several hours later revealed that the intensified negative emotions resulting from VR had a significant positive correlation with negative rumination (i.e., harmful self-related thoughts related to distress). These results show that VR gameplay has the potential to elicit strong negative emotional responses that could be harmful for users if not managed properly. We discuss the practical and policy implications of our findings.
We draw on Gouldner's (1960, Am. Sociol. Rev., 25, 161) norm of reciprocity to accomplish three goals: (1) theoretically depict the employee voice process as an exchange relationship that is maintained when both parties provide benefits ‘in kind’ to each other; (2) introduce the notion of voice resilience, defined as subsequent engagement in voice despite adversity in the process (i.e., voice non‐endorsement); and (3) demonstrate the importance of voice safety as a key mechanism that facilitates voice resilience. When employees speak up to their leaders with suggestions for change, this behaviour is positively intended and represents a contribution to the leader and to the mutual relationship because voice is a risky behaviour. When leaders do not implement employee suggestions (non‐endorsement of voice) but reciprocate by providing adequate explanations for non‐endorsement, this should foster employee perceptions of voice safety and make it more likely that employees will speak up with suggestions in the future (subsequent voice). In sum, this mutual exchange of benefits, voice from the employee and adequate explanations for non‐endorsement from the leader, should foster voice resilience. Results across two studies (field and laboratory) demonstrate that sensitivity of explanations for non‐endorsement (not specificity) predicts follower's voice safety and subsequent voice. We discuss the theoretical implications of the more personal nature of sensitive explanations compared to the more descriptive and factual nature of specific explanations and consider the practical benefits of encouraging leaders and organizations to view the voice process as a mutual exchange relationship. Practitioner points Organizations can offer training and development on how to maintain voice exchange relationships even when leaders do not endorse employee suggestions. Our work demonstrates that it is critically important for leaders to exhibit sensitivity in their non‐endorsement responses to employee suggestions. If explanations in the voice process are delivered in a sensitive manner, our research shows that voice resilience can be achieved by fostering voice safety such that employees are significantly more likely to engage in subsequent voice.
Purpose Racially traumatic events – such as police violence and brutality toward Blacks – affect individuals in and outside of work. Black employees may “call in Black” to avoid interacting with coworkers in organizations that lack resources and perceived identity and psychological safety. The paper aims to discuss this issue. Design/methodology/approach The paper integrates event system theory (EST), resourcing, and psychological safety frameworks to understand how external, racially traumatic events impact Black employees and organizations. As racially traumatic events are linked to experienced racial identity threat, the authors discuss the importance of both the availability and creation of resources to help employees to maintain effective workplace functioning, despite such difficult circumstances. Findings Organizational and social-identity resourcing may cultivate social, material, and cognitive resources for black employees to cope with threats to their racial identity after racially traumatic events occur. The integration of organizational and social-identity resourcing may foster identity and psychologically safe workplaces where black employees may feel valued and reduce feelings of racial identity threats. Research limitations/implications Implications for both employees’ social-identity resourcing practice and organizational resource readiness and response options are discussed. Originality/value The authors present a novel perspective for managing diversity and inclusion through EST. Further, the authors identify the interaction of individual agency and organizational resources to support Black employees.
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