Are employee surveys biased? Impression management as a response bias in workplace safety constructs

Keiser, Nathanael L.; Payne, Stephanie C.

doi:10.1016/j.ssci.2019.05.051

Cited by 9 publications

(6 citation statements)

References 51 publications

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“…There is another phase of linkage of job insecurity and impression management in which employee fear of job insecurity is developed due to the impressions created by his supervisors and managers on him (Keiser, 2019). If the supervisor shows negative attitude and behavior towards some specific employees it provides them with a gesture of disliking which ultimately triggers their mind for their job security in the organization.…”

Section: Job Insecurity and Impression Managementmentioning

confidence: 99%

Predicting Organizational Citizenship Behavior among Universities’ Contractual Teaching Staff: A Developing Country Perspective

Ahmad

Shahid

2020

RAMSS

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This study provides insights about the relationship between job insecurity, honesty-humility, and reciprocity and organization citizenship behavior, whereas impression management plays its role of a mediator. Data collected using a questionnaire from 710 contractual employees from public and private sector universities of southern Punjab, Pakistan. Exploratory factor analysis and confirmatory factor analysis are used for scale validation and regression analysis to test the following hypothesis. A comparative analysis was conducted to know citizenship behavioral intentions of public and private sector contractual teaching staff. A T-test approach was utilized for comparing two samples. No significant difference among private and public sector teaching staff was found regarding organizational citizenship behavior. All other hypothesis, directly and indirectly, were supported with positive impacts, except job insecurity which found having a negative direct relation with both impression management and organization citizenship behavior. The study provides useful insights for both academicians and universities’ administration.

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Section: Job Insecurity and Impression Managementmentioning

confidence: 99%

Predicting Organizational Citizenship Behavior among Universities’ Contractual Teaching Staff: A Developing Country Perspective

Ahmad

Shahid

2020

RAMSS

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“…These numbers may, in fact, be optimistic. Keiser and Payne 62 provide evidence that respondents to workplace safety surveys deliberately skew their responses to manage their social impressions.…”

Section: Life Scientists' Motivation To Practice Proactive Brmmentioning

confidence: 99%

Motivating Proactive Biorisk Management

2023

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Scholars and practitioners of biosafety and biosecurity (collectively, biorisk management or BRM) have argued that life scientists should play a more proactive role in monitoring their work for potential risks, mitigating harm, and seeking help as necessary. However, most efforts to promote proactive BRM have focused on training life scientists in technical skills and have largely ignored the extent to which life scientists wish to use them (ie, their motivation). In this article, we argue that efforts to promote proactive BRM would benefit from a greater focus on life scientists' motivation. We review relevant literature on life scientists' motivation to practice BRM, offer examples of successful interventions from adjacent fields, and outline ideas for possible interventions to promote proactive BRM, along with strategies for iterative development, testing, and scaling.

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“…This is particularly true in a dynamic environment where behaviour is likely to be influenced by a complex set of organisational and personal factors (Birkinshaw et al, 2011). Survey methods are inadequate for teasing out such complexities and they are also exposed to social desirability and other biases which are likely to be important in a heavily regulated industry such as financial services (Keiser & Payne, 2019). The interview component of our study helps us to explore complexities and also to probe into issues that might be exposed to impression management.…”

Section: Desirable Risk Outcomesmentioning

confidence: 99%

Does executive accountability enhance risk management and risk culture?

Sheedy

Canestrari-Soh

2023

Accounting & Finance

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We evaluate a novel regulation designed to address ongoing risk management failures: Australia's Banking Executive Accountability Regime (BEAR). This mixed methods study draws on a survey and 41 interviews with accountable persons and their reports across 15 organisations. Consistent with theory and previous experimental research, the study demonstrates the benefits of enhanced accountability for promoting more diligent ‘system 2’ behaviour. We provide evidence that BEAR promotes greater felt accountability among senior executives which in turn stimulates more proactive and diligent risk management behaviour. This behaviour has the potential to attenuate many of the behavioural biases associated with risk management failures.

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Are employee surveys biased? Impression management as a response bias in workplace safety constructs

Cited by 9 publications

References 51 publications

Predicting Organizational Citizenship Behavior among Universities’ Contractual Teaching Staff: A Developing Country Perspective

Predicting Organizational Citizenship Behavior among Universities’ Contractual Teaching Staff: A Developing Country Perspective

Motivating Proactive Biorisk Management

Does executive accountability enhance risk management and risk culture?

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