Can employees perform well if they fear for their lives? Yes – if they have a passion for work

Abstract

Purpose With a basis in conservation of resources theory, the purpose of this paper is to investigate the mediating role of championing behaviour in the relationship between employees’ fear of terror and their job performance, as well as the buffering role of their passion for work, as a personal resource, in this process. Design/methodology/approach The tests of the hypotheses rely on three-wave, time-lagged data collected from employees and their supervisors in Pakistan. Findings An important reason that concerns about terrorist attacks diminish performance is that employees refrain from championing their own entrepreneurial ideas. This mediating role of idea championing is less salient, however, to the extent that employees feel a strong passion for their work. Practical implications For human resource managers, this study pinpoints a key mechanism – a reluctance to mobilize active support for entrepreneurial ideas – by which fears about terrorism attacks can spill over into the workplace and undermine employees’ ability to meet their performance requirements. It also reveals how this mechanism can be better contained by the presence of adequate personal resources. Originality/value This study adds to burgeoning research on the interplay between terrorism and organizational life by specifying how and when employees’ ruminations about terrorism threats might escalate into diminished performance outcomes at work.

The link between fear about COVID-19 and insomnia: mediated by economic concerns and psychological distress, moderated by mindfulness

“…Second, the two-study design allowed us to apply two measures of fear of COVID-19 – one that speaks to employees' preoccupations with the virus and its consequences, adapted from a fear of terror scale (Haq, De Clercq, & Azeem, 2019 ), and another that taps their fear in a more direct manner (Ahorsu et al, 2020 ) – through two independent data collection efforts. The consistent support for our hypotheses indicates that both measures help explain variation in employees' suffering from insomnia.…”

“…To assess the extent to which employees are fearful about COVID-19, we adapted a 13-item measure of fear of terror (De Clercq, Haq, & Azeem, 2020b; Haq, De Clercq, & Azeem, 2019 ) to the context of the coronavirus. The items were preceded with a statement that asked participants to reflect on how they have been feeling about the pandemic since its outbreak.…”

“…Third, research on the impact of COVID-19 on employees is just beginning, highlighting the need for careful assessments of how employees actually are suffering due to the pandemic. We thus test out two measures of fear of COVID-19, namely, an adapted version of an established fear of terror scale that has been used in previous organizational research (Haq, De Clercq, & Azeem, 2019 ), and another scale introduced recently in non-business research into mental health (Ahorsu et al, 2020 ). The first scale, as originally applied in the context of terrorism, gauges people's ‘frequent ruminations about future terrorist attacks, the sense that nothing can be done to avoid such attacks, the belief that terrorism will only get worse as time passes, or a feeling of a general lack of control in protecting oneself and loved ones from violence’ (Haq, De Clercq, & Azeem, 2019 : 469).…”

“…The constitutive hypotheses – mediation by economic and psychological hardships and moderation by mindfulness – are tested in a two-study design. Study 1 investigates the mediating role of economic concerns in the relationship between fear of COVID-19 and insomnia, using the aforementioned, adapted fear of terror scale (Haq, De Clercq, & Azeem, 2019 ). Study 2 addresses the mediating role of psychological distress and the moderating role of mindfulness in this process, based on the scale developed for the specific case of COVID-19 (Ahorsu et al, 2020 ).…”

Leader-Member Exchange Paradigm in RSUD Dr. Saiful Anwar Malang

“…According to Haq, De Clercq, and Azeem (2019) and Abugre (2017), leaders as individuals who have a high capacity for moral achievement are then combined with the tendency to consistency in accordance with individual morals; in this case, communication is a strategic factor in collaboration. Further, Nohe and Michaelis (2016) and Verbeke, Bagozzi, and Belschak,(2016) state that leadership is an individual contribution to the…”