Employees' reactions to problematic events: a circumplex structure of five categories of responses, and the role of job satisfaction

Hagedoorn, Mariët; Yperen, Nico W. Van; Vliert, Evert Van de; Buunk, Bram P.

doi:10.1002/(sici)1099-1379(199905)20:3<309::aid-job895>3.0.co;2-p

Cited by 150 publications

(228 citation statements)

References 23 publications

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“…Each of the four possible responses was represented by three items adapted from Hagedoorn, Van Yperen, Van de Vliert, and Buunk (1999). Prohibitive voice was assessed with the following three items: "I would address the problem even if speaking up entailed disadvantages," "I would discuss the problem with someone who is able to alter the situation," and "I would work with the people who are in charge of the problem to try to find a solution."…”

Section: Methodsmentioning

confidence: 99%

Authenticity, employee silence, prohibitive voice, and the moderating effect of organizational identification

Knoll

Dick

2013

The Journal of Positive Psychology

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Use policyThe full-text may be used and/or reproduced, and given to third parties in any format or medium, without prior permission or charge, for personal research or study, educational, or not-for-pro t purposes provided that:• a full bibliographic reference is made to the original source • a link is made to the metadata record in DRO • the full-text is not changed in any way The full-text must not be sold in any format or medium without the formal permission of the copyright holders.Please consult the full DRO policy for further details. Authenticity is an important concept in positive psychology and has been shown to be related to well-being, health, and leadership effectiveness. The present paper introduces employee authenticity as a predictor of relevant workplace behaviors, namely, employee silence and prohibitive voice. Converging evidence across two studies using cross-sectional and longitudinal designs demonstrates that when responding to hypothetical problematic workplace events (Study 1) or actual workplace experiences (Study 2), individual differences in employees' authenticity predicted more self-reported voice behaviors and less silence that emanated from various motivations. Furthermore, authenticity scores consistently yielded predictive utility over and above the contribution of a broad set of individual and organization-based characteristics. Finally, organizational identification moderated the relation between authenticity and silence, such that for employees with high levels of identification, the relation between authenticity and silence was stronger.Keywords: authenticity, character strengths, employee silence, organizational identification, positive organizational behavior, positive organizational scholarship, voice Authenticity, employee silence, and prohibitive voice 2 Authenticity, employee silence, prohibitive voice, and the moderating effect of organizational identification Authenticity, one of the key concepts in positive psychology research (Seligman & Csikszentmihalyi, 2000, p. 12), "involves owning one's personal experiences, be they thoughts, emotions, needs, wants, preferences, or beliefs" and "expressing oneself in ways that are consistent with inner thoughts and feelings" (Harter, 2002, p.382). Although practitioners and researchers agree that authenticity is important for psychological well-being (e.g., Rogers, 1961;Schlegel & Hicks, 2011), they question the appropriateness of authenticity at work. Studies have revealed that employees are often required to act in specific ways (e.g., Grandey, 2003;Hewlin, 2009;Hochschild, 1983) and that adjusting to others' expectations might be advantageous with regard to supervisor evaluations (Blickle et al., 2011 We think that the potential benefits of authenticity may lie dormant because in some situations, employees who are true to themselves could be beneficial for organizations. One such situation is when employees face problematic situations at work (e.g., transgressions, ineffectiveness). If employees engage in prohibitive voice ...

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Section: Methodsmentioning

confidence: 99%

Authenticity, employee silence, prohibitive voice, and the moderating effect of organizational identification

Knoll

Dick

2013

The Journal of Positive Psychology

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“…Exit behaviour (turnover intentions) was measured using the exit scale in the EVLN instrument modified by Hagedoorn et al [44], e.g. "considering the possibility of changing jobs".…”

Section: Work Conditionsmentioning

confidence: 99%

Early and Late Return to Work After Sick Leave: Predictors in a Cohort of Sick-Listed Individuals with Common Mental Disorders

et al. 2015

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Objectives: The study aims to identify individual and workplace factors associated with early return to work [RTW] -defined as within 3 months -and factors associated with later RTW -between 3 and 12 months after being sick-listed -in a cohort of newly sick-listed individuals with common mental disorders.Methods: In a prospective cohort study, a cross-sectional analysis was performed on baseline measures of patients granted sick leave due to common mental disorders. A total of 533 newly sicklisted individuals fulfilled the inclusion criteria and agreed to participate. A baseline questionnaire was sent by post within three weeks of their first day of certified medical sickness; 354 (66%) responded. Those who were unemployed were excluded, resulting in a study population of 319 individuals. Sick leave was recorded for each individual from the Social Insurance Office during one year. Analyses were made with multiple Cox regression analyses.Results: Early RTW was associated with lower education, better work ability at baseline, positive expectations of treatment and low perceived interactional justice with the supervisor. RTW after three months was associated with a need to reduce demands at work, and turnover intentions.Conclusions: Early RTW among sick-listed individuals with common mental disorders seems to be associated with the individual's need to secure her/his employment situation, whereas later RTW is associated with variables reflecting dissatisfaction with work conditions. No health measures were associated with RTW. The study highlights the importance of considering not only health and functioning, but also workplace conditions and relations at the workplace in implementing RTW interventions.

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“…To address this concern, we draw on response strategy literature in which response strategies refer to the unique sets of responses that one party in a relationship uses to deal with adverse situations (Hagedoorn et al, 1999;Ping, 1993;Tjemkes and Furrer, 2010). Extant response strategy literature has focused on the effect of relationship-level exchange variables (i.e., distinct types of adversity), such as partners' satisfaction and exit barriers, on preferences for response strategies (Geyskens and Steenkamp, 2000;Hibbard et al, 2001;Ping, 1993;Tjemkes and Furrer, 2010;Zhou and George, 2001).…”

Section: Introductionmentioning

confidence: 99%

Response strategies in an international strategic alliance experimental context: Cross-country differences

Tjemkes¹,

Furrer

Adolfs³

et al. 2012

Journal of International Management

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International strategic alliances have grown increasingly popular in recent decades, yet their failure rate is extremely high. Poor management of adverse situations contributes significantly to such high failure rates. Moreover, the international environments in which international strategic alliances operate exacerbate the adverse situations and make their management more critical.However, extant research does not specify how people from different national cultures respond to these adverse situations. In order to better understand cross-national differences, this study investigates future managers' preferences for specific response strategies in an international strategic alliance experimental context. Using a scenario-based experiment with 1,379 business students in five countries-Japan, the Netherlands, Switzerland, Turkey, and the United Kingdom-the authors assess whether preferences for seven response strategies-exit, opportunism, aggressive voice, creative voice, considerate voice, patience, and neglect-vary across countries. The results indicate that national culture, both directly and interactively through relationship-level exchange variables that characterize the adversity of the situation, influences response strategy preference. This study advances literature on response strategies by explaining that when faced with the same adverse situation, future managers from different countries likely prefer different response strategies, depending on which response strategies they believe are most adequate in their cultural environment.

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Employees' reactions to problematic events: a circumplex structure of five categories of responses, and the role of job satisfaction

Cited by 150 publications

References 23 publications

Authenticity, employee silence, prohibitive voice, and the moderating effect of organizational identification

Authenticity, employee silence, prohibitive voice, and the moderating effect of organizational identification

Early and Late Return to Work After Sick Leave: Predictors in a Cohort of Sick-Listed Individuals with Common Mental Disorders

Response strategies in an international strategic alliance experimental context: Cross-country differences

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