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The Authentic Worker's Well-Being and Performance: The Relationship Between Authenticity at Work, Well-Being, and Work Outcomes
The Journal of Psychology
Abstract
ABSTRACT Previous research on authenticity has mainly focused on trait conceptualizations of authenticity (e.g., Wood et al., 2008), whereas in specific environments (e.g., at work) state conceptualizations of authenticity (cf. Van den Bosch & Taris, 2013) are at least as relevant. For example, working conditions are subject to change, and this could well have consequences for employees' perceived level of authenticity at work. The current study employs a work-specific, state-like conceptualization of authenticity to investigate the relations between authenticity at work, well-being, and work outcomes. A series of ten separate hierarchical regression analyses using data from 685 participants indicated that after controlling for selected work characteristics and demographic variables, authenticity at work accounted for on average 11% of the variance of various wellbeing and work outcomes. Of the three subscales of authenticity at work (i.e., authentic living, self-alienation, and accepting influence), self-alienation was the strongest predictor of outcomes, followed by authentic living and accepting external influence, respectively. These findings are discussed in the light of their practical and theoretical implications.
... Authenticity, or the degree one acts in agreement with their true self (Van den Bosch & Taris, 2014), has gained recent attention from both psychologists and the popular press. Of interest are the effects of employees' authentic expression at work, with evidence suggesting wide-spanning benefits when employees behave authentically within their daily experiences (Van den Bosch & Taris, 2014). For employees facing identity-based marginalization, authentic expression may be particularly important (Wessel et al., 2020), as identity concealment has been associated with both increased negative and diminished positive affect (Mohr et al., 2019). ...
... Furthermore, organizations may see benefits from employee authenticity via increased retention, as those presenting authentically are more satisfied and express lower turnover intentions (Roberts, 2005). Such benefits can be understood within the context of self-verification theory (Swann, 1987), which puts forth the basic psychological need to be viewed by others in accordance with one's sense of self; accordingly, acting authentically should produce psychological and behavioural benefits via need fulfilment. For those with invisible stigmatized identities, disclosure is one mechanism through which one can self-verify and behave authentically (Ragins, 2008). ...
... All three models included a residual correlation between the same two items to improve model fit. Given results, prior theory (e.g.Van den Bosch & Taris, 2014), and following Fletcher and Everly ...
Although workplace authenticity has gained interest by researchers and the popular press, the construct's conceptualization as enacting only positive effects as informed by self‐verification theory may not represent the experiences of workers of marginalized identities. Acknowledging that individuals deciding to disclose a stigmatized identity at work face potential prejudice, we investigated whether the benefits of authentic expression on employees' organizational commitment and job involvement depend on psychological safety. Via a time‐lagged survey of sexual‐minority employees, we found evidence for a model explicating the conditional indirect effects of identity disclosure and authenticity on outcomes, as moderated by perceived workgroup psychological safety. Such findings theoretically challenge the literature's present assumption of authenticity's uniform benefits via exploration of important contextual boundary conditions. Practically, this research underscores the need for psychologically safe work environments, encouraging employers to maximize psychological safety where possible to see the full benefit of employees' workplace authenticity.
... The association between AAW and OSA has not yet been investigated. However, according to prior research, AAW was found to be positively related to well-being (Ariza-Monte et al., 2019;Ménard & Brunet, 2011;Sutton, 2020;van den Bosch & Taris, 2014a;Wessel et al., 2020), job and life satisfaction (Biermeier-Hanson et al., 2020;Fletcher & Everly, 2021;Wayne et al., 2019), meaning in work (Kuntz & Abbott, 2017;Ménard & Brunet, 2011), and self-determined motivation (Ma et al., 2020;. ...
... Following Dunn and McCray (2020), bifactor models should not be seen as opposing latent structures but rather allow researchers to investigate causal models more thoroughly. Thus, looking more closely at the item loadings of the bifactor models of AAW and OSA, it became evident that all subdomains have associated items with meaningful item loadings (Tabachnick & Fidell, 2007). This demonstrated that, after taking the common variance of the general factors into account, each subdomain remains a unique contributor to the general concept (Chen et al., 2012). ...
... Our results support an association between AAW and OSA. With this, we contribute to a more general understanding of authenticity being closely related to psychological well-being (Ariza-Monte et al., 2019;Ménard & Brunet, 2011;Sutton, 2020;van den Bosch & Taris, 2014a;Wessel et al., 2020). The positive relations between AAW and OSA in studies 1 and 2 suggest that being authentic at work is closely related to employees' experience of OSA. ...
Authenticity at work (AAW) is an important work-related state. Little is known about how other work-related resources can promote AAW and the link between AAW and organizational self-actualization (OSA). In three studies, we drew on conservation of resource theory to determine whether AAW serves as a mediator between three distinct work-related resources (i.e., social support at work, job autonomy, authentic leadership) and OSA. Studies 1 and 2 used a cross-sectional design (Ns = 209; 597), and study 3 used a two-wave longitudinal design (N = 143) to evaluate data from employees. While studies 1 and 2 supported a positive, indirect relation between job autonomy, social support at work, and OSA via AAW, study 3 and additional post hoc findings challenged these results. Alternatively, a reciprocal, cross-lagged effect of OSA on AAW is plausible. Lagged effects from work-related resources to AAW or OSA were not supported in study 3. Authentic leadership (AL) was not related to OSA via AAW. Instead, post hoc analysis suggested two serially mediated links between AL and OSA. All three studies confirmed the proposed factor structures of AAW and OSA. The findings extend both our knowledge regarding the concepts of AAW and OSA and the promotion of AAW and its relation to OSA. We discuss the dynamics of work-related resources, AAW, and OSA and conclude with implications for future research, organizations, leaders, and employees.
... In particular, as the authenticity of the relationship increases, the wellbeing can improve, the feelings of professional efficiency can increase, and burnout can decrease. This finding, as well as the finding of the effect of relational authenticity on burnout and well-being, is consistent with the positive effect of authenticity on well-being found by other researchers (Kuntz & Abbott, 2017) and several studies that express the relationship of staff authenticity in the workplace with burnout as an integral aspect of employee well-being, linking low levels of authenticity with higher levels of burnout (van den Bosch & Taris, 2014;van den Bosch & Taris, 2018). Researchers have linked employee inauthenticity to burnout and alienation from themselves (Yagil & Medler-Liraz, 2014;Kim et al., 2023). ...
... In particular, as the authenticity of the relationship increases, the wellbeing can improve, the feelings of professional efficiency can increase, and burnout can decrease. This finding, as well as the finding of the effect of relational authenticity on burnout and well-being, is consistent with the positive effect of authenticity on well-being found by other researchers (Kuntz & Abbott, 2017) and several studies that express the relationship of staff authenticity in the workplace with burnout as an integral aspect of employee well-being, linking low levels of authenticity with higher levels of burnout (van den Bosch & Taris, 2014;van den Bosch & Taris, 2018). Researchers have linked employee inauthenticity to burnout and alienation from themselves (Yagil & Medler-Liraz, 2014;Kim et al., 2023). ...
To be authentic is to be oneself, needs, true and original, to be aware of one's identity, to act in accordance with values, needs and desires, which naturally contributes to quality of life. Well-being is a universal life goal and one of the most important strategic priorities and human resource trends in organizations today. A large part of people's lives is spent at work, which today is characterized by uncertainty, competitiveness, and stress, so it is in the interest of organizations to contribute authentic expressions in their employees, making them feel better and thus more productive, while attracting new talents who value authenticity at work as a psychological benefit. The aim of the research is to explore personnel’ authenticity in the workplace in relation to burnout and well-being and to develop proposals to human resource managers and managers for enhancing personnel’ authenticity and well-being and reducing burnout. Three research questions: Are there correlations between personnel' authenticity in the workplace, burnout, and well-being; Are there differences in variables between age groups, by organization size, between seniority groups and different types of work models; Does authenticity in the workplace affect burnout and well-being. The following methods were used: Relational Authenticity Questionnaire; Maslach Burnout Inventory – General Survey; Index of Psychological Well-Being at Work; two open questions created by the authors of the study and socio-demographic survey. Based on the results, it was found that there are correlations between variables, namely, a positive relationship between relational authenticity and well-being and a negative – between both exhaustion and cynicism burnout subscales. There are differences in variables between age groups, seniority groups and different types of work models, and the impact of authenticity on both burnout and well-being was found. Results help to draw the attention of employers to promotion of authenticity as a tool for enhancing well-being and preventing burnout, proposals can be used for aforementioned purposes in organizations.
... Therefore, we conceptualize the opportunity for authenticity as the second dimension of inclusion. As for belongingness, numerous empirical studies have shown the benefits of authenticity for employees; for example, some studies have found that self-assessed authentic behavior at work is positively related to work engagement, job satisfaction, and performance (van den Bosch & Taris, 2014a, 2014b, 2018 but negatively related to burnout and turnover intention (van den Bosch & Taris, 2014b, 2018. Furthermore, Jansen et al. (2014) showed positive associations between the opportunity for authenticity and job satisfaction, trust, and individual and group creativity. ...
... Therefore, we conceptualize the opportunity for authenticity as the second dimension of inclusion. As for belongingness, numerous empirical studies have shown the benefits of authenticity for employees; for example, some studies have found that self-assessed authentic behavior at work is positively related to work engagement, job satisfaction, and performance (van den Bosch & Taris, 2014a, 2014b, 2018 but negatively related to burnout and turnover intention (van den Bosch & Taris, 2014b, 2018. Furthermore, Jansen et al. (2014) showed positive associations between the opportunity for authenticity and job satisfaction, trust, and individual and group creativity. ...
... Authenticity has been connected to optimal human functioning and has been shown to promote both intrapersonal and interpersonal wellbeing [14][15][16][17][18]. Researchers have also proven the appropriateness of authenticity at work both for leaders and employees. For example, employee authenticity is associated with positive work attitudes and behaviors, such as work engagement, job satisfaction, performance, and voice behavior across many cultures, which further promotes organizational effectiveness [19][20][21][22]. ...
... One's authenticity can be affected by the external environment. Following this line, Van den Bosch and Taris [21] introduced this model into the workplace, targeted employees, and developed a state-like measure of authenticity in the work context. When the environment is trustworthy, the proportion between inner deposition and external performance would be improved, i.e., people will be prone to experience a higher level of authenticity than in an environment that is untrustworthy. ...
Voice behavior is important for innovation, mistake prevention and organizational performance. Because organizational trust increases employees’ possibility of disclosing their real inner ideas, we examined the relationships between organizational trust and voice behavior, focusing especially on the avenue of impelling people to feel a higher level of authenticity. We used multiple methods to analyze the relationship. First, we used two separate surveys (Studies 1a and 1b) with different questionnaires and populations to analyze the mediation relationship and generalize the results. Then, to test the causal path, an experiment (Study 2a) in which organizational trust was manipulated was designed. The results showed that employees’ authenticity mediated the relation between organizational trust and voice behavior. To further test the causal effect of authenticity in the above mediation, authenticity was manipulated in another experiment (Study 2b). The results illustrated that higher levels of authenticity directly led to higher levels of voice behavior. These results support the hypothesis and expound on the psychological mechanism of how organizational trust increases voice behavior. The theoretical and practical implications of these findings are discussed.
... Individuals with a low sense of well-being, on the other hand, will lack job focus, resulting in poor work performance. It has been demonstrated that there is a favourable correlation between employee well-being and organisational performance (Taris and Schreurs, 2009;Van den Bosch and Taris, 2014). Van den Bosch and Taris (2014) suggested that a higher degree of wellbeing among employees results in an increase in individual performance, which in turn results in improved organisational performance. ...
... It has been demonstrated that there is a favourable correlation between employee well-being and organisational performance (Taris and Schreurs, 2009;Van den Bosch and Taris, 2014). Van den Bosch and Taris (2014) suggested that a higher degree of wellbeing among employees results in an increase in individual performance, which in turn results in improved organisational performance. Poor employee well-being can reveal negative attitudes and behaviours, such as decreased work performance, non-appearance, extended sick leave, and disloyalty to the organisation (Lin et al., 2014). ...
The study examines the effect of human resource practices (HRPs), including ability, motivation, and opportunity practices, on employee well-being (EWB) in the Malaysian environment during the COVID-19 pandemic. This research surveyed 154 service sector employees at Klang Valley, Malaysia. The data were analysed using structural equation modelling. Based on the ability, motivation and opportunity (AMO) theory, the results indicate that motivation and opportunity practices have a significant positive effect on EWB, whereas ability enhancing practices have an insignificant effect. Human resource policies and practices must foster a conducive yet contented work environment, and leaders must provide opportunities and motivation for employees to participate actively in the workplace. By doing so, the organisation’s value of human resources can be significantly increased, and the organisation’s goals can be achieved while employees’ overall well-being is enhanced, resulting in a win-win situation. This study uncovers the important roles of AMO practices that can effectively increase EWB.
... Recent scholarly works suggest that authenticity also provides benefits to employees and their organizations (e.g., Emmerich, Knoll, & Rigotti, 2020;Oc, Daniels, Diefendorff, Bashshur, & Greguras, 2020). For instance, van Den Bosch and Taris (2014) found that authenticity at work -which they conceptualize as knowing oneself and behaving true to oneself at work -positively affects an individual's well-being and work engagement. Similarly, findings suggest that individuals who authentically express their personalities at work are more satisfied with their employee role (Sheldon, Ryan, Rawsthorne, & Ilardi, 1997). ...
... Additionally, psychological authenticity may influence OCBs indirectly through OID. When members identify with a group, they personally experience the success and losses of the group (Foote, 1951;Mael & Ashforth, 1992;Tolman, 1943) and assimilate organizational goals as their own (Simon, 1947). OID is often valued by organizations as it has been linked to individuals engaging in attitudes and behaviors such as supporting organizational objectives, taking pride in their tenure, lower intentions to leave, and higher in-role and extra-role performance (Lee, 1971;Riketta, 2005). ...
We propose and test the construct of psychological authenticity climate, which we define as a psychological climate where employees perceive that their organization encourages and provides a safe environment for them to express their personal identities at work. Through a 4-study design spanning two countries (United States and Brazil), we establish relationships between psychological authenticity climate and organizationally relevant employee outcomes. In Study 1 and Study 2 we assess the measurement validity of our proposed measure. In Studies 3a and 3b (n = 282; n = 188), we assess the predictive validity of our construct and test our hypothesized model across two time points. Results indicate overall support for our model, with psychological authenticity climate affecting key outcomes like organizational citizenship behaviors (OCBs), job satisfaction, and job burnout through organizational identification (OID).
... Authenticity refers to the "alignment between a person's internal sense of self and outward behavior" (Cha et al., 2019, p. 634). Generally, employees who feel more authentic at work tend to feel less stress, negative affect (van den Bosch & Taris, 2014a), and burnout (van den Bosch & Taris, 2014b). In the case of introverts, acting counterdispositionally extraverted for an extended period can decrease feelings of authenticity and increase negative affect and tiredness (Jacques-Hamilton et al., 2019). ...
This paper drew on the stereotype content model (SCM) to clarify cultural stereotypes about introverted and extraverted people at work to increase our understanding of the stereotype-driven process that may lead to negative responses to introversion and subsequent detriment to employee health and well-being. The hypothesis that introverted workers would be rated as lower in warmth and competence than extraverted workers was examined across three studies. Study 1 used qualitative content analyses to assess open responses that freely described introverted and extraverted colleagues. Study 2 tested the hypothesis quantitatively using established measures of warmth and competence. Finally, Study 3 tested if one’s self-identified personality impacted perceptions of warmth and competence. Across all studies, introverted employees were endorsed as being lower in warmth and competence than extraverted employees. In Study 3, warmth and competence stereotypes held regardless of one’s identification as introverted or extraverted. Finally, social interaction requirements of the job moderated perceptions of competence in Study 1, but not in Study 2 or 3. The present findings extend the SCM to new groups and provide empirical evidence to support a key driver in negative responses to introversion in the workplace. The results also suggest that job demands and personality identity salience are important considerations, and a need for organizations to engage in best practices to reduce the negative impact of these stereotypes on employees’ health and well-being.
... Employees who balance eldercare responsibilities often endure significant physiological and psychological strain, manifesting as fatigue, depression, exhaustion, and burnout (Creary & Gordon, 2016;Schaufeli & Bakker, 2004). Empirical evidence indicates a significant positive correlation between employee well-being and extra role performance (Devonish, 2013;van den Bosch & Taris, 2014). In contrast, exhaustion is negatively associated with cognitive and physical capabilities, resulting in diminished work performance (Deligkaris, Panagopoulou, Montgomery, & Masoura, 2014;Kleinsorge, Diestel, Scheil, & Niven, 2014) and Organizational Citizenship Behavior-Individual (OCBI) (Golparvar & Hosseinzadeh, 2011;Golparvar, Kamkar, & Javadian, 2012). ...
This study examines the detrimental effects of employees' eldercare burden on organizational citizenship behavior (OCB), mediated by mental exhaustion. This study discovered that employee personal resources of religiousness significantly moderate and mitigate the impact of eldercare burden on mental exhaustion. A longitudinal study employing a three-wave, multisource design, collected data from 373 employees across education, banking and healthcare sectors in Pakistan. The study's findings indicate a significant negative relationship between employee eldercare burden and OCB. Mediation analysis revealed that employee eldercare burden negatively impacts work outcomes via mental exhaustion. Employee religious beliefs mitigate the adverse effects of eldercare burden on mental exhaustion, demonstrating a weakened relationship among highly religious caregivers. The study identified a moderated mediation model, where religiousness influences the indirect relationship between eldercare burden and work outcomes via mental exhaustion. The research expands on previous studies by examining the specific factors that contribute to the negative impact of eldercare burden on workplace performance, with findings indicating that mental exhaustion are primary mediators of this relationship. This dysfunctional effect of eldercare burden in turn, buffers due to religiousness, acting as shield against the spillover of workplace stress due to mental exhaustion and it promotes behaviors which ultimately promote employee’s performance. The findings of this study are intended to inspire organizational transformation, encouraging proactive strategies that address the eldercare burden, promote religious harmony, and enhance performance outcomes, ultimately contributing to the well-being of employees and the success of the organization.
... Authenticity and well-being at work Authenticity and well-being are closely linked (Sutton, 2020). There is consistent evidence of a positive relationship between experienced (self-rated) authenticitybeing truly oneself and staying close to one's inner self, and well-being (van Den Bosch and Taris, 2014;Wood et al., 2008), but the effects that being authentic have on others remains somewhat overlooked (Emmerich et al., 2020). Some studies have found that subordinates who perceive the words and actions of their supervisors as authentic are more likely to trust them and develop close relationships with them and be more engaged in their work (Hsieh and Wang, 2015). ...
Purpose
Taking the subordinates’ perspective, this paper aims to explore the supervisor-subordinate relationships and how daily interactions, personal ties and connections with the supervisors contribute more significantly, positively or negatively, to the subordinates’ well-being.
Design/methodology/approach
This exploratory study is based on the thematic analysis of data collected from two rounds of in-depth semi-structured interviews with 21 participants in a Portuguese utility company.
Findings
The subordinates’ perceptions of the nature and quality of their relationships with supervisors were found to have considerable effects on well-being. Positive effects were identified when subordinates feel emotionally supported and believe that supervisors truly care about them and are genuinely willing to listen to their concerns, but the most significant effects on the subordinates’ well-being are produced when the perceived authenticity of the supervisor allows the relationship to evolve into a state of relational closeness, and the subordinates connect with the person-as-real, the human being behind the mask who is playing the supervisory role. These findings reflect features of the cultural setting where the study was conducted.
Originality/value
The study provides evidence to support the argument that a better understanding of supervisor-subordinate relationships and their effects on well-being requires an integrated approach that considers the valuable contributions of different literatures and theoretical frameworks and the multiple dimensions of that relationship, including personal and non-work dimensions. This approach is particularly relevant in cultural contexts where these dimensions might play a critical role in work relations.
... This means that they should openly discuss their beliefs and worries with senior stakeholders and participants and engage in authentic actions (Helmuth et al., 2023), especially given the benefits associated with displays of authenticity at work (e.g. Sutton, 2020;Van den Bosch & Taris, 2014). Change managers that transparently raise concerns can proactively work through needed adjustments earlier rather than later in the change process, potentially saving headaches and costs down the line. ...
Artificial intelligence (AI) models are increasingly adopted as tools to enhance change management processes. Although many change managers are excited about AI's potential, others worry that their contributions may become obsolete. We explore the tension between job augmentation and automation and how it affects change management professionals. We argue that change managers need to approach their profession as a context-sensitive craft. We highlight elements that are likely to become increasingly central for change managers’ success: (a) high-level skills—relational mastery and systems thinking—and (b) the continued development of specific attitudes—authentic dedication and communal co-presence. In contrast, other tasks that change managers were previously engaged with (e.g., routine communication, reporting) will play a smaller role in the future. We advocate for approaching change work as an AI-augmented craft and call for a critical reflection of the skills and attitudes necessary to effectively diagnose, envision, and mobilize change in the age of AI.
... Authenticity, or our sense of being true to ourselves, contributes to psychological outcomes of great importance in the workplace and life more generally, such as well-being and engagement [1][2][3]. This feeling of authenticity is reliant on having a coherent sense of self, which we maintain by recalling and reinterpreting our autobiographical memories (AM) [4][5][6]. ...
Authenticity is positively associated with important psychological outcomes in the workplace, such as well-being and engagement, and is reliant on having a coherent sense of self. This coherent self is maintained by recalling autobiographical memories (AM). But the specific relationships between authenticity and memory functions are unclear. This study aims to first, identify differences in memory function and content in the recall of authentic and inauthentic moments and second, address how these AM functions are related to authenticity, engagement and well-being. Participants completed measures of authenticity, engagement and well-being before and after a memory recall task. For the recall task, they were randomly assigned to recall either an authentic, inauthentic, or control memory. Recall narratives were coded for memory functions (self-identity, social, directive) and for physical/social context features. Authentic moments, inauthentic moments and controls differed in terms of social and physical contexts. Authentic moments were most likely to involve being alone while inauthentic moments were most likely to happen at work. Authentic or inauthentic moments were both more likely than controls to involve work colleagues, with inauthentic moments also involving more distant acquaintances such as bosses or customers. In addition, recalling a memory, no matter what type, increased engagement and authentic self-awareness. While there was no difference between authentic or inauthentic moments in influencing these outcomes, individuals’ pre-recall levels of engagement and authenticity influenced the memory functions used. This taxonomy of (in)authentic moment recall can guide future research in authenticity and memory function. In addition, these findings begin to address the interactive role that authenticity plays in memory recall and its influence on other psychological outcomes.
... Authenticity also meets the requirements for potential expansion of PsyCap outlined by Luthans et al. (2015) by showing relationships with work performance (Song et al., 2021;van den Bosch & Taris, 2014b) and other work outcomes, such as engagement (Sutton, 2020), organisational citizenship behaviours, turnover intention and job satisfaction (Song et al., 2021). ...
Authenticity was proposed as a potential addition to the Psychological Capital construct several years ago, but the PsyCap model has not yet been expanded. We review the theoretical and empirical support for the inclusion of authenticity and test this proposal in two studies. Study 1 examines the structural model of A-HERO (Authenticity, Hope, Efficacy, Resilience, Optimism) as an extended representation of the PsyCap construct. Study 2 tests the extent to which A-HERO may explain well-being. CFA demonstrates that the addition of authenticity provides slight improvement in overall PsyCap model fit. Hierarchical regression shows that the addition of authenticity to the PsyCap model improves the explanation of well-being, with beta values of comparable size to optimism and greater than efficacy. We therefore recommend that authenticity be included in PsyCap to provide a more holistic understanding of personal resources and to enable the further identification of interactions and potential synergies amongst A-HERO components.
... R. Johnson, Pagano, Lee & Post, 2018). Eğitimde yaşanan yabancılaşmanın öğrencilerin kariyer seçimleri ve genel iyi oluş halleri üzerinde uzun vadeli etkileri olabilir (Van den Bosch & Taris, 2014). Bireyin yaşayabileceği tüm bu olumsuz durumlar sonucu eğitimde yabancılaşma, azalan üretkenlik, artan suç oranları ve ekonomik eşitsizlik gibi toplumsal sorunların oluşmasında da rol oynayabilir (Mann, 2005). ...
Eğitime yabancılaşma, öğrenme süreci yahut müfredat veya okul gibi yapılardan kopmuş hissetme durumunu ifade eder. Bu çalışmanın amacı, öğretmen adaylarının anlatıları perspektifinden COVID-19 pandemisi sırasında yaşanan acil uzaktan öğrenme deneyimini betimlemeye çalışmak ve gerek bu süreçte gerekse bu sürecin adından okullaşmaya karşı yaşanan yabancılaşma hissi çerçevesinden yorumlamaktır. 190 öğrenci katılımıyla gerçekleştirilen çalışmada; öğretmen adayları acil uzaktan eğitim sürecine dair anlatılarında olumlu hislere yer vermiş olsalar da, yoğun olarak olumsuz hisler aktarmıştır. Yabancılaşma puanı yüksek öğrencilerin uzaktan eğitim sürecinde derslere devam etmediği anlaşılmıştır. Acil uzaktan öğretim sürecinin yabancılaşmış öğrenciler için eğitimden bir kopuş teşkil ettiği, yüz yüze eğitime dönüşün bu kopuş halinin ortadan kaldırılması için önemli bir fırsat sunmasına rağmen, öğrenci yurdundaki olumsuz koşullar ve aktif öğrenme yöntemlerinin uygulamaya konmasındansa derslerin PowerPoint slaytları üzerinden okunarak işlenmesi gibi durumların olumsuz tabloya katkıda bulunduğu görülmüştür.
... It should be noted that many of the subthemes found corresponded with well-known workplace preconditions for optimal wellbeing and sustainable employment in the general working population, e.g. autonomy [31], authenticity [32], use of talents, skills, and interests [33], job coaching [34] and jobcrafting [35]. A recent systematic review showed that the workplace psychosocial safety climate directly affects health, well-being, safety, and performance of workers [36]. ...
Purpose
The aim of the study was to gain more insight into barriers to and facilitators for finding and keeping competitive employment for autistic adults. Research questions were: (1) What barriers and facilitators do autistic adults report in finding and keeping competitive employment?; and (2) What are differences and similarities between autistic adults with and without paid employment regarding barriers and facilitators for sustainable employment?
Methods
Eight focus groups were conducted (N = 64 autistic adults). Four groups included only participants without paid employment (N = 24), and four groups consisted exclusively of participants with current paid employment (including part-time, N = 40). All discussions were audiotaped and transcribed verbatim to enable inductive thematic content analysis. Data were analyzed using ATLAS.ti 9.
Results
Ten themes and thirty-four subthemes were found. Many were interconnected. Themes facilitating sustainable employment included a positive workplace atmosphere, a supportive supervisor, being able to do work that aligns with interests and talents, favorable physical working conditions, coaching, higher self-insight, higher self-esteem, and proactivity. Most themes and subthemes emerged from both groups. Differences between the groups were that those with paid employment seemed to have experienced more friendly workplaces and supervisors, had received better coaching in finding and keeping employment, had higher self-insight and higher self-esteem, were more assertive and proactive.
Conclusions
As many (sub-)themes were interrelated, the results suggest that to improve work participation, particularly two key areas are promising: (1) to realize more friendly, well-being oriented and inclusive workplaces, and (2) to increase autistic adults’ self-insight into personal needs for positive wellbeing and self-knowledge regarding talents, wishes and well-being boundaries.
... In the present study, the PF of the employees was anticipated to result in a high level of WE (van den Bosch and Taris, 2014a;James, 2021). Arguably, results confirmed that once teachers perceive a match between their personal and institution's values; they are more likely to be engrossed in JC (Baker, 2020) which further enhances their WE. ...
Despite a variety of theoretical and empirical studies on work engagement (WE), few have explored the role of individual-level factors. Underpinned by person-environment fit (PEF) and self-determination theory (SDT), the present study aims to pinpoint the fundamental process driving the relationship between WE and perceived fit (PF).
Using the survey method, data were collected from 263 college teachers. Confirmatory factor analysis and structural equation modeling were applied to test the serial mediation paradigm.
The results of the study accentuate crafting as an important mediator between PF and WE. The current study does not support the mediating role of authentic living between PF and WE. Both authentic living and job crafting (JC) mediate the PF and WE relationship. Employees’ sense of congruence promotes living authentically and JC resulting in WE.
The WE of employees is harnessed if they get an opportunity to practice authenticity. Authentic employees feel compelled to bring change in the job so that it is in alignment with their core values, thus resulting in WE. The organizations that create a culture in which the administrators allow the practicing of individual-factors namely authentic living and JC successfully foster WE.
The variables presented in the serial mediation model explain the underlying mechanisms between PF and WE. This is among the very few studies that explore the individual-level factors that boost individual levels of WE among employees. Therefore, it adds to the literature on WE.
... When individual and sociocultural expectations do not align, autistic people may feel it necessary to behave in ways that violate their beliefs. Authenticity in our everyday actions is important for wellbeing at work, home and on social media (Bailey et al., 2020;Sutton, 2020;van den Bosch & Taris, 2014), and valuesconsistent behaviour is related to quality of life in individuals with generalised anxiety disorder (Michelson et al., 2011). With conflicts between sociocultural and individual values comes a power dynamic that must be navigated to achieve personal wellbeing (Deneulin & McGregor, 2010). ...
Mental health difficulties are prevalent among autistic adults. Camouflaging (behaving differently to fit in) may be a mechanism by which autistic traits and mental health difficulties relate to each other, but little research has considered the role of different facets of camouflaging. Additionally, autistic identity might buffer against camouflaging and mental health difficulties. This research aims to explore the mediating effects of camouflaging behaviours on the relationship between autistic traits and both positive and negative mental wellbeing, as well as how autistic identity might moderate the relationship between autistic traits and camouflaging, and also mental health. Data were available for 627 autistic adults, recruited through volunteer databases and social media. Participants completed measures of autistic traits, anxiety, depression, positive wellbeing, camouflaging behaviours (compensating for difficulties, masking, and assimilating/putting on an act) and autistic identity. Mediation and moderated mediation models were tested, applying 95% bootstrapped CIs (10,000 resamples) and including age, gender and diagnosis as covariates. There were no significant direct effects between autistic traits and mental wellbeing. Assimilation was a significant mediator of all mental wellbeing measures, and compensation was a significant mediator of positive wellbeing only. Autistic identity was not a significant moderator. Assimilation and compensation should be considered when offering psychological interventions to support mental wellbeing of autistic people. Additional research into external drivers of camouflaging (e.g. stigma) and mechanisms by which camouflaging impacts mental wellbeing, such as autonomy, authenticity, skill mastery and community, may identify other areas of support. Concurrently, societal change is necessary to reduce the need to camouflage.
... Authenticity is known to be a desirable state for employees, positively related to engagement and negatively related to burnout [11]. Being more authentic is associated with other favourable work outcomes too, including reduced strain [39], better job performance and satisfaction [40], and lower turnover [41]. It is not just authenticity in expressing individual aspects of the self (such as traits or values) that contributes to better work and life outcomes. ...
Background
Psychopathy in managers is often measured on global scales and associated with detrimental outcomes for subordinates, such as bullying and reduced well-being. Yet some features of psychopathy, like boldness, appear to have beneficial outcomes. Using the triarchic model of psychopathy, we differentiate between adaptive and maladaptive traits in managers and model their effects on employee engagement and burnout. In addition, we test the extent to which authenticity, known to ameliorate the effect of some negative experiences on well-being, might mediate the influence of managers’ perceived psychopathic traits on employee well-being.
Methods
In a two-wave study, full-time employees (N = 246) reported on their manager’s psychopathic traits (boldness, meanness, disinhibition), their own authenticity and, six weeks later, their engagement and burnout.
Results
In support of our hypotheses, manager boldness enhanced engagement and reduced burnout while meanness and disinhibition reduced engagement and increased burnout. Additionally, employee authenticity was a partial mediator of the effect of managerial psychopathy on engagement and burnout.
Conclusions
Perceived psychopathic traits in managers have the potential to influence whether employees feel able to be their authentic selves at work, which consequently affects their well-being. A work culture that values authenticity can directly improve well-being and help employees to deal with managerial behaviour that stems from maladaptive psychopathic traits. We also highlight the importance of discriminating between constituent psychopathic traits to identify the potentially adaptive nature of the boldness element of psychopathy.
... Specifically, social behaviours that felt authentic were associated with increased feelings of relaxation and decreased feelings of anxiety and stress; reduced feelings of cognitive exhaustion and increased capacity to focus, engage and manage day-to-day stressors; and increased feelings of interpersonal connection and rapport. These findings align with extant literature conducted with the general population, demonstrating that felt authenticity is positively associated with positive emotions (particularly contentment and relaxation; Lenton et al., 2013) and more satisfying, higher quality social relationships (Brunell et al., 2010;Le & Impett, 2013Peets & Hodges, 2018; but also negatively associated with mental exhaustion (Huppertz et al., 2020;van den Bosch & Taris, 2014. ...
In some social situations, autistic people feel pressure to modify their innate social behaviour (i.e. camouflage), while in other social situations they feel free to engage in ways that feel authentic or true to themselves. To date, the latter aspect of autistic people’s experience has rarely been explored. Using an online qualitative survey, this study examined 133 autistic people’s experiences and perspectives of socialising in ways that felt authentic to them, with a particular focus on mixed-neurotype interactions and the role of nonautistic people. Using reflexive thematic analysis, four themes were generated: (1) embracing diverse communication styles, interests and perspectives; (2) creating a more inclusive mixed-neurotype social environment together; (3) minimising and managing mixed-neurotype miscommunication in mutually beneficial ways; and (4) enjoyable interactions involving reduced anxiety and exhaustion as well as genuine connection and rapport. These findings are discussed with reference to theory and research involving the construct of authenticity both inside and outside the field of autism research. The knowledge generated in this study illuminates a previously underexplored aspect of autistic people’s experience and elucidates potential avenues through which to enhance the social experiences and well-being of this group.
Lay abstract
In some situations, autistic people feel pressure to change their social behaviour by camouflaging. In other situations, autistic people feel they don’t need to change their social behaviour. Instead, they feel they can socialise in ways that feel authentic or true to themselves. Past research has tended to focus on autistic people’s experiences of camouflaging rather than their experiences of authenticity. In this study, we asked autistic people what it is like for them when they can socialise in ways that feel authentic or true to themselves. Autistic people described authentic-feeling socialising as more free, spontaneous and open than camouflaging. In supportive environments, this kind of socialising had more positive and less negative consequences than camouflaging. Autistic people felt that having self-awareness and acceptance of their own social needs and being around autistic and nonautistic people who were accepting and understanding helped them to socialise in authentic-feeling ways. Autistic people also spoke about communication behaviours they felt nonautistic people should use to help overcome misunderstandings and create autism-friendly social environments. These findings suggest it is helpful for autistic people to have access to supportive and accepting social environments in which they feel able to socialise in ways that feel authentic to them. In creating such social environments, it is important to focus on nonautistic people’s knowledge and attitude towards autistic people and also their ability to use helpful communication behaviours.
... Kossek et al., (2012) showed that the environment has an influence on employee well-being. This relationship is described as negative in one article (Van Den Bosch & Taris, 2014), where the work environment is not positively associated with the likelihood of starting and maintaining well-being. ...
This research aims to investigate the relationships between work environment, work engagement, employee well-being, and performance at PT. DBN. The study employs a quantitative approach using a descriptive research method. The population consists of employees from PT. DBN and a sample of 145 individuals were selected for analysis. Data analysis was conducted using the Smart PLS software version 3.0, utilizing a Partial Least Squares (PLS) test, which is a variant-based Structural Equation Modeling (SEM) approach. The research findings indicate that the work environment does not significantly affect employee performance at PT. DBN. However, a positive relationship exists between the work environment and employee well-being. Furthermore, work engagement has a positive impact on employee performance, and it also influences employee well-being positively. Employee well-being, in turn, demonstrates a significant influence on employee performance. Additionally, work engagement indirectly affects employee performance through the mediating role of employee well-being, as does the work environment. These findings contribute to a better understanding of the relationships between work environment, work engagement, employee well-being, and performance. They highlight the importance of creating a conducive work environment and promoting work engagement and well-being among employees to enhance overall organizational performance.
... It is the appropriate unification of the own performance founded on tenets, canons, moralities, conscience, models, doctrines, judgments, points of view, attitudes, feelings, cravings, sentimentalities, enthusiasms, and philosophies of life in the light of his/her authentic approach which is further reflected by his/her actions (Luthans, Luthans, & Luthans, 2004). Bosch and Taris (2014) describe authenticity as the negation of bias and reflection of decent acts. Authenticity shows devotion on the part of leaders to attain organizational goals (May, Hodges, Chan, & Avolio, 2003;Gardiner, 2013). ...
This article aims to explore the lived experiences of six women leaders and their leadership practices for improving institutional performance at the university level. The article explains how authenticity in leadership attributes influences team effectiveness and institutional performance. The qualitative approach was adopted for this article. The population of the article was all university women leaders of Khyber Pakhtunkhwa. The Sample was chosen from HoDs at the University of Swat. Data were collected from 06 university women leaders through in-depth interviews. A purposive sampling technique was adopted to approach the participants. Obtained results prove that university women leaders significantly improve institutional performance through their authentic leadership practices. Moreover, findings suggest that authenticity plays an imperative role in the improvement of team effectiveness.
... Further, these findings align with extant literature outside the field of autism research, demonstrating that felt authenticity is positively associated with positive emotions (particularly contentment and relaxation; Lenton, et al., 2013) and more satisfying, higher quality, social relationships (Brunell et al., 2010;Le & Impett, 2013;Peets & Hodges, 2017). Authenticity is also negatively associated with mental exhaustion (Huppertz et al., 2020;Van den Bosch & Taris, 2014. Thus, enabling autistic people to engage in ways that feel authentic to them may, in turn, lead to improved social experiences and psychological wellbeing. ...
Some autistic individuals modify their innate autistic social behaviour in order to adapt to, cope within, and/or influence the predominately non-autistic social environment; a phenomenon often termed ‘camouflaging’ (Attwood, 2007; Dean et al., 2017; Hull et al., 2017; Lai et al., 2017; Schuck et al., 2019). Camouflaging is one social coping strategy used by autistic people attempting to overcome social challenges within cross-neurotype social interactions and secure employment, develop friendships and romantic relationships, and avoid stigmatisation (Cage & Troxell-Whitman, 2019; Hull et al., 2017). Yet the act of camouflaging is thought to be cognitively effortful and taxing; prone to breakdown under increased social demands and complexity and/or psychological distress; and associated with increased mental health difficulties, misdiagnosis, and identity confusion (e.g., Beck et al., 2020; Cage & Troxell-Whitman, 2019; Cassidy et al., 2018; Hull et al., 2021; Lai et al., 2017; Livingston, Colvert, et al., 2019). Camouflaging research is in infancy; conceptualisations, definitions and measures of camouflaging are still emerging, and much is unknown about relationships between camouflaging and various constructs such as mental health, wellbeing, and the achievement of important social and employment outcomes. This thesis presents a combination of qualitative and quantitative methods to further current understanding of social coping in autistic people by furthering the current conceptualisation of camouflaging including camouflaging behaviours and processes; examining the relationships between camouflaging and social, employment, and mental health outcomes; and exploring social experiences that contrast with camouflaging. The first chapter provides a general introduction to, and overview of, the relevant background research and provides a rationale for the work presented in the thesis. Chapter 2 involves a discussion of methodological considerations involved in the design and analysis of research presented in the thesis. Chapter 3, a systematic review, provides a comprehensive and critical evaluation of the current quantitative camouflaging research base; identifying consistencies in the current evidence as well as issues that require further research. Chapters 4 and 5 describe an interpersonal recall study, using thematic analysis to detail the development, process, and consequences of camouflaging (Chapter 4) and content analysis to describe the behaviours exhibited, altered, or avoided by autistic adults when camouflaging (Chapter 5). Chapter 6, a quantitative cross-sectional study, details associations between camouflaging and social and employment outcomes and indicators of mental health difficulties/psychological distress. Chapter 7 involves a qualitative survey and uses thematic analysis to explore an alternative to camouflaging, specifically autistic adults’ experiences of socialising in ways that feel authentic to them. The final chapter (Chapter 8) provides an overarching discussion of the findings and implications of the thesis with consideration to strengths and limitations.
... First, TRs must feel that they are unable to showcase their authentic selves at work because organizational norms prevent such authenticity. Employees tend to seek and be authentic at work, and as such, inhibitions to acting authentic are detrimental to employees' fit, well-being, and job performance (e.g., van den Bosch & Taris, 2014;van den Bosch et al., 2019). Suppression of their true selves develops out of the risk of being stigmatized and acts as an identity threat (Steele, 2010). ...
Organizations that are adaptive, diverse, and socially responsible are often built by Tempered Radicals (TRs) who implement positive change. These TRs are insider activists who serve as the catalysts for incremental constructive changes within their organization. Little is known about what motivates such individuals. To better understand their motives, we conduct two studies encompassing four samples (N = 1009) from the U.S. In Study 1a-c, we develop and validate a measure of TR motives. The findings support its multidimensionality as a measure as well as its nomological validity. In Study 2, based on the literature on TRs and the proactive motivation model, we hypothesize a model in which the relationships among proactive personality, leader-member exchange, TR motives, and three relevant work outcomes are examined. Using a two-wave survey study design, we find support for the proposed hypotheses. These findings carry implications for practice and future research.
The present study examined the relationship between heterosexism, perceived stress, and mediating effects of authenticity. Building on existing research, it aims to further build on our understanding of how discrimination, specifically heterosexism in society, impacts the perceived stress and authenticity of young adults who identify as SM (Sexual Minority) in India. Utilising a cross-sectional design, data was collected from 208 SM participants (70 bisexual, 57 gay, 37 lesbian, 22 queer, and 22 others) age range–18-25 years via online survey. Path analysis was employed to explore the relationship between heterosexism, perceived stress, and three components of authenticity: authentic living, self-alienation, and accepting external influences. Results revealed a significant mediating effect of self-alienation on the relationship between heterosexism and perceived stress (β = .251, CI = 0.144-0.358 p<.001). However, other mediators did not significantly mediate the relationship. Nevertheless, significant direct pathways of heterosexism and other variables are mentioned. The findings emphasise the need for tailored interventions in heteronormative societies and add to the empirical foundation of the minority stress paradigm. Although the study acknowledges limitations, including methodological, it emphasises the relevance of culturally responsive measures for assisting SM individuals.
Orientation: Job insecurity is a pressing concern for many and is known to have negative outcomes for organisations and individuals. It is important to understand how employees respond to job insecurity and the effectiveness of these strategies.Research purpose: The study aimed to examine the mediating role of facades of conformity in the relationship between job insecurity, emotional exhaustion and disengagement, drawing on the job demands-resources theory.Motivation for the study: One coping strategy for dealing with perceived job insecurity is to use facades of conformity. Facades of conformity are a relatively new concept and there is very little research on them in the context of job insecurity. Although there are a few studies in Southern Africa that refer to facades of conformity, none had been found at the time of writing that specifically focused on them.Research approach/design and method: The cross-sectional survey involved 139 employees from various organisations in Southern Africa. Purposive and snowball sampling were used and online questionnaires were completed. Correlations and mediated regressions were calculated.Main findings: Job insecurity and facades of conformity were related to emotional exhaustion and disengagement. Facades of conformity mediated the relationship between job insecurity and both emotional exhaustion and disengagement.Practical/managerial implications: Interventions should be aimed at individuals, teams and organisations to reduce facades of conformity, emotional exhaustion and disengagement.Contribution/value-add: The study contributes to research creating a compelling case for encouraging employees to be authentic and an understanding of how job insecurity leads to burnout.
This study investigates the mediating role of perceived inclusion in the relationship between perceived authentic organizational behavior (AOB) and psychological capital, while examining the moderating influence of leader-member exchange (LMX) on the link between perceived AOB and perceived inclusion. Employing a quantitative, cross-sectional design, data were gathered from employees of Islamic banks across six major cities in Pakistan (N=254). Using structural equation modeling (SEM) in AMOS, we tested a moderated mediation model. Results indicated that perceived AOB positively influenced psychological capital through perceived inclusion, which served as a significant mediator in this relationship. However, the moderating effect of LMX on the AOB-inclusion relationship was not supported. This study addresses a notable gap in the literature by examining antecedents of psychological capital, focusing specifically on AOB, rather than the extensively studied construct of authentic leadership. Grounded in social exchange and LMX theories, this research contributes novel insights by applying a moderated mediation model within the distinct context of Islamic banking in Pakistan, offering implications for understanding organizational behavior and employee well-being in culturally specific work settings.
Despite the psychological benefits of authenticity, Black employees within predominantly White organizations often face the dilemma of whether to downplay versus highlight their social identity. Our research introduces social uncertainty as a unifying lens to understand the reluctance of these employees to express their social identity. Highlighting the central role of social uncertainty also helps identify novel factors at both the organizational level (authenticity climates) and individual level (perspective-taking) that can encourage Black employees to engage in social identity affirmation—authentic expressions of the positive aspects of their social identity. To test our hypotheses, we conducted two survey studies, two experiments, qualitative interviews, as well as coded text responses to our experimental prompts. Across our studies, authenticity climates were associated with greater social identity affirmation by Black employees, and this relationship was strengthened when these employees engaged in perspective-taking. Consistent with our theorizing, social certainty mediated these direct and moderated effects. In addition, social identity affirmation increased Black employees’ organizational involvement. Our experimental studies offer causal evidence for the roles of both authenticity climates and Black employees’ perspective-taking, our qualitative interviews vividly illuminate our hypotheses, and our text response analyses provide insight into how authenticity climates operate. Overall, the current research highlights how organizations can help Black employees feel comfortable emphasizing and expressing their true selves by increasing their social certainty. These findings also have direct implications for organizational leaders, providing them with actionable strategies to create more inclusive environments.
Funding: The research was supported by Northwestern University and Oklahoma State University.
Supplemental Material: The online appendix is available at https://doi.org/10.1287/orsc.2020.14659 .
Lack of trust is a key barrier to collaboration in organizations and is exacerbated in contexts when employees subscribe to different ideological beliefs. Across five preregistered experiments, we find that people judge ideological opponents as more trustworthy when opposing opinions are expressed through a self-revealing personal narrative than through either data or stories about third parties—even when the content of the messages is carefully controlled to be consistent. Trust does not suffer when explanations grounded in self-revealing personal narratives are augmented with data, suggesting that our results are not driven by quantitative aversion. Perceptions of trustworthiness are mediated by the speaker’s apparent vulnerability and are greater when the self-revelation is of a more sensitive nature. Consequently, people are more willing to collaborate with ideological opponents who support their views by embedding data in a self-revealing personal narrative, rather than relying on data-only explanations. We discuss the implications of these results for future research on trust as well as for organizational practice.
Research is increasingly demonstrating that authenticity and human connection are fundamental and interrelated human needs. However, organizational roles often constrain authenticity and connection in workplace interactions, especially roles that are highly scripted. People want to feel authentic and connected at work, but they also need to adhere to role expectations. Organizational role scholars have long explored how roles cause feelings of inauthenticity, and more recently, the conditions that promote authenticity. We have limited understanding of how people approach being authentic in their roles without compromising or deviating from rigid role demands. To explore this, I conducted an inductive, qualitative study of six community theater productions, a context where roles are rigidly scripted, yet where actors strive to “live truthfully” within their fictional roles. I find that actors and directors work together to cultivate authentic interrelating in their roles, characterized by the combination of personal engagement and interpersonal attunement. This process involves engaging in different forms of play to move from mechanically learning their roles, to crafting personalized intentions, to ultimately transcending their roles, gradually increasing in vulnerability and responsiveness until they are able to experience authentic interrelating in their roles.
In the rapidly changing world of work, more research is needed on the impact of organization-level factors on personal-level work engagement and the mediating mechanisms between them. In this study, we adopted an organization-level perspective to work engagement, applying the positive organizational PRIDE theory as the research framework. The purpose of this research was to investigate the levels of work engagement among employees working in the public sector in North Finland and their association with the positive organizational PRIDE index. The following research question guided the research: What is the relationship between the PRIDE index and work engagement? This was a quantitative survey-based study, in which the data were collected through an online survey. The data collection occurred between October 6, 2020, and February 3, 2021, among public organization employees (N=606 respondents). The factors of PRIDE were analyzed using principal component analysis (PCA). Further, the analysis focused on the connections between background factors and PRIDE and work engagement. A t-test and one-way analysis of variance (ANOVA) were used to determine the statistical significance between different groups. The results of this study indicated that there was at least a moderate correlation between all PRIDE index elements and work engagement, and each element of the index was associated with work engagement. When considering the entire index, the correlation was strong. Based on the results of this study, we recommend that the observation, identification, and utilization of strengths be systematically supported through leadership and organizational practices.
This conceptual examination delves into the effect of acting on leader wellbeing and its potential crossover impact on follower wellbeing. The study investigates the authenticity of leaders' behavior and its implications for their own well-being, as well as the well-being of those they lead. By exploring the psychological and emotional aspects of acting in a leadership role, this research seeks to uncover the potential consequences of leaders' authentic or inauthentic behavior on their own mental health and the well-being of their followers. The findings aim to shed light on the importance of authentic leadership in promoting overall well-being within organizations.
Purpose
This study aims to develop a robust theoretical framework to explain the impact of hotels’ green brand authenticity on guests’ perceptions of well-being, customer engagement and approach behaviors toward green brands.
Design/methodology/approach
In this study, the authors examined the effect of green brand authenticity on perceptions of well-being, customer engagement and approach behaviors toward green brands. For the quantitative empirical analysis, 352 samples were used. Green brand authenticity integrates quality commitment, heritage, uniqueness and symbolism as high-dimensional factors.
Findings
The study conceptualizes green brand authenticity as a multi-dimensional phenomenon with four dimensions: quality commitment, heritage, uniqueness and symbolism. The results showed that green brand authenticity has a positive effect on hotel guests’ perceived well-being and behavioral intentions. Interestingly, environmental values did not have a statistically significant regulatory role, while green behavior in everyday life had a partial regulatory role.
Practical implications
This study aims to develop and empirically test a conceptual model that depicts the function of green authenticity in explaining customer responses to green brands. The results and the theoretical framework proposed in this study provide significant insights for researchers and practitioners in the hotel industry.
Originality/value
Further than evaluating brand authenticity generally, this study evaluates the authenticity of a brand's environmental protection efforts. As a result of the empirical analysis conducted in this study, the green brand authenticity of a hotel had a positive effect on customers’ emotional and behavioral aspects. This finding provided valuable and meaningful insights for green hotels and hotel brand-related research.
Change in personality is viewed in two contrasting ways. Sometimes it is seen as an indicator of psychopathology or inauthenticity, associated with reduced well-being. Yet the ability to change oneself is also viewed as a sign of positive self-development, a process of becoming more authentic and associated with increased well-being. This meta-analysis sought to compare these two perspectives and determine whether personality change can contribute to a good life. Sixteen independent samples (24,000 participants) were analyzed to test the relationships between traits change and authenticity, traits change and well-being, and values change and well-being. Trait change was positively related to authenticity, while value change was associated with increased well-being. Moderator analysis indicated that the type of change (over role or time) did not influence the relationship between trait change and authenticity, nor did the length of time over which change took place influence the personality change and well-being relationship. Including traits and values allows a more holistic understanding of personality change and demonstrates that personality change is not damaging to living well, having instead a minimally positive association with well-being and authenticity.
To investigate the antecedents of employee authenticity systematically from the organizational context and to examine the mediating role of basic psychological need satisfaction in this relationship, we conducted a three-wave study among 1349 Chinese employees. The results show that the four categories of the organizational context investigated, i.e., organization, leaders, colleagues and task, significantly and uniquely predicted employee authenticity. Specifically, in the organization category, both organizational support and organizational justice positively predicted employee authenticity. In the leader category, inclusive leadership positively predicted employee authenticity. In the colleague category, high-quality relationships with colleagues was a significant and positive predictor. In the task category, job demands negatively predicted employee authenticity, while job autonomy and possibilities for development positively predicted employee authenticity. In addition, drawing on self-determination theory (SDT), basic psychological need satisfaction was found to mediate the relationships between all these organizational contextual factors (including authentic leadership) and employee authenticity. Our study investigated the antecedents of employee authenticity systematically and comprehensively from the perspective of organizational context and revealed the mechanism underlying these relationships, thereby extending our understanding of how employee authenticity forms in organizations and shed light on managerial practices to promote employee authenticity.
Corporate social responsibility (CSR) research has been slow to address the impacts of CSR on stakeholders, especially in terms of the mechanisms explaining how CSR translates into positive stakeholder outcomes. We introduce a new mechanism into this literature – stakeholder existential authenticity (SEA) – that helps explain how stakeholder participation in CSR can enhance stakeholder wellbeing through the experience of being authentic. We develop an original conceptualization of SEA and integrate this into a model explaining the relationships between CSR participation, SEA, eudaimonic happiness, and subjective wellbeing, as well as the moderating effects of individual stakeholder attributes and CSR activity design. We explain our contributions to the literature on society‐centric CSR, authenticity in CSR, CSR implementation, and authenticity in management more broadly, before suggesting directions for future research and outlining the practical implications of our study.
Organizational identity can be a key instrument in designers’ pursuit to build organizations that employ individuals from diverse social groups and create inclusive workplace cultures that support all members’ belonging, regardless of their status in society. We define an inclusive organizational identity as the belief (held by internal or external stakeholders) that inclusivity is one of the defining characteristics of an organization; that the organization intentionally incorporates diverse individuals—including those with historically marginalized social identities—into its governance, operations, and outputs. Building on studies in different literatures—ranging from micro-level research in psychology of belonging, meso-level research on sensegiving, and macro-level research on how organizations are perceived by their audiences—we develop a design-based approach to organizational identity. In order to create inclusive identities, designers will need to address trade-offs around whether to make identity claims, claim inclusivity as an identity feature, and affiliate with ideologies of inclusion (assimilation versus multiculturalism). If they choose to make identity claims, designers can bolster those claims by developing managers as stewards of the organization’s identity, facilitating employee participation to define inclusivity, and being transparent about diversity, equity, inclusion, and belonging (DEIB) efforts.
Background:
Value congruence is the degree of alignment between worker and workplace values and is strongly associated with reduced job strain and retention. Within general surgery residency, the impact of value congruence and how to operationalize it to improve workplace wellbeing remain unclear.
Study design:
This two-part mixed-methods study comprised two surveys of US general surgery residents and qualitative interviews with program directors. In Part 1, January 2021, mixed-level surgical residents from 16 ACGME-accredited general surgery residency programs participated in Survey #1. This survey was used to identify shared or conflicting perspectives on value congruence concerning wellbeing initiatives and resources. In April 2021, interviews from eight institutions were conducted with nine program directors or their proxies. In Part 2, May-June 2022, a similar cohort of surgical residents participated in Survey #2. Unadjusted logistic and linear regression models were used in this survey to assess the association between value congruence and individual-level global wellbeing (i.e., flourishing), respectively.
Results:
In Survey #1 (N=300, 34% response rate), lack of value congruence was an emergent theme with sub-themes of inaccessibility, inconsiderateness, inauthenticity, and insufficiency regarding wellbeing resources. Program directors expressed variable awareness of and alignment with these perceptions. In Survey #2 (N=251, 31% response rate), higher value congruence was significantly associated with flourishing (OR 1.91, 95% CI 1.44-2.52, p<0.001).
Conclusions:
Exploring the perceived lack of value congruence within general surgery residency reveals an important cultural variable for optimizing wellbeing, and suggests open dialogue as a first step toward positive change. Future work to identify where and how institutional actions diminish perceived value congruence is warranted.
Purpose
From a lay theory standpoint, the authentic leadership journey has not been perceived together. This research aims to examine how both theories might be combined to reveal an authentic leadership journey in the eyes of laypeople when they perceive commitment and performance in an organization.
Design/methodology/approach
Using simple random sampling, this research used a self-administered questionnaire prepared and distributed to higher education professionals in Islamabad. SPSS was used to compute the data, and PLS Smart was used to determine the path analysis.
Findings
The need for authenticity among humans is not a phantom, but the perspective is more toward better performance. In Pakistan, the general public and the educational establishment may benefit from greater self-awareness.
Originality/value
This study sheds light on a new phenomenon that can help us better comprehend what it means to be an authentic leader.
We propose that COVID-related stress undermines felt authenticity, but also triggers nostalgia. In turn, nostalgia conduces to felt authenticity, thereby counteracting the deleterious impact of COVID-related stress. We tested this regulatory model of nostalgia in two studies. Study 1 was an online cross-sectional study during the pandemic, in which we assessed COVID-related stress, nostalgia, and authenticity. In Study 2, we followed a group of working adults in a daily diary study across five workdays. We assessed COVID-related stress each morning, organizational nostalgia at midday, and authenticity at the end of the workday. The results of both studies were consistent with the palliative role of nostalgia in support of the regulatory model.
Toxic leaders tend to isolate, ostracize, and punish employee voice behaviors, resulting in numerous negative outcomes; however, most organizations allow toxic issues to get out of control. Past suggestions for handling toxic leadership have mostly proposed top-down changes. In contrast, this paper examines what can be done from the bottom up by briefly reviewing methods that can help employee voicing in toxic situations and then considering how team spiritual power serves to extend those methods. Team spiritual power includes characteristics such as calmness, flexibility, and compassion primarily developed from spiritual practice. The paper concludes that teams with shared mental models based on spiritual power are able to persist in voicing under a toxic leader more than most groups, even those with high emotional intelligence, because the team can better support members emotionally during and after toxic interactions while also providing compassion and psychological safety for the toxic leader.
This research develops and tests a multiple-mediator model of the relationship between organizational fairness and employees’ perceived meaningfulness. Integrating (Rosso et al., Research in Organizational Behavior 30:91–127, 2010) theoretical framework on meaningfulness with theories on fairness, we examined four parallel mechanisms linking organizational fairness to perceived meaningfulness: organization-based self-esteem (OBSE), authenticity at work, moral identification, and organizational identification. We tested our model with three time-lagged studies. All of the studies found significant mediating effects of OBSE and authenticity at work, whereas the results of moral identification and organizational identification were mixed. Studies 2 and 3 also found that the combined mediating effect of the self-oriented mechanisms (OBSE and authenticity at work) was significantly stronger than that of the other-oriented mechanisms (moral identification and organizational identification). These findings suggest organizational fairness as a key antecedent of perceived meaningfulness and the prominent role of the self in the relationship between fairness and meaningfulness.
The current study examines the relations among anticipated discrimination, authenticity, and counterproductive work behaviors (CWBs) in an employee population that is vulnerable to mistreatment—namely, employees with depression and bipolar disorder. Using a longitudinal research design, we collected data at 3 points in time from 279 individuals diagnosed with depression and/or bipolar disorder. We tested the extent to which authenticity mediated the relationship between anticipated discrimination and counterproductive work behaviors. Our results provided support for our research model. Thus, when individuals perceived that they were likely to be targets of discrimination due to their mental illness, it resulted in increased counterproductive work behaviors, and this effect was transmitted through decreased perceptions of authenticity. In addition, we tested stigma centrality and symptom severity moderators of the mediated relationships. We found support for symptom severity (but not stigma centrality) as a moderator in which the mediated relationship between anticipated discrimination and CWBs through authenticity was stronger for those with more severe symptoms.
The COVID-19 pandemic has disrupted human activity throughout the world. This disruption is also supported by the advancement of technology, particularly in the field of information and communication. However, significant change may cause negative effect for the well-being of many people, which could lead to the imbalance of work-life. With the concept of well-being that divided into four components, personal resources, organizational management, functioning at work, and experience at work, also the concept of work-life balance from the perspective of conflict theory and enrichment theory, this research will examine the well-being of workers and teachers and how it affected their work-life balance amidst pandemic. The study uses qualitative content analysis, the research findings include: (1) the negativity and positivity caused by the pandemic towards the well-being of workers and teachers, (2) and how to achieve work-life balance amidst pandemic from the conflict theory perspective and enrichment theory perspective.
Education is a process operating through emotions and requires both male and female teachers to engage in ‘emotion work’. This chapter outlines the significance that emotions play in education and examines how emotions are reshaping masculinities in the workplace. The aim of this chapter is to position understandings of emotions in teaching in terms of larger social and cultural ideologies.KeywordsAuthorityEmotionsPowerSocial relationshipsInclusion/exclusion
A meta-analysis of single-item measures of overall job satisfaction (28 correlations from 17 studies with 7,682 people) found an average uncorrected correlation of .63 (SD = .09) with scale measures of overall job satisfaction. The overall mean correlation (corrected only for reliability) is .67 (SD = .08), and it is moderated by the type of measurement scale used. The mean corrected correlation for the best group of scale measures (8 correlations, 1,735 people) is .72 (SD = .05). The correction for attenuation formula was used to estimate the minimum level of reliability for a single-item measure. These estimates range from .45 to .69, depending on the assumptions made.
It has been almost twenty years since the term "burnout" first appeared in the psychological literature. The phenomenon that was portrayed in those early articles had not been entirely unknown, but had been rarely acknowledged or even openly discussed. In some occupations, it was almost a taboo topic, because it was considered tantamount to admitting that at times professionals can (and do) act "unprofessionally." The reaction of many people was to deny that such a phenomenon existed, or, if it did exist, to attribute it to a very small (but clearly mentally disturbed) minority. This response made it difficult, at first, for any work on burnout to be taken seriously. However, after the initial articles were published, there was a major shift in opinion. Professionals in the human services gave substantial support to both the validity of the phenomenon and its significance as an occupational hazard. Once burnout was acknowledged as a legitimate issue, it began to attract the attention of various researchers. Our knowledge and understanding of burnout have grown dramatically since that shaky beginning. Burnout is now recognized as an important social problem. There has been much discussion and debate about the phenomenon, its causes and consequences. As these ideas about burnout have proliferated, so have the number of empirical research studies to test these ideas. We can now begin to speak of a "body of work" about burnout, much of which is reviewed and cited within the current volume. This work is now viewed as a legitimate and worthy enterprise that has the potential to yield both scholarly gains and practical solutions. What I would like to do in this chapter is give a personal perspective on the concept of burnout. Having been one of the early "pioneers" in this field, I have the advantage of a long-term viewpoint that covers the twenty years from the birth of burnout to its present proliferation. Furthermore, because my research was among the earliest, it has had an impact on the development of the field. In particular, my definition of burnout, and my measure to assess it (Maslach Burnout Inventory; MBI) have been adopted by many researchers and have thus influenced subsequent theorizing and research. My work has also been the point of departure for various critiques. Thus, for better or for worse, my perspective on burnout has played a part in framing the field, and so it seemed appropriate to articulate that viewpoint within this volume. In presenting this perspective, however, I do not intend to simply give a summary statement of ideas that I have discussed elsewhere. Rather, I want to provide a retrospective review and analysis of why those ideas developed in the ways that they did. Looking back on my work, with the hindsight of twenty years, I can see more clearly how my research path was shaped by both choice and chance. The shape of that path has had some impact on what questions have been asked about burnout (and what have not), as well as on the manner in which 2 answers have been sought. A better understanding of the characteristics of that path will, I think, provide some insights into our current state of knowledge and debate about burnout. In some sense, this retrospective review marks a return to my research roots. The reexamination of my initial thinking about burnout, and an analysis of how that has developed and changed over the years, has led me to renew my focus on the core concept of social relationships. I find it appropriately symbolic that this return to my research roots occurred within the context of a return to my ancestral roots. The 1990 burnout conference that inspired this rethinking took place in southern Poland, from which each of my paternal grandparents, Michael Maslach and Anna Pszczolkowska, emigrated to the United States in the early 1900s. Thus, my travel to Krakow had great significance for me, at both personal and professional levels.
This third version of the MBI was developed across several occupations and countries, in order to assess burnout in all occupations. It was originally published in 1996 by CPP, but is now published and distributed online by Mind Garden (www.mindgarden.com/products/mbi.htm)
This study reviews quantitative empirical studies of change recipients’ reactions to organizational change. The authors reviewed studies published between 1948 and 2007, out of which 79 met the criteria of being quantitative studies of change recipients’ reactions to an organizational change. Through an inductive review, the authors unravel a model of (a) explicit reactions to change, in which these reactions are conceptualized as tridimensional attitudes; (b) reaction antecedents that comprise prechange antecedents (viz., change recipient characteristics and internal context) and change antecedents (viz., change process, perceived benefit/harm, and change content); and (c) change consequences, including work-related and personal consequences. On the basis of their review the authors conclude by proposing directions for future research and practical managerial implications.
In order for researchers to understand and predict behavior, they must consider both person and situation factors and how these factors interact. Even though organization researchers have developed interactional models, many have overemphasized either person or situation components, and most have failed to consider the effects that persons have on situations. This paper presents criteria for improving interactional models and a model of person-organization fit, which satisfies these criteria. Using a Q-sort methodology, individual value profiles are compared to organizational value profiles to determine fit and to predict changes in values, norms, and behaviors.
In 2 studies, college students evidenced differing levels of the "Big-Five" traits in different roles, supporting social-contextualist assumptions regarding trait expression. Supporting organismic theories of personality, within-subject variations in the Big Five were predictable from variations in the degree of psychological authenticity felt in different roles. In addition, two concepts of self-integration or true selfhood were examined: 1 based on high consistency of trait profiles across roles (i.e., low-self-concept differentiation; E. M. Donahue, R. W. Robins, B. W. Roberts, & O. P. John, 1993) and 1 based on high mean levels of authenticity felt across roles. The 2 self-integration measures were found to be independent predictors of psychological and physical well-being indicating that both self-consistency and psychological authenticity are vital for organized functioning and health. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
With the help of data obtained from open-ended interviews conducted with the various stakeholders in downsizing operations and applied within a clinical framework, individual reaction patterns are explored in the victims, the survivors (those staying with a company after layoffs), and the "executioners" (those responsible for the implementation of downsizing). Special emphasis is given to the reactions of the executives implementing the downsizing operation. Among this group of people, a number of ways of coping can be discerned, described as compulsive/ritualistic, abrasive, dissociative, alexithymic/anhedonic, and depressive. The article ends with a number of practical recommendations about how to facilitate the downsizing process. From the interviews conducted, it appears that downsizing, in the more narrow sense of the word, can be a quite destructive process. Reframing the concept so that downsizing is viewed as a continuous process of corporate transformation and change, a way to plan for the continuity of the organization seems to be a more constructive approach. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
This study addressed the methodological quality of longitudinal research examining R. Karasek and T. Theorell's (1990) demand-control-(support) model and reviewed the results of the best of this research. Five criteria for evaluating methodological quality were used: type of design, length of time lags, quality of measures, method of analysis, and nonresponse analysis. These criteria were applied to 45 longitudinal studies, of which 19 (42%) obtained acceptable scores on all criteria. These high-quality studies provided only modest support for the hypothesis that especially the combination of high demands and low control results in high job strain. However, good evidence was found for lagged causal effects of work characteristics, especially for self-reported health or well-being outcomes.
Previous research has distinguished between two types of working hard: workaholism, a “bad” type of working hard, and work engagement, a “good” type of working hard. However, the motivations underlying workaholism and work engagement have not been examined extensively. Building on Deci and Ryan's Self-Determination Theory, the present study examined the motivational correlates of workaholism, work engagement, and burnout (a possible consequence of working hard), using data from Chinese health care professionals (544 nurses and 216 physicians), and controlling for job demands and resources. As expected, structural equation modeling revealed that high levels of workaholism were associated with high levels of introjected regulation and identified regulation; that high levels of work engagement were mainly associated with high levels of intrinsic regulation; and that high levels of burnout were mainly associated with low levels of intrinsic regulation. Thus, different types of motivational regulation are associated with different types of job-related well-being.
A framework for understanding the etiology of organizational behavior is presented. The framework is based on theory and research from interactional psychology, vocational psychology, I/O psychology, and organizational theory. The framework proposes that organizations are functions of the kinds of people they contain and, further, that the people there are functions of an attraction-selection-attrition (ASA) cycle. The ASA cycle is proposed as an alternative model for understanding organizations and the causes of the structures, processes, and technology of organizations. First, the ASA framework is developed through a series of propositions. Then some implications of the model are outlined, including (1) the difficulty of bringing about change in organizations, (2) the utility of personality and interest measures for understanding organizational behavior, (3) the genesis of organizational climate and culture, (4) the importance of recruitment, and (5) the need for person-based theories of leadership and job attitudes. It is concluded that contemporary I/O psychology is overly dominated by situationist theories of the behavior of organizations and the people in them.
This study examines the response rates for surveys used in organizational research. We analyzed 1607 studies published in the years 2000 and 2005 in 17 refereed academic journals, and we identified 490 different studies that utilized surveys.We examined the response rates in these studies, which covered more than 100,000 organizations and 400,000 individual respondents. The average response rate for studies that utilized data collected from individuals was 52.7 percent with a standard deviation of 20.4, while the average response rate for studies that utilized data collected from organizations was 35.7 percent with a standard deviation of 18.8. Key insights from further analysis include relative stability in response rates in the past decade and higher response rates for journals published in the USA.The use of incentives was not found to be related to response rates and, for studies of organizations, the use of reminders was associated with lower response rates. Also, electronic data collection efforts (e.g. email, phone,web) resulted in response rates as high as or higher than traditional mail methodology. We discuss a number of implications and recommendations.
Burnout is a prolonged response to chronic emotional and interpersonal stressors on the job, and is defined by the three dimensions of exhaustion, cynicism, and inefficacy. The past 25 years of research has established the complexity of the construct, and places the individual stress experience within a larger organizational context of people's relation to their work. Recently, the work on burnout has expanded internationally and has led to new conceptual models. The focus on engagement, the positive antithesis of burnout, promises to yield new perspectives on interventions to alleviate burnout. The social focus of burnout, the solid research basis concerning the syndrome, and its specific ties to the work domain make a distinct and valuable contribution to people's health and well-being.
In 1987, B. Schneider proposed a person-oriented model of organizational behavior based on the proposition that it is the collective characteristics of people who define an organization. He further proposed that, over time, organizations become defined by the persons in them as a natural outcome of an attraction-selection-attrition (ASA) cycle. We provide a brief overview of the ASA cycle and review literature relevant to two facets of the theory. The literature reviewed provides some indirect support for the proposal that founders and the members of top management have long-term effects on organizations through the ASA cycle. The literature reviewed provides both indirect and direct evidence supporting a central proposition of ASA theory–that organizations over time become relatively homogeneous with regard to the kinds of people in them. Suggestions for future research on ASA are presented.
In this article, individual reaction patterns to downsizing operations are explored in the victims, the survivors (those staying with a company after layoffs) and the 'executioners' (those responsible for the implementation of downsizing) involved in the process. Data are obtained from open-ended interviews conducted with the various stakeholders and applied within a clinical framework. Special emphasis is given to the reactions of the executives implementing the downsizing operation. The article ends with a number of practical recommendations about how to facilitate the downsizing process.
And if by chance I wake at night and I ask you who I am, oh take me to the slaughterhouse I will wait there with the lamb. —Leonard CohenWhatever satisfies the soul is truth. —Walt WhitmanI prefer to be true to myself, even at the hazard of incurring the ridicule of others, rather than to be false, and to incur my own abhorrence. —Frederick DouglassIn this chapter, we present research and theory pertaining to our multicomponent perspective on authentic functioning. We begin with a historical account of various philosophical perspectives on authentic functioning and briefly review several past and contemporary psychological perspectives on authenticity. We then define and discuss our multicomponent conceptualization of authenticity and describe each of its components and their relationships to other constructs in the psychology literature. Next, we present an individual differences measure we have developed to assess dispositional authenticity and each of its components, and we report findings attesting to the adequacy of its psychometric properties. In addition, we present findings from a variety of studies we have conducted to examine how authenticity relates to diverse aspects of healthy psychological and interpersonal functioning. These studies pertain to a wide range of phenomena, including the following: verbal defensiveness, mindfulness, coping styles, self‐concept structure, social‐role functioning, goal pursuits, general well‐being, romantic relationships, parenting styles, and self‐esteem. Following this, we discuss potential downsides or costs for authentic functioning and describe some future directions for research on authenticity.
Given the emotional nature of health care, patients and their families may express anger and mistreat their health care providers; in addition, those providers are expected to manage their own emotions when providing care--two interpersonal stressors that are linked to job burnout. Integrating conservation of resources (Hobfoll, 2002) and ego depletion (Muraven & Baumeister, 2000) theories, we propose that this creates a resource loss spiral that can be slowed by the presence of a "climate of authenticity" among one's coworkers. We describe this climate and how it differs from other work climates. We then propose that a work unit with a climate of authenticity should provide a self-regulatory break from emotional labor with patients, thus replenishing resources and buffering against strain from emotional labor. We tested this multilevel prediction by surveying 359 health care providers nested within 48 work units at a large, metropolitan hospital. We find that medical workers experiencing more mistreatment by patients are more likely to be managing emotions with patients, and this response further contributes to the employees' job-related burnout. As predicted, managing emotions with patients was unrelated to burnout for workers in a unit with a climate of authenticity.
The aim of the present paper is to present the development of the second version of the Copenhagen Psychosocial Questionnaire (COPSOQ II).
The development of COPSOQ II took place in five main steps: (1) We considered practical experience from the use of COPSOQ I, in particular feedback from workplace studies where the questionnaire had been used; (2) All scales concerning workplace factors in COPSOQ I were analyzed for differential item functioning (DIF) with regard to gender, age and occupational status; (3) A test version of COPSOQ II including new scales and items was developed and tested in a representative sample of working Danes between 20 and 59 years of age. In all, 3,517 Danish employees participated in the study. The overall response rate was 60.4%; (4) Based on psychometric analyses, the final questionnaire was developed; and (5) Criteria-related validity of the new scales was tested.
The development of COPSOQ II resulted in a questionnaire with 41 scales and 127 items. New scales on values at the workplace were introduced including scales on Trust, Justice and Social inclusiveness. Scales on Variation, Work pace, Recognition, Work-family conflicts and items on offensive behaviour were also added. New scales regarding health symptoms included: Burnout, Stress, Sleeping troubles and Depressive symptoms. In general, the new scales showed good criteria validity. All in all, 57% of the items of COPSOQ I were retained in COPSOQ II.
The COPSOQ I concept has been further developed and new validated scales have been included.
During the past two decades, the nature of work has changed dramatically, as more and more organizations downsize, outsource and move toward short-term contracts, part-time working and teleworking. The costs of stress in the workplace in most of the developed and developing world have risen accordingly in terms of increased sickness absence, labour turnover, burnout, premature death and decreased productivity. This book, in one volume, provides all the major theories of organizational stress from the leading researchers and writers in the field. It is a guide to identifying the sources of pressures in jobs and the workplace so that we may be able to intervene to change and manage the growing problem of organizational stress.
Because of the prevalence of both nonnormal and categorical data in empirical research, this chapter focuses on issues surrounding the use of data with these characteristics. Specifically, we review the assumptions underlying NT estimators. We describe nonnormal and categorical data and review robustness studies of the most popular NT estimator, maximum likelihood (ML), in order to understand the consequences of violating these assumptions. Most importantly, we discuss three popular strategies often used to accommodate nonnormal and/or categorical data in SEM: 1. Weighted least squares (WLS) estimation, 2. Satorra-Bentler (S-B) scaled χ² and robust standard errors, and 3. Robust diagonally weighted least squares (DWLS) estimation. For each strategy, we present the following: (a) a description of the strategy, (b) a summary of research concerning the robustness of the χ²-statistic, other fit indices, parameter estimates, and standard errors, and (c) a description of implementation across three software programs.
In order for researchers to understand and predict behavior, they must consider both person and situation factors and how these factors interact. Even though organization researchers have developed interactional models, many have overemphasized either person or situation components, and most have failed to consider the effects that persons have on situations. This paper presents criteria for improving interactional models and a model of person-organization fit, which satisfies these criteria. Using a Q-sort methodology, individual value profiles are compared to organizational value profiles to determine fit and to predict changes in values, norms, and behaviors.
In 2 studies, college students evidenced differing levels of the "Big-Five" traits in different roles, supporting social-contextualist assumptions regarding trait expression. Supporting organismic theories of personality, within-subject variations in the Big Five were predictable from variations in the degree of psychological authenticity felt in different roles. In addition, two concepts of self-integrat ion or true selfhood were examined: 1 based on high consistency of trait profiles across roles (i.e., lowself-concept differentiation; E. M. Donahue, R. W. Robins, B. W. Roberts, & O. P. John, 1993) and 1 based on high mean levels of authenticity felt across roles. The 2 self-integration measures were found to be independent predictors of psychological and physical well-being indicating that both self-consistency and psychological authenticity are vital for organized functioning and health.
A meta-analysis of single-item measures of overall job satisfaction (28 correlations from 17 studies with 7,682 people) found an average uncorrected correlation of .63 (SD = .09) with scale measures of overall job satisfaction. The overall mean correlation (corrected only for reliability) is .67 (SD = .08), and it is moderated by the type of measurement scale used. The mean corrected correlation for the best group of scale measures (8 correlations, 1,735 people) is .72 (SD = .05). The correction for attenuation formula was used to estimate the minimum level of reliability for a single-item measure. These estimates range from .45 to .69, depending on the assumptions made.
In this study, we describe a psychobiological model of the structure and development of personality that accounts for dimensions of both temperament and character. Previous research has confirmed four dimensions of temperament: novelty seeking, harm avoidance, reward dependence, and persistence, which are independently heritable, manifest early in life, and involve preconceptual biases in perceptual memory and habit formation. For the first time, we describe three dimensions of character that mature in adulthood and influence personal and social effectiveness by insight learning about self-concepts. Self-concepts vary according to the extent to which a person identifies the self as (1) an autonomous individual, (2) an integral part of humanity, and (3) an integral part of the universe as a whole. Each aspect of self-concept corresponds to one of three character dimensions called self-directedness, cooperativeness, and selftranscendence, respectively. We also describe the conceptual background and development of a self-report measure of these dimensions, the Temperament and Character Inventory. Data on 300 individuals from the general population support the reliability and structure of these seven personality dimensions. We discuss the implications for studies of information processing, inheritance, development, diagnosis, and treatment. (Arch Gen Psychiatry. 1993;50:975-990)
If we take the Person-Centered Approach (PCA) seriously as a client-centered approach, we have to go back to our clients in order to engage them in an individualized, shared process of encounter and reflection. Following Rogers it is argued that the essential conditions of psychotherapy exist in a single configuration, even though they occur uniquely with each client. From a dialogical point of view, therapists and clients are not only seen as being in relationships; as persons they are relationships, which makes them different in each therapeutic contact. Furthermore, the traditional concepts of psychological health and disorder are rejected, seeing symptoms as a specific cry for help that has to be understood in a process of a personal encounter between therapist and client. Following this concept it is appropriate to speak about clients as persons who are suffering from inauthentic or alienated forms of being in the world. The value of concepts and conceptions for helping us understand different types of clients are acknowledged and emphasized. However, the existing concepts for, and descriptions of, our clients still exist only at a primitive, unsystematic stage of development and thus we need the development of a genuinely human science of Person-Centered Therapy.' approach to mental health was humanistic, not medical. Taking the point of view of the social sciences, not the natural sciences, his holistic standpoint on human beings encompassed not only the biological and individual nature but also the relational and social nature of the person. From the very outset, Rogers' psychology was a social psychology (Schmid, 1994, 1996). In trying to understand the human being within his 1. Slightly revised version of a paper first printed in Person-Centered and Experiential Psychotherapies, 3, (2004) 36–51.
This study examined the structure of occupational well-being among 1,252 Dutch teachers. Building on Warr (1994) and Ryff (1989), a multidimensional model for occupational well-being (including affective, cognitive, professional, social and psychosomatic dimensions) was proposed and tested. Confirmatory factor analysis supported the distinction between these dimensions. A second-order factor analysis revealed that affect was the most central dimension, supporting earlier conceptualizations of subjective well-being that mainly focused on affect.
The present study investigated in a sample of 587 telecom managers whether workaholism, burnout, and work engagement - the supposed antipode of burnout - can be distinguished empirically. These three concepts were measured with existing, validated multi-dimensional questionnaires. Structural equation modeling revealed that a slightly modified version of the hypothesised model that assumed three distinct yet correlated constructs - burnout, engagement, and workaholism - fitted the data best. Multiple regression analyses revealed that these three concepts retained unique hypothesised patterns of relationships with variables from five clusters representing (1) long working hours, (2) job characteristics, (3) work outcomes, (4) quality of social relationships, and (5) perceived health, respectively. In sum, our analyses provided converging evidence that workaholism, burnout, and engagement are three different kinds of employee well-being rather than three of a kind.
This paper is a rough précis of a recent book (GRAY, 1982). It is concerned with the question: what are the brain structures which mediate the psychology as well as the neurology of anxiety? It is clear that, once you start asking questions about the brain, you have to work with animals for reasons that are familiar to everybody. But it is very difficult to start studying emotions in animals, because it is difficult to know what emotions animals experience and whether these are the same as the human emotions. So the first thing one has to look for is a kind of crutch or bridge to get you across from the human domain on one side to the animal domain on the other. Now in the case of anxiety we are quite fortunate in that there are certain drugs which are clinically very effective in controlling anxiety in human subjects. So one can take those drugs and apply them to animals to study their behavioral effects.
Building on the work by Barrett-Lennard (Carl Rogers’ helping system: Journey & substance. Sage, London 1998) and Wood et al. (J Couns Psychol 55:385–399 2008), this study describes the development and validation of a theory-based measure of state authenticity at work, the Individual Authenticity Measure at Work (IAM Work). Even though this construct is obviously relevant to the work context (e.g., as regards issues of work relations, leadership and well-being), none of the instruments currently available focuses on authenticity in the area of work and organizational psychology. A total sample of 646 participants was divided in two equal sized subsamples. Exploratory factor analysis supported the underlying tripartite construct of authenticity at work, resulting in the subscales authentic living, self-alienation, and accepting external influences. Confirmatory factor analysis confirmed the tripartite construct and showed good psychometric properties of the state-focused measure of authenticity at work. Finally, correlation analysis showed that each subscale and the total score of authenticity was positively related to commonly used work outcomes such as job satisfaction, in-role performance, and work engagement. This study concludes that the IAM Work is a reliable and valid measure of state authenticity at work. Implications for future research and practice are discussed.
We consider to what extent authenticity is related but distinct from and behavioural inhibition/approach systems and Cloninger’s psychobiological model (Cloninger, Svrakic, & Przybeck, 1993). Five-hundred and fifty-four adults (250 males, 304 females) completed measures of authenticity (Wood, Linley, Maltby, Baliousis, & Joseph, 2008), behavioural inhibition/activation (BIS/BAS, Carver & White, 1994) and Cloninger’s temperament and character inventory (TCI-IPIP, Goldberg et al., 2006). Significant, small to moderate correlations are reported between authenticity and inhibitory and approach dimensions of Gray’s and Cloninger’s models. The directions of these relationships are consistent with , and descriptions of authenticity. However, dimensions of both Gray’s and Cloninger’s domains account for only a small 5.7–18% of the shared variance in authenticity, suggesting that authenticity is related but distinct from Gray’s and Cloninger’s personality dimensions.
We introduce a personality inventory designed to measure six major dimensions of personality derived from lexical studies of personality structure. The HEXACO Personality Inventory (HEXACO-PI) consists of 24 facet-level personality trait scales that define the six personality factors named Honesty-Humility (H), Emotionality (E), Extraversion (X), Agreeableness (A), Conscientiousness (C), and Openness to Experience (O). In this validation study involving a sample of over 400 respondents, all HEXACO-PI scales showed high internal consistency reliabilities, conformed to the hypothesized six-factor structure, and showed adequate convergent validities with external variables. The HEXACO factor space, and the rotations of factors within that space, are discussed with reference to J. S. Wiggins' work on the circumplex.
Purpose
The purpose of this paper is to investigate the link between authenticity at work and well‐being. First, the relationship between authenticity at work and hedonic and eudemonic well‐being indexes is assessed. Second, the mediating role of meaning of work in the relationship between authenticity at work and subjective well‐being at work is investigated.
Design/methodology/approach
In total, 360 managers from public organizations completed self‐reported questionnaires. Multiple hierarchical regressions were used to assess the hypotheses.
Findings
Cognitive and behavioral components of authenticity at work explained a significant proportion of variance in each hedonic and eudemonic well‐being indexes. Authenticity is positively associated with well‐being at work. Moreover, meaning of work is a partial mediator of the relationship between authenticity and subjective well‐being at work.
Practical implications
The results suggest that meaning of work is a mechanism in the relationship between authenticity and subjective well‐being at work. The study highlighted a growing need to promote authenticity within organizations since it has been associated with public managers' well‐being.
Originality/value
To the authors' knowledge, this is the first study showing the positive relationship between authenticity and well‐being in the workplace amongst public organizations managers. It sheds a very new light on the importance of authenticity in work settings and on how it could be linked to meaningfulness in managerial roles.
It has become widely accepted that correlations between variables measured with the same method, usually self-report surveys, are inflated due to the action of common method variance (CMV), despite a number of sources that suggest the problem is overstated. The author argues that the popular position suggesting CMV automatically affects variables measured with the same method is a distortion and oversimplification of the true state of affairs, reaching the status of urban legend. Empirical evidence is discussed casting doubt that the method itself produces systematic variance in observations that inflates correlations to any significant degree. It is suggested that the term common method variance be abandoned in favor of a focus on measurement bias that is the product of the interplay of constructs and methods by which they are assessed. A complex approach to dealing with potential biases involves their identification and control to rule them out as explanations for observed relationships using a variety of design strategies. (PsycINFO Database Record (c) 2010 APA, all rights reserved).
I talk about how I came to write this paper here: https://managementink.wordpress.com/2011/04/05/truth-or-urban-legend/
draw attention to a number of researchable issues in the neuropsychology of anxiety / [present] an outline of a theory of the neuropsychology of anxiety that has been developed in detail elsewhere
a theory of anxiety: the role of the limbic system [the antianxiety drugs, the brain and anxiety, a theory of anxiety] / the issues [the role of GABA [gamma-aminobutyric acid], the opiate connection, anxiety and depression] (PsycINFO Database Record (c) 2012 APA, all rights reserved)
existential psychotherapy is not a specific technical approach that presents a new set of rules for therapy / it asks deep questions about the nature of anxiety, despair, grief, loneliness, isolation, and anomie / it also deals centrally with the questions of creativity and love
overview / basic concepts / the "I-Am" experience / normal and neurotic anxiety / guilt and guilt feelings / the three forms of world / the significance of time / our human capacity to transcend the immediate situation
other systems / behaviorism / orthodox Freudianism / the interpersonal school of psychotherapy / Jungian psychology / client-centered approach
history / current status / theory of personality / the Freudian model of psychodynamics / the interpersonal (neo-Freudian) model of psychodynamics / existential psychodynamics / death / freedom / isolation / meaninglessness
variety of concepts / specialness / the belief in the existence of an ultimate rescuer / theory of psychotherapy / process of psychotherapy / mechanisms of psychotherapy / death and psychotherapy / death as a boundary situation / death as a primary source of anxiety / existential isolation and psychotherapy / meaninglessness and psychotherapy
applications / problems / evaluation / treatment / management / case example
existential therapy is concerned with the "I Am" (being) experience, the culture (world) in which a patient lives, the significance of time, and the aspect of consciousness called transcendence (PsycINFO Database Record (c) 2012 APA, all rights reserved)
Examined the influence of person–organizational fit on employee's task and contextual performance. It was hypothesized that the fit between employees' desired organizational cultures and their actual organizational cultures would predict contextual performance (e.g. helping behaviors toward other employees or the organization. The study was conducted in 2 phases. In phase 1, 221 employees of a manufacturing firm responded to a survey about organizational culture. In phase 2, the immediate supervisor of each Ss was asked to rate their subordinates' organizational citizenship behavior and task-based job performance. It was found that (1) perceptions of the organizational culture and (2) the discrepancy between employees' ideal organizational culture and their perceptions of the actual culture were important in predicting both contextual performance and task performance. (PsycINFO Database Record (c) 2012 APA, all rights reserved)
A field study was conducted with 47 Army action teams spanning 9 weeks to assess the influence of team leader authenticity on team authenticity and team outcomes. Results showed that team leader authenticity at Time 1 predicted teamwork behavior and team productivity at Time 3, with these relationships mediated by team authenticity at Time 2. We further explored the moderating role of authenticity strength in the team authenticity–teamwork behavior relationship. Team authenticity interacted with authenticity strength such that the team authenticity–teamwork behavior relationship was stronger when authenticity strength was higher rather than lower. Implications of these findings for theories of shared leadership, team leadership, and authentic leadership are discussed.
This Special Issue is the result of the inaugural summit hosted by the Gallup Leadership Institute at the University of Nebraska-Lincoln in 2004 on Authentic Leadership Development (ALD). We describe in this introduction to the special issue current thinking in this emerging field of research as well as questions and concerns. We begin by considering some of the environmental and organizational forces that may have triggered interest in describing and studying authentic leadership and its development. We then provide an overview of its contents, including the diverse theoretical and methodological perspectives presented, followed by a discussion of alternative conceptual foundations and definitions for the constructs of authenticity, authentic leaders, authentic leadership, and authentic leadership development. A detailed description of the components of authentic leadership theory is provided next. The similarities and defining features of authentic leadership theory in comparison to transformational, charismatic, servant and spiritual leadership perspectives are subsequently examined. We conclude by discussing the status of authentic leadership theory with respect to its purpose, construct definitions, historical foundations, consideration of context, relational/processual focus, attention to levels of analysis and temporality, along with a discussion of promising directions for future research.
Psychologists engage in a multitude of social roles of varying degrees of emotionality, subjectivity, and objectivity because of the nature of their profession as well as their unique backgrounds that have drawn them to that profession. This study sought to understand how psychologists recognize and experience the concept of authenticity in the context of their professional lives. A purposeful sample of 17 clinical psychologists from metropolitan areas in the Southwest and the Pacific Northwest were interviewed. Using a phenomenological, qualitative research design, 262 significant statements were extracted and grouped together, resulting in 11 emergent themes specifically relating to a therapeutic, health care context. Rigor and thoroughness were achieved via multiple validation procedures. Psychologists defined authenticity as the matching of one’s inner thoughts, beliefs, and feelings with one’s outer presentation and behaviors. They believed that authenticity involves sensory and emotional qualities rather than purely cognitive or verbal qualities. Concepts of self-disclosure and mindful awareness were discussed as related to authenticity. It is of note that both humanistic and nonhumanistically inclined psychologists equally valued authenticity in the professional and therapeutic setting. Participants also discussed how authenticity and inauthenticity are experienced and modified in the therapeutic relationship, as well as the negative effects of inauthenticity in professional contexts. (doi: 10.1177/0022167810381472)
The aim of the current study was to explore where authenticity, derived from the humanistic tradition of psychology, was positioned within a number of extant models of personality. Exploratory and Confirmatory Factor Analysis of data from four samples (total N = 1286) suggested that authenticity can be considered as loading on the Honesty-Humility factor of personality. These findings are discussed in terms of the wider theoretical overlaps between Honesty-Humility and psychological functioning as emphasised by the humanistic tradition of psychology. (C) 2011 Published by Elsevier Ltd.
