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Study of the effect of social anxiety and social support on third place perceptions in student samples
No full textSocial Anxiety Disorder (SAD) and perceived social support are well-documented to influence social interaction styles and behaviors. Some data suggests that SAD and social support relate to perceptions and familiarity with various public spaces outside of home and work (i.e., third places). This study assessed relations among social anxiety, self-perceived social support, and attitudes/beliefs about ten common third places (i.e., perceived degree of restorativeness, preference, and sentiment for these places) among undergraduate psychology students (n = 92). Contrary to predictions based on prior research (Fong et al, 2021, Case & Hunter, 2012), social anxiety symptoms did not correlate with any aspect of third-place perceptions. The hypothesis that social anxiety would negatively relate to perceived social support was supported; additionally, social support was found to have small significant positive correlations with both third place restorativeness and preference, although third place sentiment had no correlation. Future research is required to further explore how symptoms of social anxiety may have a relationship with the type of third places people frequent and their feelings when inhabiting these places, as well as how various forms of social support may play a moderating role in third place perceptions
Enhancing EVPs through Assessment: A Data-Driven Approach to Talent Attraction and Retention
Get PDFIn today\u27s competitive job market, organizations are increasingly recognizing the importance of a well-crafted Employee Value Proposition (EVP) in attracting and retaining top talent. Recent studies show that companies with strong EVPs experience lower turnover rates and higher levels of employee engagement. However, the true power of an EVP lies in its ability to align with both organizational goals and individual employee needs, which can be tapped through the use of psychometrically validated assessments within EVPs. This presentation explores the critical role of assessments in developing and refining EVPs that resonate with potential and current employees. By leveraging data-driven insights about personality traits, cognitive abilities, behavioral/competency application, and work preferences, organizations can create more targeted and effective value propositions that speak directly to the motivations and aspirations of their workforce. In this presentation, we will examine how psychometric assessments can inform each component of the EVP, from compensation and benefits to career development opportunities and workplace culture. Participants will gain practical strategies for integrating these assessments into their talent management processes, ultimately leading to more successful recruitment efforts and increased employee satisfaction. The goals of this session will include learning the role and significance of assessments in EVPs, leveraging the diverse applications of assessments to increase the value of an EVP, and develop strategies for incorporating assessment data into EVP design and implementation
Barriers To Evidence-Based Problem-Solving In The Workplace
Get PDFThis study investigates the willingness of Psychology and Management students to utilize various knowledge sources in the context of workplace problem-solving. Participants will be asked to self-report on their reliance on sources of knowledge like personal expertise, organizational data, empirical research, and stakeholder involvement. Specifically, the study aims to reveal the impact of academic frameworks on a student\u27s problem-solving ability, such as that of the APA for Psychology majors. The research aims to provide insights into problem-solving, and the obstacles which can hinder the effective use of knowledge sources in the workplace
Performing on the glass stage: examining role congruity\u27s effect on firm performance
Get PDFEagly and Karau’s (2002) Role Congruity Theory is one explanation for women’s lack of representation among the highest levels of industry leadership (Schaefer, 2023). It argues that people hold intrinsic associations between women and communality (e.g. Agreeableness) and men and agency (e.g. Ambition), and disassociation with the other. Likewise, it argues job roles carry trait associations (e.g. Leadership: agentic) and that when the traits assigned to the job and gender mismatch, the result is assumed unfitness. This is applied primarily to individual outcomes in internal decision-making processes (Berkery et al., 2013; Garcia-Retamero & Lopez-Zafra, 2006; Powell et al., 2002). The present research expands that scope to the effect of a leader’s role congruence on firm performance, in the context of Broadway plays. To assess gender incongruency, we will examine communal/agentic ratings of main character descriptions from StageAgent, an auditioning database. Broadway plays’ performance will be measured using metrics such as awards, ratings, attendance, and recoupment from news and awards archives (e.g., LexisNexis). Specifically, we hypothesize that: H1: Gender role congruity of a lead actor will be positively related to the performance of a play. However, given that gender bias exists, as well as racial and age biases, we also expect that role incongruity will have a more negative impact on performance when the leads are female, racial minorities, or older actors. This reasoning suggests the following hypotheses: H2: The relationship between role congruity and performance will be moderated by the lead actor’s gender/race/age, such that plays will perform worse when the lead is female, a racial minority and/or an older adult. Finally, we introduce possible moderators from literature on individual performance: H3a: Role consistency, the tendency to appear in similar roles, of a lead actor will be positively related to the performance of a play. H3b: Role consistency of the lead actor will moderate the relationship between role congruity and performance, such that the discrepancy in performance between role incongruent leads and congruent leads will be greater at lower levels of role consistency. H4: Gender role congruity effects will be moderated by time such that more recent runs of plays will perform better than older plays with female leads, but there will be no temporal differences for men. The result of this research will expand upon the current literature regarding gender and leadership. It will also expand practical knowledge of the complicated effects of gender in the workforce
AI Attitudes at Work: The Influence of Retraining Opportunities and Leadership Status
Get PDFUnderstanding factors that shape employee attitudes towards Artificial Intelligence (AI) in the workplace is critical, as these attitudes influence the successful adoption of AI technologies. This study examined the relationship between employees expected retraining opportunities to work alongside AI and their attitudes toward AI at work. Drawing on Conservation of Resources (COR) theory (Hobfoll, 1989), retraining opportunities can be conceptualized as an avenue for acquiring and fostering valuable resources (e.g., work tools, job security, self-efficacy, job skills). Thus, employees who expect retraining may be more likely to view AI positively as training provides the opportunity to obtain these resources, with potential benefits such as protecting against AI-induced job insecurity and enhancing job performance (Kraimer et al., 2011). Additionally, we explored how leadership roles moderate this relationship, with leaders expected to show a stronger positive relationship between retraining and favorable AI attitudes, due to their greater access to and need for resources to manage organizational change (Cheng et al., 2023). We hypothesized that (H1) employees who expect retraining opportunities have more favorable attitudes toward AI, and (H2) this relationship will be stronger for employees in leadership roles compared to non-leaders. We collected cross-sectional data from three samples via Meta (NMeta=133) and Prolific (NProlific1=293; NProlific2=539). We measured retraining opportunities (Kraimer et al., 2011), AI at work attitudes (Venkatesh et al., 2003), leadership status, and control variables (age, gender, education). Hierarchical regression analysis was conducted in R (controls in Step 1, main effects in Step 2 to test H1, interaction term in Step 3 to test H2). The results supported both hypotheses. Replicated in three samples, retraining opportunities were significantly associated with positive AI attitudes (bMeta = .49, p \u3c .001; bProlific1 = .21, p \u3c .001; bProlific2 = .30, p \u3c .001), and leadership status moderated the relationship (bMeta = .52, p = .006; bProlific1 = .28, p = .042; bProlific2 = .29, p = .002). Employees in leadership roles reported stronger associations between retraining opportunities and AI attitudes than non-leaders. These findings highlight the relationship between retraining opportunities and employee attitudes toward AI at work, particularly for leaders. Our findings demonstrate that anticipation of resource gain (e.g., acquiring skills through retraining) is positively related to employee attitudes toward AI, underscoring the importance of anticipated resource acquisition in shaping workplace attitudes. For practice, organizations should prioritize retraining to foster positive AI attitudes, especially for leaders who are critical to driving technological change
Job crafting across ages: The role of intergenerational climate and age-inclusive HR practices
Get PDFAs the workforce is currently comprised of five generations of workers across various life stages (SHRM, 2023) increased attention is needed from organizations to aid their employees throughout their lifespan (Hertel & Zacher, 2018). While HR practices directly related to age have been shown to successfully foster age-inclusive work environments (Fan et al., 2023), how these climates and age-inclusive HR practices impact the way different aged workers address their job tasks, and specifically engage in job crafting, has yet to be considered. Therefore, this study considers how age would impact job crafting behaviors, and this relationship would be moderated by age-inclusive HR practices and positive intergenerational climates. Data for this study were collected at three time points (6 weeks apart). Participants (N = 750) were initially recruited from CloudResearch Connect and were required to pass attention checks and careless responding indices, resulting in a total of 333 eligible full-time employees who provided data across all three waves. Age was recorded in timepoint 1, and participants then reported age-inclusive HR practices (Boehm et al., 2014; α = .90) and age-diversity climate (Boehm et al., 2014; α = .90) in timepoint 2, while job crafting (Slemp & Vella-Brodrick, 2013; task crafting, α = .86; relational crafting, α = .88; cognitive crafting, α = .93) dimensions were reported in timepoint 3. All scales used a 1 (Strongly Disagree/Very low intensity) to 5 (Strongly Agree/Very high intensity) scale. Findings indicate that younger workers engage the most in task and relational crafting when in the presence of age-inclusive HR practices. Positive age-diverse climates and age-inclusive HR practices were also found to interact to impact the relationship between age and relational crafting, where older workers in climates with age-inclusive HR practices and intergenerational climates engaged in the most relational crafting, indicating the importance of examining age-inclusive practices and climate in tandem. This study meaningfully contributes to job crafting literature by utilizing socioemotional selectivity theory (SST; Carstensen 1993) to understand crafting motivations amongst workers. Interestingly, our findings suggest that older workers may be less selective in their relationships when organizations offer a positive age-diverse climate and implement age-inclusive HR practices. For practice, our research emphasizes the need for organizational efforts targeted at increasing job crafting in older worker populations. Such efforts include increasing shared perceptions of age-neutrality throughout the organization, engaging in age-neutral activities, and promoting equal access to opportunities for all age groups
Behavioral Observations Reduce the Probability of Injury for a Week
Get PDFIntroduction Industrial businesses spend approximately 1 billion dollars per week on non-fatal workplace injury expenses (2024 Workplace Safety Index, 2024). The current research hypothesized that behavioral observations will lead to a reduction of an injury probability. A behavioral observation is a peer-observation conducted to identify at-risk behaviors in the workplace by completing a behavioral checklist. Behavioral programs involving observations and feedback have been found to reduce injury rates year-over-year (Ludwig & Laske, 2023). While behavioral observation programs have been shown to reduce injuries in the aggregate, we investigated the impact of individual observations on the reduction in the probability of injury in the days following. Methods The data analyzed were collected from 2017-2019 and 2022-2023 from a chemical manufacturing plant and oil refinery plant respectively. A rolling sum time-series logistic regression analysis was performed. This determined whether observations (normalized by work hours to reflect the number per 8-hour shift) over the previous seven days decreased the odds of an incident (dichotomized by if they occurred or not) occurring over the next seven days. Oil Refinery Plant Results The analysis from the two-year sample (2022-2023) resulted in a 9.38% incident probability occurring over any seven-day span across five departments. One additional observation per shift over a 3-day period was shown to reduce incident probability by 1.21%. This was predicted to lower the number of incidents from 25 to 23 per year, resulting in two fewer incidents annually for the five departments studied. When extrapolated to the entire facility, with over 50 departments, one additional observation per shift could prevent at least 20 incidents annually. Chemical Manufacturing Plant Results Results from the three-year sample (2017-2019) indicated that each additional observation can reduce the odds of an incident occurring by 23% (Manufacturing Department) and 17% (Maintenance Department) over the next three days. Over a year, observations could reduce total incidents by four incidents and 16 incidents, respectively (Sant et al., 2022; Granowsky et al., 2023). Discussion Our analyses of the two different organizations show a relationship between the number of safety observations conducted and the reduction in injury probability over the next week. The current research has demonstrated that through employee-driven safety initiatives such as highlighting behavioral observations, the overall workplace safety can be improved. Employee Value Proposition (EVP) can further be fostered when the work environment focuses on employee safety
Student Perspectives of Affordability for Workforce Onboarding
Get PDFAffordability is often a high priority within organizations as many organizations strive to maximize output capabilities while minimizing the cost of operations. In order to operate with affordability as an organizational goal, members must work together as a cohesive unit to ensure processes and behaviors reflect this goal. While those further along in their careers may be more familiar with organizational aspects such as organizational goals, organizational culture, and organizational climate, those with limited experience may not be aware of these fundamentally important concepts. The goal of the current study was to examine perceptions of affordability given by currently employed students in order to understand how those in the exploration stage of their career view affordability in organizations. Students from The University of Alabama in Huntsville (N = 143) responded to a survey featuring both free response and Likert-type questions regarding currently held beliefs surrounding affordability and organizational culture. Results from this study indicated that students are often unaware of the concept of organizational culture and climate, and this lack of familiarity may potentially lead to organization members distancing themselves from understanding their individual impact to organizational processes. In addition, students view affordability in terms of budgets and funding, often not taking into consideration organizational behaviors that may indirectly influence the overall affordability of a project or program. These perceptions may be used to inform organizations of how best to tailor onboarding processes in order to familiarize newly hired organization members with their individual impact to an organization as well as their role within a larger organizational unit
Employee Preference on Sustainable Organizational Messaging According to Individual Differences
Get PDFSustainable human resource management is an emerging practice in the future of global business environments. Research into this topic has been accelerated as organizations are moving away from the standard business protocols and onto more sustainable methods. This study builds on prior research investigating employees\u27 preferences regarding organizational sustainability communications (e.g. Joyal-Desmarais et al., 2022; Kataria et al., 2013). In this study, we assess the relationship between employee individual differences and sustainability informational meetings attendance preferences. Additionally, this study aims to examine the potential relationship between individuals\u27 egoistic, altruistic, and biospheric values using a scale developed by de Groot and Steg (2008) and preferences for value-laden organizational sustainability messaging. Finally, this study will take an exploratory view regarding relationships between other demographic variables, intent to attend a sustainable orientation sessions, and value preferences. We recruited 201 respondents on Prolific and then distributed a survey through Qualtrics for respondents to complete. Measures will be assessed with factor analysis, and relationships will be assessed with correlation and regression. We expect that individual differences will predict an individual\u27s sustainable message preferences. Additionally, we expect to find positive correlations between an individual\u27s ratings on egoistic, altruistic, and biospheric values and their preferences for matching value-laden sustainable messaging. The findings of this study will inform business leaders on effective practices that may increase the attendance of their orientation sessions regarding sustainable business practices and contribute to the emerging research field of employee sustainability message preferences
The Heart of the Problem: Assessing the Relationship between Workaholism and Health-Related Outcomes
Get PDFWorkaholism was initially proposed by Oates (1971) to describe “a person whose need for work has become so excessive that it creates a noticeable disturbance or interference with bodily health, personal happiness, and interpersonal relations, and with smooth social functioning” (p. 4). Since the 1970s, this term has undergone phases of conceptualization such as addiction (Ng et al., 2007), syndrome (Aziz & Zickar, 2006), and a multi-dimensional construct (Clark et al., 2020). Substantial research has assessed health outcomes associated with workaholism such as hypercholesterolemia (Aziz et al., 2015), poor BMI (Aziz et al., 2017), and risk behaviors associated with cardiovascular disorder (i.e., smoking, alcohol consumption; Thurston et al., 2013). We aim to assess if workaholic employees foresee or worry about negative health outcomes. If our results are significant, we will provide future directions regarding a leader\u27s responsibility to implement effective interventions within organizations. By doing so, we suggest managers can improve employee health and reduce the potential onset of chronic diagnoses. We hypothesize a direct relationship between workaholism and heart anxiety (H1), psychological well-being (H2), work-life balance (H3), and psychological well-being (H4). Based upon potential significant findings, recovery experiences will be tested as a moderator in the relationships between workaholism and heart anxiety (H5) and workaholism and psychological well-being (H6). Furthermore, work-life balance will be tested as a moderator in the relationships between workaholism and heart anxiety (H7) and workaholism and psychological well-being (H8). Variables will be measured with the Multi-Dimensional Workaholism Scale (Clark et al., 2020), Recovery Experience Questionnaire (Sonnentag & Fritz, 2007), Work-Life Balance Assessment (Brough et al., 2014), Cardiac Anxiety Questionnaire (Eifert et al., 2000), and Ryff’s Consolidated Psychological Well-Being measure (Ryff & Keyes, 1995). A host of personal and occupational demographics will be used to account for the potential influence of extraneous variables. The sample will consist of a random selection of faculty and staff at a southeastern university. An online survey will be administered with the approval of a university-based Survey Review and Oversight Committee. Data analyses will be conducted with correlations and multiple regressions. We will use Hayes (2017) PROCESS to assess the potential influence of moderating relationships