2018 - Reprints: Organizational Behavior and Human Resources

Much is known about stress and its resulting strain (i.e., negative outcomes such as burnout or impaired health), but not about how we perceive others' strain and what the outcomes of such strain perceptions are. We integrated the social-projection and stress-mindset literatures to investigate, for the first time, the effect of holding a stress-is-enhancing, versus a stress-is-debilitating, mindset on social judgments of a target's strain, on the perceiver's consequent perceptions of the target's promotability, and on his or her intention to voluntarily help the target. We argued that perceivers may project their own stress-mindsets onto others, resulting in egocentrically-biased judgments of the latter's strain. We conducted four experimental and correlational studies, among 971 fully-employed Americans and Israelis, using a novel stress-mindset manipulation. We predicted and found evidence that, independent of the effects of mood, individuals holding a stress-is-enhancing versus a stress-is-debilitating mindset were less likely to judge a target experiencing a heavy workload as suffering from burnout, somatic symptoms, or presenteeism (i.e., reduced productivity at work due to health problems). We also revealed two important downstream outcomes: whereas the lower strain judgments associated with a stress-is-enhancing mindset led to a higher estimate of the target's promotability, they also led to a lower likelihood of helping him. Taken together, our findings establish a causal link between stress-mindset and judgments of others' strain, thereby extending the novel notion of stress-mindset beyond intra-personal outcomes to inter-personal effects. Results provide a foundation for future work addressing the accuracy of judgment of others' stress experience.

While the impact of team reflexivity (a.k.a. after-event-reviews, team debriefs) on team performance has been widely examined, we know little about its implications on other team outcomes such as member well-being. Drawing from prior team reflexivity research, we propose that reflexivity-related team processes reduce demands, and enhance control and support. Given the centrality of these factors to work-based strain, we posit that team reflexivity, by affecting these factors, may have beneficial implications on 3 core dimensions of employee burnout, namely exhaustion, cynicism, and inefficacy (reduced personal accomplishment). Using a sample of 469 unskilled manufacturing workers employed in 73 production teams in a Southern Chinese factory, we implemented a time lagged, quasi-field experiment, with half of the teams trained in and executing an end-of-shift team debriefing, and the other half assigned to a control condition and undergoing periodic postshift team-building exercises. Our findings largely supported our hypotheses, demonstrating that relative to team members assigned to the control condition, those assigned to the reflexivity condition experienced a significant improvement in all 3 burnout dimensions over time. These effects were mediated by control and support (but not demands) and amplified as a function of team longevity.

Over the past 30 years, conservation of resources (COR) theory has become one of the most widely cited theories in organizational psychology and organizational behavior. COR theory has been adopted across the many areas of the stress spectrum, from burnout to traumatic stress. Further attesting to the theory’s centrality, COR theory is largely the basis for the more work-specific leading theory of organizational stress, namely the job demands-resources model. One of the major advantages of COR theory is its ability to make a wide range of specific hypotheses that are much broader than those offered by theories that focus on a single central resource, such as control, or that speak about resources in general. In this article, we will revisit the principles and corollaries of COR theory that inform those more specific hypotheses and will review research in organizational behavior that has relied on the theory.