Subjects: Psychology >> Social Psychology submitted time 2023-03-28 Cooperative journals: 《心理科学进展》
Abstract： Uncertainties in the external environment are constant and difficult to predict in a world filled with VUCA (volatility, uncertainty, complexity, ambiguity; Bennett & Lemoine, 2014), which has caused career shocks to become an increasingly important part of current career scholarship. Akkermans et al. (2018) defined a career shock as “a disruptive and extraordinary event that is, at least to some degree, caused by factors outside the focal individual’s control and that triggers a deliberate thought process concerning one’s career” (p. 4). These authors suggested that the occurrence of a career shock can either be positively or negatively valenced (Akkermans et al., 2018); that is, positive career shocks are more likely to be associated with positive career outcomes, and negative shocks are more likely to be associated with negative outcomes. However, due to individual differences in the cognition of events or time factors, this categorization may have some shortcomings. We found that the literature includes several theoretical perspectives that have been or could be used to scaffold our understanding of the positive or negative impacts of career shocks, and a multiperspective model may provide evidence to support the reclassification of career shocks and help clarify the effects of career shocks. First, we found that the main reasons for the positive or negative effects of career shocks on employees’ behaviour can be explained in terms of different mechanisms and processes. More specifically, the transactional model of stress and coping, the job demands-resources model, and affective event theory could help elucidate how different cognitive, motivational and emotional responses to a career shock can influence the effects of such shocks on behavioural outcomes, those providing insights into the different processes by which shocks impact outcomes. Event system theory focuses on the characteristics or attributes of career shock events that make them salient and therefore likely to impact such outcomes, which could also help explain how their impacts can be extended over time as events vary in duration and timing or as event strength evolves. Second, based on the transactional model of stress and coping, the present study proposed a new classification of career shocks, namely, challenging career shocks and hindering career shocks. Third, we explored the mechanism underlying the impacts of challenging and hindering career shocks on individual behaviour based on the transactional model of stress and coping, the job demands-resources model, and affective event theory. We proposed that challenging career shocks are positively related to problem-focused coping, work engagement and positive affectivity and that hindering career shocks are positively related to emotion-focused coping, burnout and negative affectivity. Furthermore, the attributes (e.g., the strength) of events could moderate the effects of career shocks. Finally, we identify a number of avenues for future research, including developing the concept and attributes of career shock, enriching the empirical research on the new classification of career shocks, exploring additional mechanisms underlying career shocks, and examining the outcomes of career shocks. The present study contributes to the emerging career shock literature by providing a new perspective on the classification of career shocks and developing a new dedicated theoretical model to help us understand the mechanisms underlying career shocks and their effects on career processes as well as behavioural outcomes more completely. Our study also has important practical implications for helping employees make sense of and prepare for career shocks; this research can also improve the ability of career counsellors and managers to help employees better cope with career shocks by avoiding their negative impacts, which is conducive to the long-term and stable development of organizations and employees.
Subjects: Psychology >> Social Psychology submitted time 2023-03-28 Cooperative journals: 《心理科学进展》
Abstract： Most of previous research on empowering leader behavior has adopted a leader-centric approach to examine its effectiveness. With the arising of followership theory, more research has emphasized the importance of examining leadership effectiveness from the follower-centric approach. Expectation plays an import role in management. Employee empowerment expectation refers to a set of norms that employees perceived about the responsibilities and obligations the leader should shoulder in terms of empowering. Most of the existing empirical research concentrate on the effect of employee and leader empowerment fit and emphasize that employee’s leadership role expectation has a direct impact on individual behavior from the perspective of congruence. However, previous review of empowerment mainly focused on leader empowering behavior and pay little attention to employee empowerment expectation. From the perspective of the theoretical explanation of the role of employee empowerment expectation in the process of empowerment, the theories used are relatively scattered, based on which, there is a lack of systematic review of the findings and shortcomings. The concepts, measurements and related theories involved in the effect of employee empowerment expectation were systematically reviewed. To date, the measurement of employee empowerment expectation is realized by changing the subject of measurement items, referring to Ahearne’s (2005) leadership empowerment behavior scale. Previous empirical studies have mainly explored the effect of employee empowerment expectation from the perspective of employee and leader congruence, while there is no empirical study has focused on the separate influence or formation mechanism of it. There are two type research on the congruence of employee and leader empowerment expectation: (1) The congruence of expectation and experience, which is the congruence of employee’s empowerment expectation and leader’s empowering behavior. And the measurement of leader empowering behavior is divided into employee-rated and leader self-rated. (2) evaluators congruence, such as employee self-rated and leader-rated employee empowerment expectation. In addition, from the role set theory, leader categorization theory and met expectation theory, this paper summarized the effect and research conclusions of employee empowerment expectation. Further research can expand current research based on the congruence perspective with the help of more accurate measurement of employee empowerment expectation, or break through the existing research paradigm and recognize employee empowerment expectation as a more important separate variable based on the following theory or implicit leadership theory, as well as systematically explore its antecedents and outcomes: (1) Based on the implicit leadership theory, future research can enrich the measurement of employee empowerment expectation. (2) Drawing on the person-environment fit theory (especially the employee-leader fit), future research can explain the empowerment congruence of employee and leader, such as exploring the path of “employee and leader empowerment expectation congruence → leader relational identity→ employee proactive behavior” based on the relational identity theory. (3) Future research can discuss the main effect of employee empowerment expectation, exploring the path of “employee empowerment expectation → employee following behavior (e.g., proactive behavior) → leader empowering behavior” based on the following theory. (4) In view of the fact that employee empowerment expectation can be used as a moderator and a separate variable to influence employee’s attitude, behavior and leadership effectiveness, future research can analyze the antecedents of employee empowerment expectation. (5) Future research can discuss the antecedents and outcomes of employee empowerment expectation from the perspective of segmentation dimension.
submitted time 2023-03-25 Cooperative journals: 《心理科学进展》
Abstract： Uncertainties in the external environment are constant and difficult to predict in a world filled with VUCA (volatility, uncertainty, complexity, ambiguity; Bennett & Lemoine, 2014), which has caused career shocks to become an increasingly important part of current career scholarship. Akkermans et al. (2018) defined a career shock as “a disruptive and extraordinary event that is, at least to some degree, caused by factors outside the focal individual’s control and that triggers a deliberate thought process concerning one’s career” (p. 4). These authors suggested that the occurrence of a career shock can either be positively or negatively valenced (Akkermans et al., 2018); that is, positive career shocks are more likely to be associated with positive career outcomes, and negative shocks are more likely to be associated with negative outcomes. However, due to individual differences in the cognition of events or time factors, this categorization may have some shortcomings. We found that the literature includes several theoretical perspectives that have been or could be used to scaffold our understanding of the positive or negative impacts of career shocks, and a multiperspective model may provide evidence to support the reclassification of career shocks and help clarify the effects of career shocks. First, we found that the main reasons for the positive or negative effects of career shocks on employees’ behaviour can be explained in terms of different mechanisms and processes. More specifically, the transactional model of stress and coping, the job demands-resources model, and affective event theory could help elucidate how different cognitive, motivational and emotional responses to a career shock can influence the effects of such shocks on behavioural outcomes, those providing insights into the different processes by which shocks impact outcomes. Event system theory focuses on the characteristics or attributes of career shock events that make them salient and therefore likely to impact such outcomes, which could also help explain how their impacts can be extended over time as events vary in duration and timing or as event strength evolves. Second, based on the transactional model of stress and coping, the present study proposed a new classification of career shocks, namely, challenging career shocks and hindering career shocks. Third, we explored the mechanism underlying the impacts of challenging and hindering career shocks on individual behaviour based on the transactional model of stress and coping, the job demands-resources model, and affective event theory. We proposed that challenging career shocks are positively related to problem-focused coping, work engagement and positive affectivity and that hindering career shocks are positively related to emotion-focused coping, burnout and negative affectivity. Furthermore, the attributes (e.g., the strength) of events could moderate the effects of career shocks. Finally, we identify a number of avenues for future research, including developing the concept and attributes of career shock, enriching the empirical research on the new classification of career shocks, exploring additional mechanisms underlying career shocks, and examining the outcomes of career shocks. The present study contributes to the emerging career shock literature by providing a new perspective on the classification of career shocks and developing a new dedicated theoretical model to help us understand the mechanisms underlying career shocks and their effects on career processes as well as behavioural outcomes more completely. Our study also has important practical implications for helping employees make sense of and prepare for career shocks; this research can also improve the ability of career counsellors and managers to help employees better cope with career shocks by avoiding their negative impacts, which is conducive to the long-term and stable development of organizations and employees.
Subjects: Medicine, Pharmacy >> Clinical Medicine submitted time 2022-12-23
Abstract：
Most previous studies agree that career shocks can be either positively (receiving an unexpected award) or negatively (unexpectedly losing one’s job) valenced. However, due to individual differences in the cognition of events or time factors, this categorization may have some shortcomings. Based on the transactional model of stress and coping, the present study proposes a new classification of career shocks, namely, challenging and hindering career shocks, and further explores the mechanism underlying the impacts of career shocks on individual behaviour based on the transactional model of stress and coping, the job demands-resources model, affective event theory, and event system theory; finally, the paper clarifies when and why career shocks have positive or negative impacts on employees.
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