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We present a model of organizational monitoring that integrates organizational justice and information privacy. Specifically, we adopt the position that the formation of invasiveness and unfairness attitudes is a goal-driven process. We employ cybernetic control theory and identity theory to describe how monitoring systems affect one's ability to maintain a positive self-concept. Monitoring provides a particularly powerful cue that directs attention to self-awareness. People draw on fairness and privacy relevant cues inherent in monitoring systems and embedded in monitoring environments (e.g., justice climate) to evaluate their identities. Discrepancies between actual and desired personal and social identities create distress, motivating employees to engage in behavioral self-regulation to counteract potentially threatening monitoring systems. Organizational threats to personal identity goals lead to increased invasiveness attitudes and a commitment to protect and enhance the self. Threats to social identity lead to increased unfairness attitudes and lowered commitment to one's organization. Implications for theory and research on monitoring, justice, and privacy are discussed along with practical implications.

This chapter presents an investigation of the relationship between psychological entitlement and stress. Empirical and conceptual evidence is considered suggesting that Conservation of Resources (COR) theory may apply differently to employees with a heightened sense of entitlement. Using attribution and COR theory, a conceptual framework is offered predicting that entitlement is positively associated with subjective stress, based on the logic that psychologically entitled employees develop unjustifiably inflated levels of self-evaluative internal coping resources such as self-esteem and self-efficacy that promote unmet expectations. It is also proposed that political skill and the ability to manage perceptions of competency may attenuate this relationship. The chapter concludes with a discussion of the challenges associated with managing psychologically entitled employees.

In this chapter, we explore the implications of benign and malicious envy in the workplace and suggest methods by which leaders can manage the situational context to minimize negative responses to envy and promote positive responses. We argue that three aspects of the organizational context are especially influential in the development of envy: perceptions of fairness, employees’ feelings of control over their situation, and organizational culture. All three impact whether felt envy will be benign or malicious. In addition, the right organizational culture can prevent any feelings of malicious envy from leading to undesirable behaviors. We suggest that by fostering justice, promoting employee feelings of control, and exemplifying an ethical organizational culture leaders can manage the manifestation of envy and resulting behaviors in a positive direction.

As they say, “Change is the only constant.” Thriving and surviving during a period of extraordinary collision of technological advances, globalization, and climate change can be daunting. At any given point in one’s life, a transition can be interpreted in terms of the magnitude of change (how big or small) and the individual’s ontological experience of change (whether it disrupts an equilibrium or adapts an emergent way of life). These four quadrants represent different ways to live in a highly dynamic and complex world. We share the resulting four-quadrant framework from a quantitative and a mixed methods study to examine responses to various ways we respond to transitions. Contingent upon these two dimensions, one can use a four-quadrant framework to mobilize resources to design a response and hypothesize a desired outcome. Individuals may find themselves at various junctions of these quadrants over a lifespan. These four quadrants provide “requisite variety” to navigate individual ontology as they move into and out of fluid spaces we often call instability during a time of transition. In this chapter, we identified social, cognitive, psychological, and behavioral factors that contribute to thriving transition experiences, embracing dynamic stability. Two new constructs were developed, the first measures the receptivity to change, Transformation Quotient (TQ) and second measures the range of responses to transitions from surviving to thriving, Thriving Transitional Experiences (TTE). We hope our work will pave the way for Thriving to become a “normal” outcome of experiencing change by transforming the lexicon and expectation of engaging with transitions.

Achievement motivation is not a fixed quantity. Rather, it depends, in part, on one’s subjective construal of the learning environment and their place within it – their narrative. In this paper, we describe how brief interventions can maximize student motivation by changing the students’ narratives.

We review the recent field experiments testing the efficacy of social-psychological interventions in classroom settings. We focus our review on four types of interventions: ones that change students’ interpretations of setbacks, that reframe the learning environment as fair and nonthreatening, that remind students of their personal adequacy, or that clarify students’ purpose for learning.

Such interventions can have long-lasting benefits if changes in students’ narratives lead to initial achievement gains, which further propagate positive narratives, in a positive feedback loop. Yet social-psychological interventions are not magical panaceas for poor achievement. Rather, they must be targeted to specific populations, timed appropriately, and given in a context in which students have opportunities to act upon the messages they contain.

Social-psychological interventions can help many students realize their achievement potential if they are integrated within a supportive learning context.

The current chapter presents a qualitative analysis of the emotional and substantive content of 300 vents found on public job-related venting web sites. We leverage the related yet distinct literatures on venting, complaining, expressive writing, and computer-mediated communication to gain insight into how employees understand, communicate, and try to manage emotional experiences at work through these types of outlets. We found that employees vent about mistreatment by others, others’ incompetence or laziness, inequity, under-stimulation, and broader economic trends. In doing so, they often express anger in extreme forms involving profanity, personal attacks, and desires for retribution.

We examine the influence of the self-assessment and self-enhancement motives on the choice of comparison organizations in two experimental studies. Study 1 shows that: (1) self-assessment generally prevailed over self-enhancement, guiding decision makers to choose organizations that were more similar and had better performance; (2) self-enhancement was more pronounced under conditions of low performance, leading participants to more frequently choose organizations that were less similar and had lower performance; and (3) self-enhancing comparisons inhibited perceptions of failure and the propensity to make changes. Study 2 extends the results of Study 1 by showing that participants were more likely to choose comparison organizations that had lower performance and were less similar when they were in a self-enhancement mindset than when they were in a self-assessment mindset. The combined effects of self-assessment and self-enhancement on the choice of comparison organizations are discussed in relation to the broader organizational literature on learning from performance feedback.

Politeness rituals can be understood as socially facilitative, performative speech acts that operate at the meso-level of Goffmanian interaction order, translating macro-level cultural scripts into micro-social action. Whereas previous research has focused on individual face-saving, this chapter examines the implications of politeness for the group face of speech communities, demonstrating the concept of collective facework. Taking Swedish culture as an example, I observe a tension between two sets of rules: the Nordic code of Jante Law, which frowns upon boasting and encourages humility, and the values of honesty and conversational directness. This is dramaturgically resolved through polite forms of talk, such as strategic reticence and sanctioning verbal domination. These interaction rituals perform collective facework to address negative and positive collective face needs.

The authors ask whether individuals tasked with persuading others have distinct and important concerns regarding their occupational stress and well-being. The authors argue that a well-known model from the marketing literature – the persuasion knowledge model (PKM; Friestad & Wright, 1994) – illuminates a number of issues for future study. The authors further argue for a number of extensions to the PKM to account for the persuasion agent’s side of the interaction. Next, the authors consider potential stressors that are distinctive to the persuasion encounter, as well as the strategies that persuasion agents engage to cope. This discussion reveals a number of potential negative consequences for the agents themselves, as well as their employing firms and customers. Finally, the authors present some thoughts on what persuasion agents, their managers, and external regulators can do to mitigate these negative consequences.

Organizational researchers studying well-being – as well as organizations themselves – often place much of the burden on employees to manage and preserve their own well-being. Missing from this discussion is how – from a human resources management (HRM) perspective – organizations and managers can directly and positively shape the well-being of their employees. The authors use this review to paint a picture of what organizations could be like if they valued people holistically and embraced the full experience of employees’ lives to promote well-being at work. In so doing, the authors tackle five challenges that managers may have to help their employees navigate, but to date have received more limited empirical and theoretical attention from an HRM perspective: (1) recovery at work; (2) women’s health; (3) concealable stigmas; (4) caregiving; and (5) coping with socio-environmental jolts. In each section, the authors highlight how past research has treated managerial or organizational support on these topics, and pave the way for where research needs to advance from an HRM perspective. The authors conclude with ideas for tackling these issues methodologically and analytically, highlighting ways to recruit and support more vulnerable samples that are encapsulated within these topics, as well as analytic approaches to study employee experiences more holistically. In sum, this review represents a call for organizations to now – more than ever – build thriving organizations.