Index

What the paper says

Citation (2022), "Index", Perrewé, P.L., Harms, P.D. and Chang, C.-H.(D). (Ed.) Examining the Paradox of Occupational Stressors: Building Resilience or Creating Depletion (Research in Occupational Stress and Well Being, Vol. 20), Emerald Publishing Limited, Bingley, pp. 171-174. https://doi.org/10.1108/S1479-355520220000020002 Publisher: Emerald Publishing Limited Copyright © 2022 Pamela L. Perrewé, Peter D. Harms and Chu-Hsiang (Daisy) Chang INDEX Abusive supervision, 159–162 Active coping, 2 Adaptive qualities, 142–143 Adaptive resilience, 42 Adversity, 34–35 Affective commitment, 92 Aggression, 152–153 Agreeableness, 141 Airline employees, 53 Amazon Mechanical Turk (MTurk), 114 Anger, 13, 59, 133 Anxiety, 59, 132–133 Appraisal, 93 Appraising, 84 Approach orientation, 142 Attrition analyses, 114 Autonomous motivation, 81–82 Avoidance-orientation, 143 Between-domain interactions, 141 Between-person level coping, 11–12 Boundary conditions, 64 individual characteristics, 65–66 work characteristics, 66–68 Breaking character, 53–54, 58–64 Bullying, 155–159 Burnout, 84, 131 cynicism toward work, 85–86 exhaustion, 85 professional efficacy, 86 Challenge stressors, 84 Challenge-hindrance approach, 84 Challenge-hindrance stress conceptualization, 84 Challenge-hindrance theory, 108 Chef identity, 97–98 Cognitive activation theory of stress, 6 Cognitive appraisal, 84 paradox, 109–110 Commitment, 91–92 Concealment, 95–96 Conceptual clarity, 26 Conduct, 30 Conscientiousness, 141 Conscious self-regulation, 32 Conservation of resources theory (COR), 55–56, 163 Constructive resistance, 161 Controlled motivation, 82 Coping, 2, 7–8, 38 complexities, 4–5 flexibility, 12 options, 84 paradox, 12–14 repertoire, 11 styles, 2 within-and between-person level coping, 11–12 as within-person process and learning, 5–10 at work, 3–5 Counterproductive work behaviors (CWBs), 60 Credibility interval (CI), 83 Cross-sectional studies, 13 Customer mistreatment, 56–57 Customer sabotage, 59 Customer-facing jobs, 52, 56 Cynicism toward work, 85–86 “Dark side” of passion, 80 Deep acting, 53, 57 Dependence, 133 Depersonalization. See Cynicism toward work Depression, 59, 65, 132–133 Derogation, 95 Deviance, 59 Disappointment, 57 Discrepancy, 35 Discriminant validity for resilience, 37–41 Display rules, 52, 57–58, 64 Disturbances, 35 Dual-mediation process, 142 Dualistic Model of Passion (DMP), 80–82, 86, 99 and identity, 87 Dynamic resilience, 37 Dysfunctional resistance, 161 Emotion-focused coping, 4 Emotional exhaustion, 56 Emotional intelligence, 65–66 Emotional labor, 52, 56–58 stress of, 54 Emotional stability, 65 Emotions, 13 Enactment-related threat, 94 Episodic processes, 140 Eudemonic psychological well-being, 92 Exhaustion, 85 Experimentation, 9 Exploitation, 9 Exploration, 9 Facet approach, 133–134 Faking in bad faith. See Surface acting Fear, 57 Frustration, 13, 57 Goal, 30–31 frustration, 34–35 striving, 35–36, 43–44 Grit, 112, 115 Guilt, 57 Harassment, 153 Harm, 94 Harmonious passion (HP), 80, 82, 92 Health, 154 Hedonic psychological well-being, 92 Hindrance appraisals, 111 Hindrance stressors, 7–8, 13, 84 Hope, 113, 115 Hurt, 57 Identity, 80 exit, 97–98 protection responses, 95–96 restructuring responses, 97–99 salience, 90–91 theory, 81, 87–93, 90 threat, 81, 93–99 Incivility, 162–163 Influential theory on experiential learning, 6 Insecurity, 133 Interactional commitment, 92 Involuntariness, 113 Job characteristics approach, 137–138 Job insecurity, 108 appraisal profiles, 110–112 appraisals, 109, 115 cognitive appraisal paradox, 109–110 positive psychological predictors, 112–114 Job stressors, 5 Latent Change Score model, 17 Latent class analysis, 111 estimation, 116–118 membership, 118 Latent profile analysis, 17 Latent profiles, 111 Learning, 5–10 organizational culture, 67 paradox, 12–14 processes, 8–9 theoretical approaches to, 6–7 Maladaptive resilience, 42 Malicious leadership, 155 Meaning-related threat appraisals, 94 Misconduct, 152–153 Motivation, 30–33 Multilevel perspective, 2–3 Necessary causality, 135 Necessary conditions analysis (NCA), 135–137 Negative emotions, 57–58, 60 Neuroticism, 130–131 mediators of neuroticism–vigilance relationship, 142–144 moderators of neuroticism–vigilance relationship, 139–142 as predictor of vigilance performance, 132–133 studies based in integrated perspectives, 138–139 Normal functioning, 56 Obsessive passion (OP), 80, 82, 92 Occupational stress, 53–54 Optimism, 113, 115 Organizational citizenship behaviors (OCBs), 161 Organizational psychology, studies in, 8 Ostracism, 153, 163–164 Outcomes, 152 Overcoming/positive adaptation, 35–36 Overidentification, 88 Paradox, 154 classification, 154 methods, 154–155 Paradoxical relationships, 152 Paranoia, 130, 138 Passion, 80 dualistic model of passion and identity, 87 identity theory and work passion, 87–93 identity threat and work passion, 93–99 paradox of passion, 86–89 Performance, 130 Perpetrator, 159 Persistence domain, resilience within, 38–41 Personal accomplishment. See Professional efficacy Personality, 65 Physical well-being, 82–83 Positive affect, 66 Positive distinctiveness, 95 Positive emotions, 58 Positive psychological predictors, 112–114 Positive psychology, 109 Post-adversity persistence, 41 Prevention-focused coping, 7 Primary appraisal, 109–110, 112 Primary appraising, 84 Problem-focused coping, 3 Problem-solving, 2 Procrastination, 143 Professional efficacy, 86 Promotion-focused coping, 7 Psychological well-being, 82 Psychopathology, 11 Psychosocial stressor, 108 Random Intercept Cross-lagged Panel model, 17 Reappraisal, 4 Reflection, 8 Regulation processes, 32 Regulatory focus theory, 7 Resilience, 26, 54, 112–113, 115, 158 conceptual characteristics, 37 conceptualization, 29, 41–42 discriminant validity for resilience, 37–41 high-impact resilience definitions and sources, 27–28 integration of resilience into motivation domain, 30–33 necessary conditions for, 33–36 nomological network structure, 29 Review, 152 Risk, 34–35 Role commitment, 91–93 Role identity, 88–89 Rumination, 58 Sabotage, 59 behaviors, 61 Sadness, 62–63 Second-order factor model, 140 Secondary appraisal process, 94, 113 Secondary appraising, 84 Self-determination theory, 81 Self-efficacy, 113, 115 Self-evaluation, 87–88 Self-regulation, 32–33 framing, 41 Service workers, 59 “Shadow side” resilience, 35 Shame, 57 Social functioning, 83, 88, 91–92, 98 Statistical methods, 17 Strategic bullying, 160 Stress, 83–84 of emotional labor, 54 process, 5 resilience and, 37–38 Stressors, 109 theoretical approaches to, 6–7 Sufficient causality, 135 Suppression of emotions, 4 Surface acting, 52, 57 Time, 37 pressure, 13 “Too much of a good thing” effect, 81, 86, 100–101 Training, 67–68 Trait activation approach, 134–135 Trait resiliency, 33, 36 Transactional theory of stress, 38, 83, 111, 163 Tripartite model, 43 Unit-centered/controlled resilience, 37 Vigilance, 130 tasks, 130 Vigilance work, 130, 137 performance in, 131 Well-being, 12–14, 80, 82–83, 154 Within-domain interactions, 140–141 Within-person level coping, 11–12 Within-person process, 5–10 Work passion, 81, 87–99 Work-related well-being, 82 Workload, 13 Workplace mistreatment, 152 common consequences, 153–154 definition and forms, 152–153 specific forms of mistreatment, 155–164 Workplace resilience, 54–56 Workplace resiliency, 54 Book Chapters Prelims Chapter 1: Becoming Comfortable with the Uncomfortable: The Paradoxical Role of Learning in the Coping Process Chapter 2: What is Resilience? Offering Construct Clarity to Address “Quicksand” and “Shadow Side” Resilience Concerns Chapter 3: Walking the Tightrope: How and When the Paradoxical Act of Breaking Character Leads to Resilience Chapter 4: My Work is Who I Am, But it’s Killing Me: An Identity-based Approach to the Paradox of Passion Chapter 5: The Role of Positive Psychological Variables in the Cognitive Appraisal of Job Insecurity: A Latent Class Approach Chapter 6: The Paradox of Neuroticism and Vigilance Work Chapter 7: Paradoxical Relationships of Workplace Mistreatment Index