When thriving requires effortful surviving: Delineating manifestations and resource expenditure outcomes of microaggressions for Black employees.

Although overt racism is condemned by many organizations, insidious forms of racism persist. Drawing on the conservation of resources framework (Hobfoll, 1989), this article identifies forms and outcomes of racial microaggressions-daily verbal, behavioral, and environmental indignities that denigrate individuals from racially minoritized groups (Sue, Capodilupo, et al., 2007). Leveraging survey data from 345 Black employees, open-ended question qualitative insights delineate three overarching themes of workplace microaggression toward Black employees: anti-Black stereotype expression, racialized role assignment, and interactional injustice. We also detail how these themes manifest in nine distinct ways. Then, we model the cognitive and emotional resource recovery and protection processes that Black employees engage in to overcome workplace microaggressions. Quantitative results demonstrated that workplace microaggressions related to subsequent resource replenishment (i.e., co-rumination, or discussing feelings and venting about problems with coworkers; Rose, 2002) and protection (i.e., racism-related vigilance, or mentally preparing for anticipated racism; Clark et al., 2006) efforts. Further, results suggested undesirable effects of microaggressions on burnout and job satisfaction. Finally, we found a positive relationship between resourcing efforts and job satisfaction but found no support for trait resiliency or organizational support as buffers of microaggression effects. Implications for future research and direct interventions are discussed. (PsycInfo Database Record (c) 2023 APA, all rights reserved).

Worrying About Finances During COVID-19: Resiliency Enhances the Effect of Worrying on Both Proactive Behavior and Stress.

Amidst the COVID-19 pandemic and resulting economic instability, many people are contending with financial insecurity. Guided by Conservation of Resources Theory (Hobfoll, American Psychologist 44:513-524, 1989; Hobfoll et al., Annual Review of Organizational Psychology and Organizational Behavior 5:103-128, 2018), the current research explores the consequences of experiencing financial insecurity during a pandemic, with a focus on individuals who report relatively higher rates of financial insecurity, performance challenges, and stress during such experiences: working parents (American Psychological Association, 2022). This research also examines the role that personal resources, in the form of trait resiliency, play in the relationships between financial insecurity and behavioral and psychological outcomes including worrying, proactive behaviors, and stress. In a study of 636 working parents and their children, we find that financial insecurity heightens worrying, underscoring the threatening nature of the loss or anticipated loss of material resources. Worrying, in turn, promotes proactive behaviors at work-an effect that is more pronounced among high-resiliency individuals. However, worrying is also associated with elevated stress among high-resiliency individuals, providing support for a trait activation perspective (rather than buffering hypotheses) on ongoing, uncontrollable adversities. Taken together, our results help to (1) illuminate the impact of financial insecurity on work and well-being, (2) reveal a mechanism (i.e., worrying) that helps explain the links between financial insecurity and work and personal outcomes, and (3) expand our knowledge of the implications trait resiliency has for both psychological and behavioral reactions to ongoing crises.

The Need for Understanding and Addressing Microaggressions in the Workplace.

The special issue on microaggressions highlighted how subtle interpersonal bias is complex, harms its targets, and reinforces established systems of inequity. The aim of this commentary is to contribute an organizational science perspective to this insightful and important dialogue. Given that the workplace is a microcosm of the broader society where adults spend most of their waking hours, studying microaggressions in this context can shed light on their unique manifestations and consequences, as well as methods to address this unique source of workplace adversity. Unlike other social contexts, many employees do not have complete autonomy over whom they interact with (e.g., choosing one's supervisor, officemates, or clients) and what they are able to convey authentically and safely in those interactions (i.e., choices about how one responds to microaggressions). As a result, people from minoritized backgrounds must often maintain professional relationships with colleagues or supervisors who harbor bias and (un)consciously convey it via microinvalidations, microassaults, and microinsults. Further, reward systems in the world of work (e.g., wages, promotions) may not only reflect but also reinforce systems of disadvantage (e.g., who experiences social mobility). In addition to understanding microaggressions in the workplace, there is a need to actively address them. We engage with Ong et al., Johnson et al., and Spanierman et al. to suggest that organizational understanding and remediation of microaggressions offers a viable avenue for challenging systems of oppression and fostering employee and organizational resilience to adversity.

Understanding how family demands impair health behaviors in working sole mothers: The role of perceived control over leisure time.

Working sole mothers (i.e., nonpartnered women who work) may experience elevated family demands that impose barriers to pursuing health behaviors during their daily leisure time. We aimed to map the process through which evening family demands influence leisure-time health behaviors in this priority population of employees, in an effort to identify targets for intervention development and health disparity reduction. Conducting a 7-day daily survey study in a sample of 102 working sole mothers, we supported perceptions of control over leisure time as a key mechanism linking evening family demands to leisure-time exercise. Furthermore, we identified the individual difference of present focus (i.e., a tendency to focus on current experiences) as a key factor that alters how evening family demands affect control over leisure time, which ultimately mitigates the detrimental influence of these demands on evening exercise engagement. In contrast, we did not find evidence to support relationships of evening family demands with the health behaviors of leisure time consumption of alcohol or high sugar, high fat foods via control over leisure time. We discuss how our findings advance theory regarding how family demands influence health and inform practical efforts to reduce health disparities that working sole mothers face.

A Resource Model of Team Resilience Capacity and Learning.

A team's capacity to bounce back from adversities or setbacks (i.e., team resilience capacity) is increasingly valuable in today's complex business environment. To enhance our understanding of the antecedents and consequences of team resilience capacity, we develop and empirically test a resource-based model that delineates critical team inputs and outputs of resilience capacity. Drawing from conservation of resources theory, we propose that voice climate is a critical resource that builds team resilience capacity by encouraging intrateam communication and that leader learning goal orientation (LGO) amplifies this relationship by orienting team discourse toward understanding and growing from challenges. In turn, we propose that team resilience capacity is positively related to team learning behaviors, as teams with a higher resilience capacity are well-positioned to invest their resources into learning activities, and that team information elaboration amplifies this relationship by facilitating resource exchange. Results of a time-lagged, multisource field study involving 48 teams from five Canadian technology start-ups supported this moderated-mediated model. Specifically, voice climate was positively related to team resilience capacity, with leader LGO amplifying this effect. Further, team resilience capacity was positively related to team learning behaviors, with information elaboration amplifying this effect. Altogether, we advance theory and practice on team resilience by offering empirical support on what builds team resilience capacity (voice climate) and what teams with a high resilience capacity do (learning), along with the conditions under which these relationships are enhanced (higher leader LGO and team information elaboration).