Hot, cold, or both? A person-centered perspective on death awareness during the COVID-19 pandemic.

The COVID-19 pandemic-as an omnipresent mortality cue-heightens employees' awareness of their mortality and vulnerability. Extant research has identified two distinct forms of death awareness: death anxiety and death reflection. Because researchers have exclusively examined death anxiety and death reflection as independent and unique variables across individuals while overlooking their interplay and co-existence within individuals, we know little about whether and why employees can have different combined experiences of two forms of death awareness over a certain period of time (e.g., during the pandemic), and how these different employee experiences relate to theoretically and practically important work-relevant consequences. To address this gap in our knowledge, we adopted a person-centered approach using latent profile analysis to consider death anxiety and death reflection conjointly within employees during the COVID-19 pandemic. Across two studies, we identified three distinct death awareness profiles-the disengaged, calm reflectors, and anxious reflectors-and found membership in these profiles systematically varied according to health- (e.g., risk of severe illness from COVID-19), work- (e.g., job-required human contact), and community-related (e.g., the number of regional infections) factors influencing the self-relevance of COVID-19 as a mortality cue. In addition, we found that these death awareness profiles differentially predicted important employee outcomes, including well-being (i.e., depression and emotional exhaustion) and prosocial behaviors at work (i.e., organizational citizenship behaviors and pro-diversity behavior). (PsycInfo Database Record (c) 2021 APA, all rights reserved).

On the relation between felt trust and actual trust: Examining pathways to and implications of leader trust meta-accuracy.

Research has long emphasized that being trusted is a central concern for leaders (Dirks & Ferrin, 2002), but an interesting and important question left unexplored is whether leaders feel trusted by each employee, and whether their felt trust is accurate. Across 2 field studies, we examined the factors that shape the accuracy of leaders' felt trust-or, their trust meta-accuracy-and the implications of trust meta-accuracy for the degree of relationship conflict between leaders and their employees. By integrating research on trust and interpersonal perception, we developed and tested hypotheses based on 2 theoretical mechanisms-an external signaling mechanism and an internal presumed reciprocity mechanism-that theory suggests shape leaders' trust meta-accuracy. In contrast to the existing literature on felt trust, our results reveal that leader trust meta-accuracy is shaped by an internal mechanism and the presumed reciprocity of trust relationships. We further find that whether trust meta-accuracy is associated with positive relational outcomes for leaders depends upon the level of an employee's actual trust in the leader. Our research contributes to burgeoning interest in felt trust by elucidating the mechanisms underlying trust meta-accuracy and suggesting practical directions for leaders who seek to accurately understand how much their employees trust them. (PsycInfo Database Record (c) 2020 APA, all rights reserved).

Honor among thieves: The interaction of team and member deviance on trust in the team.

In this article, we examine member trust in deviant teams. We contend that a member's trust in his or her deviant team depends on the member's own deviant actions; although all members will judge the actions of their deviant teams as rational evidence that they should not be trusted, deviant members, but not honest members, can hold on to trust in their teams because of a sense of connection to the team. We tested our predictions in a field study of 562 members across 111 teams and 24 organizations as well as in an experiment of 178 participants in deviant and non-deviant teams. Both studies show that honest members experience a greater decline in trust as team deviance goes up. Moreover, our experiment finds that deviant members have as much trust in their deviant teams as honest members do in honest teams, but only in teams with coordinated rather than independent acts of deviance, in which deviant members engage in a variety of ongoing dynamics foundational to a sense of connection and affective-based trust. (PsycINFO Database Record

Beyond generational differences: a literature review of the impact of relational diversity on nurses' attitudes and work.

AIM: Based on a review of the empirical literature, we examine the influence of selected diversity attributes on nurses' work-related attitudes and behaviour. BACKGROUND: The nursing workforce has become increasingly heterogeneous in its age, educational attainment, and ethnicity/race distributions. There is considerable speculation, in the literature, that the work values of recent nursing graduates are discordant with more experienced nurses. RESULTS: A review of studies published between 1980 and 2009 in nursing, healthcare, psychology, and organizational behaviour led to the inclusion of 19 peer-reviewed research articles, from which our analyses are drawn. KEY ISSUES: The findings indicate that age diversity leads to negative behaviour toward others in the workgroup (e.g. poor collegial relationships) whereas perceived work-values diversity is negatively associated with individuals' own attitudes and behaviour toward their work as well as toward other members of their workgroup. CONCLUSIONS: There is inconclusive evidence about the attributes that most significantly influence nurses' attitudes and work; however, preliminary evidence supports the salience of work values. IMPLICATIONS FOR NURSING MANAGEMENT: Irrespective of the actual diversity within workgroups, how nurses see one another can have a significant impact on members of their workgroups and their functioning. Broader conceptualizations of diversity are necessary.

Trust that binds: the impact of collective felt trust on organizational performance.

The impact of employees' collective perceptions of being trusted by management was examined with a longitudinal study involving 88 retail stores. Drawing on the appropriateness framework (March, 1994; Weber, Kopelman, & Messick, 2004), the authors develop and test a model showing that when employees in an organization perceive they are trusted by management, increases in the presence of responsibility norms, as well as in the sales performance and customer service performance of the organization, are observed. Moreover, the relationship between perceptions of being trusted and sales performance is fully mediated by responsibility norms.

Excess mortality in the aftermath of Hurricane Katrina: a preliminary report.

BACKGROUND: Reports that death notices in the Times-Picayune, the New Orleans daily newspaper, increased dramatically in 2006 prompted local health officials to determine whether death notice surveillance could serve as a valid alternative means to confirm suspicions of excess mortality requiring immediate preventive actions and intervention. METHODS: Monthly totals of death notices from the Times-Picayune were used to obtain frequency and proportion of deaths from January to June 2006. To validate this methodology the authors compared 2002 to 2003 monthly death frequency and proportions between death notices and top 10 causes of death from state vital statistics. RESULTS: A significant (47%) increase in proportion of deaths was seen compared with the known baseline population. From January to June 2006, there were on average 1317 deaths notices per month for a mortality rate of 91.37 deaths per 100,000 population, compared with a 2002-2004 average of 924 deaths per month for a mortality rate of 62.17 deaths per 100,000 population. Differences between 2002 and 2003 death notices and top 10 causes of death were insignificant and had high correlation. DISCUSSION: Death notices from local daily newspaper sources may serve as an alternative source of mortality information. Problems with delayed reporting, timely analysis, and interoperability between state and local health departments may be solved by the implementation of electronic death registration.