How and when do work stressors and peer norms impact career entrants’ alcohol-related behavior and its consequences?

IF 4.5 2区管理学 Q1 MANAGEMENT

Human Relations Pub Date : 2024-12-17 DOI:10.1177/00187267241298620

Inbal Nahum-Shani, Jamie RT Yap, Peter A Bamberger, Mo Wang, Mary E Larimer, Samuel B Bacharach

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Abstract

Do the key drivers of alcohol misuse change as young adults transition from early to late stages of employee onboarding? To answer this question, a series of hypotheses were tested based on two waves of data collected from 1240 college graduates from four different universities in the United States who reported obtaining full-time employment following college graduation. Data on alcohol misuse and hypothesized mechanisms—peer drinking norms and work-related stressors—were collected during the early (i.e. first few months on the job: T1) and late (12 months following initial assessment: T2) stages of employee onboarding. Results indicate that both a key work-related stressor (role overload) and injunctive peer drinking norms (i.e. those focusing on others’ approval) drive alcohol misuse in the transition from early to late stages of onboarding. However, while the relationships between injunctive peer drinking norms and alcohol misuse remain constant over the two measurement points, the mediated relationships between work-related stressors and alcohol misuse via distress is curvilinear and significantly weakens from early to late onboarding. We argue that this observed attenuation suggests that some risk factors can drive alcohol misuse in a way that is non-monotonic as well as dynamic over the course of emerging adults’ career entry.

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来源期刊

Human Relations Multiple-

CiteScore

12.60

自引率

7.00%

发文量

期刊介绍： Human Relations is an international peer reviewed journal, which publishes the highest quality original research to advance our understanding of social relationships at and around work through theoretical development and empirical investigation. Scope Human Relations seeks high quality research papers that extend our knowledge of social relationships at work and organizational forms, practices and processes that affect the nature, structure and conditions of work and work organizations. Human Relations welcomes manuscripts that seek to cross disciplinary boundaries in order to develop new perspectives and insights into social relationships and relationships between people and organizations. Human Relations encourages strong empirical contributions that develop and extend theory as well as more conceptual papers that integrate, critique and expand existing theory. Human Relations welcomes critical reviews and essays: - Critical reviews advance a field through new theory, new methods, a novel synthesis of extant evidence, or a combination of two or three of these elements. Reviews that identify new research questions and that make links between management and organizations and the wider social sciences are particularly welcome. Surveys or overviews of a field are unlikely to meet these criteria. - Critical essays address contemporary scholarly issues and debates within the journal''s scope. They are more controversial than conventional papers or reviews, and can be shorter. They argue a point of view, but must meet standards of academic rigour. Anyone with an idea for a critical essay is particularly encouraged to discuss it at an early stage with the Editor-in-Chief. Human Relations encourages research that relates social theory to social practice and translates knowledge about human relations into prospects for social action and policy-making that aims to improve working lives.