Catherine E Kleshinski, Kelly Schwind Wilson, Julia M Stevenson-Street, Lindsay Mechem Rosokha
{"title":"长期应对工作与非工作压力:以人为本,多研究整合应对的广度和深度。","authors":"Catherine E Kleshinski, Kelly Schwind Wilson, Julia M Stevenson-Street, Lindsay Mechem Rosokha","doi":"10.1037/apl0001207","DOIUrl":null,"url":null,"abstract":"<p><p>Coping is a dynamic response to stressors that employees encounter in their work and nonwork roles. Scholars have argued that it is not just whether employees cope with work-nonwork stressors-but how they cope-that matters. Indeed, prior research assumes that adaptive coping strategies-planning, prioritizing, positive reframing, seeking emotional and instrumental support-are universally beneficial, suggesting that sustaining high levels of these strategies is ideal. By returning to the roots of coping theory, we adopt a person-centered, dynamic approach using latent profile analysis and latent transition analysis across three multiwave studies (<i>N</i> = 1,370) to consider whether employees combine coping strategies and how remaining in or shifting between such combinations also matters. In a pilot study (<i>N</i> = 361), we explored profiles and their transitions during a time frame punctuated with macrolevel transitions that amplified employees' work-nonwork stressors (i.e., COVID-19), which revealed three profiles at Time 1 (<i>comprehensive copers, emotion-focused copers,</i> and <i>individualistic copers)</i> and a fourth profile at Time 2 <i>(surviving copers</i>). In Study 1 (<i>N</i> = 648), across all three time points, we replicated three profiles and found evidence for <i>constrained copers</i> instead of emotion-focused copers. In Study 2 (<i>N</i> = 361), across both time points, we replicated all four profiles from Study 1 and tested hypotheses regarding the profiles, their transition patterns, and implications of such patterns for work, well-being, and social functioning outcomes. Altogether, our work suggests that maintaining high-coping depth or increasing depth is generally beneficial, whereas maintaining or increasing coping breadth is generally harmful. (PsycInfo Database Record (c) 2024 APA, all rights reserved).</p>","PeriodicalId":15135,"journal":{"name":"Journal of Applied Psychology","volume":" ","pages":"1765-1793"},"PeriodicalIF":9.4000,"publicationDate":"2024-11-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":"0","resultStr":"{\"title\":\"Coping with work-nonwork stressors over time: A person-centered, multistudy integration of coping breadth and depth.\",\"authors\":\"Catherine E Kleshinski, Kelly Schwind Wilson, Julia M Stevenson-Street, Lindsay Mechem Rosokha\",\"doi\":\"10.1037/apl0001207\",\"DOIUrl\":null,\"url\":null,\"abstract\":\"<p><p>Coping is a dynamic response to stressors that employees encounter in their work and nonwork roles. Scholars have argued that it is not just whether employees cope with work-nonwork stressors-but how they cope-that matters. Indeed, prior research assumes that adaptive coping strategies-planning, prioritizing, positive reframing, seeking emotional and instrumental support-are universally beneficial, suggesting that sustaining high levels of these strategies is ideal. By returning to the roots of coping theory, we adopt a person-centered, dynamic approach using latent profile analysis and latent transition analysis across three multiwave studies (<i>N</i> = 1,370) to consider whether employees combine coping strategies and how remaining in or shifting between such combinations also matters. In a pilot study (<i>N</i> = 361), we explored profiles and their transitions during a time frame punctuated with macrolevel transitions that amplified employees' work-nonwork stressors (i.e., COVID-19), which revealed three profiles at Time 1 (<i>comprehensive copers, emotion-focused copers,</i> and <i>individualistic copers)</i> and a fourth profile at Time 2 <i>(surviving copers</i>). In Study 1 (<i>N</i> = 648), across all three time points, we replicated three profiles and found evidence for <i>constrained copers</i> instead of emotion-focused copers. In Study 2 (<i>N</i> = 361), across both time points, we replicated all four profiles from Study 1 and tested hypotheses regarding the profiles, their transition patterns, and implications of such patterns for work, well-being, and social functioning outcomes. Altogether, our work suggests that maintaining high-coping depth or increasing depth is generally beneficial, whereas maintaining or increasing coping breadth is generally harmful. (PsycInfo Database Record (c) 2024 APA, all rights reserved).</p>\",\"PeriodicalId\":15135,\"journal\":{\"name\":\"Journal of Applied Psychology\",\"volume\":\" \",\"pages\":\"1765-1793\"},\"PeriodicalIF\":9.4000,\"publicationDate\":\"2024-11-01\",\"publicationTypes\":\"Journal Article\",\"fieldsOfStudy\":null,\"isOpenAccess\":false,\"openAccessPdf\":\"\",\"citationCount\":\"0\",\"resultStr\":null,\"platform\":\"Semanticscholar\",\"paperid\":null,\"PeriodicalName\":\"Journal of Applied Psychology\",\"FirstCategoryId\":\"102\",\"ListUrlMain\":\"https://doi.org/10.1037/apl0001207\",\"RegionNum\":1,\"RegionCategory\":\"心理学\",\"ArticlePicture\":[],\"TitleCN\":null,\"AbstractTextCN\":null,\"PMCID\":null,\"EPubDate\":\"2024/5/23 0:00:00\",\"PubModel\":\"Epub\",\"JCR\":\"Q1\",\"JCRName\":\"MANAGEMENT\",\"Score\":null,\"Total\":0}","platform":"Semanticscholar","paperid":null,"PeriodicalName":"Journal of Applied Psychology","FirstCategoryId":"102","ListUrlMain":"https://doi.org/10.1037/apl0001207","RegionNum":1,"RegionCategory":"心理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":null,"EPubDate":"2024/5/23 0:00:00","PubModel":"Epub","JCR":"Q1","JCRName":"MANAGEMENT","Score":null,"Total":0}
Coping with work-nonwork stressors over time: A person-centered, multistudy integration of coping breadth and depth.
Coping is a dynamic response to stressors that employees encounter in their work and nonwork roles. Scholars have argued that it is not just whether employees cope with work-nonwork stressors-but how they cope-that matters. Indeed, prior research assumes that adaptive coping strategies-planning, prioritizing, positive reframing, seeking emotional and instrumental support-are universally beneficial, suggesting that sustaining high levels of these strategies is ideal. By returning to the roots of coping theory, we adopt a person-centered, dynamic approach using latent profile analysis and latent transition analysis across three multiwave studies (N = 1,370) to consider whether employees combine coping strategies and how remaining in or shifting between such combinations also matters. In a pilot study (N = 361), we explored profiles and their transitions during a time frame punctuated with macrolevel transitions that amplified employees' work-nonwork stressors (i.e., COVID-19), which revealed three profiles at Time 1 (comprehensive copers, emotion-focused copers, and individualistic copers) and a fourth profile at Time 2 (surviving copers). In Study 1 (N = 648), across all three time points, we replicated three profiles and found evidence for constrained copers instead of emotion-focused copers. In Study 2 (N = 361), across both time points, we replicated all four profiles from Study 1 and tested hypotheses regarding the profiles, their transition patterns, and implications of such patterns for work, well-being, and social functioning outcomes. Altogether, our work suggests that maintaining high-coping depth or increasing depth is generally beneficial, whereas maintaining or increasing coping breadth is generally harmful. (PsycInfo Database Record (c) 2024 APA, all rights reserved).
期刊介绍:
The Journal of Applied Psychology® focuses on publishing original investigations that contribute new knowledge and understanding to fields of applied psychology (excluding clinical and applied experimental or human factors, which are better suited for other APA journals). The journal primarily considers empirical and theoretical investigations that enhance understanding of cognitive, motivational, affective, and behavioral psychological phenomena in work and organizational settings. These phenomena can occur at individual, group, organizational, or cultural levels, and in various work settings such as business, education, training, health, service, government, or military institutions. The journal welcomes submissions from both public and private sector organizations, for-profit or nonprofit. It publishes several types of articles, including:
1.Rigorously conducted empirical investigations that expand conceptual understanding (original investigations or meta-analyses).
2.Theory development articles and integrative conceptual reviews that synthesize literature and generate new theories on psychological phenomena to stimulate novel research.
3.Rigorously conducted qualitative research on phenomena that are challenging to capture with quantitative methods or require inductive theory building.