Prakriti Soral , Surya Prakash Pati , Sanjay Kumar Singh , Fang Lee Cooke
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Coping with dirty work: A meta-synthesis from a resource perspective
There is now a substantial body of literature on the coping strategies used by workers employed in stigmatized dirty work. However, there is insufficient knowledge about what resources they use while employing these strategies, what factors impact resource availability and utilization for coping, and how the utilization of resources leads to differential coping. Our study fills these gaps. First, using meta-synthesis of 39 qualitative studies, we consolidate the resources these workers use to cope into six categories. Second, the study discusses what factors impact resource availability and utilization by proposing the role of occupational prestige as a determining factor. Third, borrowing from conservation of resources theory and self-affirmation theory, this study proposes resources as facilitators of self-affirmations leading to differential coping. Finally, we propose a conceptual framework along with propositions depicting how dissonance, caused by inconsistency in self-integrity, leads to the use of various resources for differential coping.
期刊介绍:
The Human Resource Management Review (HRMR) is a quarterly academic journal dedicated to publishing scholarly conceptual and theoretical articles in the field of human resource management and related disciplines such as industrial/organizational psychology, human capital, labor relations, and organizational behavior. HRMR encourages manuscripts that address micro-, macro-, or multi-level phenomena concerning the function and processes of human resource management. The journal publishes articles that offer fresh insights to inspire future theory development and empirical research. Critical evaluations of existing concepts, theories, models, and frameworks are also encouraged, as well as quantitative meta-analytical reviews that contribute to conceptual and theoretical understanding.
Subject areas appropriate for HRMR include (but are not limited to) Strategic Human Resource Management, International Human Resource Management, the nature and role of the human resource function in organizations, any specific Human Resource function or activity (e.g., Job Analysis, Job Design, Workforce Planning, Recruitment, Selection and Placement, Performance and Talent Management, Reward Systems, Training, Development, Careers, Safety and Health, Diversity, Fairness, Discrimination, Employment Law, Employee Relations, Labor Relations, Workforce Metrics, HR Analytics, HRM and Technology, Social issues and HRM, Separation and Retention), topics that influence or are influenced by human resource management activities (e.g., Climate, Culture, Change, Leadership and Power, Groups and Teams, Employee Attitudes and Behavior, Individual, team, and/or Organizational Performance), and HRM Research Methods.