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- All Subjects: Burnout
- All Subjects: identity opportunity
- Creators: Luciano, Margaret
Description
Individuals have multiple identities, and several of them may be simultaneously driving enacted behavior in a given context. Scholars have suggested that intrapersonal identity networks – the combination of identities, relationships between identities, and identity characteristics – influence enactment. However, very little is known about the process by which several components of one’s identity network result in a single stream of enactment. This is important because different factors (e.g., leader actions) may impact this process and, in turn, change the way people act in organizations and interpret the actions of others. I examined a healthcare system designed to surgically treat cancer patients. Taking an inductive interpretivist approach, and using grounded theory methodology, I developed a process model of intrapersonal identity network enactment that also takes into account interpretations of other system members’ enactment. My findings contribute to the social identity literature by suggesting that a common, highly central identity is not enough to align behavior in organizations. Instead individuals may enact a common “higher-order” identity in combination with the rest of their identity network in ways that actually work against each other, even as they genuinely work toward the same purpose. I also extend the literature on multiple identities by explicating a process by which four different identities, and four characteristics of each identity, foster enactment toward the surgical system. Finally, I show how one’s intrapersonal identity network influences how they interpret the enacted behavior of others. In doing so, I extend the identity threat and opportunity literature by showing how one person’s identity threat is another’s identity opportunity, even when they share a common higher-order identity. In short, my study shows how individuals can work against each other, even when they are genuinely working toward the same purpose.
ContributorsFenters, Virgil (Author) / Ashforth, Blake (Thesis advisor) / Corley, Kevin (Committee member) / Luciano, Margaret (Committee member) / Arizona State University (Publisher)
Created2020
Description
The COVID-19 pandemic has greatly impacted the structure of work foremployees worldwide, as many began working remotely in response to national and local
social distancing efforts. These changes occurring amid the transition to remote working
conditions led to the question of how daily stress and daily uplifts occur in this new work
context. For the present thesis study, I explored how internal (i.e., optimism) and external
(i.e., team flow) resources function to moderate the effects of daily hassles and uplifts on
employee well-being (i.e., burnout and professional efficacy) during the COVID-19
pandemic. In a sample of 417 adults at baseline, and 266 at the follow-up, I investigated
how specific resources function to protect employees experiencing occupational burnout.
Additionally, I explored gender differences in these relationships. Study results
demonstrated that both daily uplifts and hassles predicted burnout and professional
efficacy at earlier stages of the pandemic, while at a later stage in the pandemic, the
relationships between daily uplifts and burnout and daily hassles and burnout persisted,
but only daily hassles were associated with professional efficacy. For males at baseline,
higher scores in optimism strengthened the negative relationship between daily uplifts
and burnout. Surprisingly, males with relatively low team flow in work or school settings
seemed to fare better professionally with increased daily hassles. This finding indicates
that males with less collaboration at work thrive as they experience increased daily stress.
While these findings are specific to the COVID-19 context, they may be beneficial for
companies and supervisors seeking to improve employee engagement.
ContributorsO'Brien, Mary (Author) / Mickelson, Kristin D (Thesis advisor) / Hall, Deborah (Committee member) / Luciano, Margaret (Committee member) / Arizona State University (Publisher)
Created2021