Impact of Stressors on Withdrawal Behavior: The Moderating Effect of Psychological Flexibility
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1 2015 International Conference on Management Science & Engineering (22 th ) October 19-22, 2015 Dubai, United Arab Emirates Impact of Stressors on Withdrawal Behavior: The Moderating Effect of Psychological Flexibility ZU Xiao-qian,ZHANG Li,WU Yong-xiang School of Management, Harbin Institute of Technology, Harbin , P.R.China Abstract: Work withdrawal behavior deeply inhibits the growth of corporation. The problem that Chinese firm has faced is no longer about staff s capability; delay in mission completion and work withdrawal appears to be the major issue of the firm due to the work stress. Thus, employees should strengthen their psychological construction, and organization managers should choose the appropriate stressor to improve the performance. This purpose of this study is to conduct a moderating model to investigate the effect of stress on withdrawal behavior and its boundary condition. Date We choose 3 variable: Challenge stressor- hindrance Stressor, Psychological flexibility, Work withdrawal behavior, and used the hierarchical regression to test the research model, and the result showed that financial service staffs in northeast China are suffered with high level stress. We also give out the suggestions to enhance psychological flexibility and reduce the withdrawal behaviors. Keywords: challenge stressor, hindrance stressor, psychological flexibility, work withdrawal behavior 1 Introduction Work withdrawal behavior has been the major obstacles in Chinese firms. Fierce competition, stressful work and fast pace of personal life have become the hottest issues these days. For what it worth, officer in Finance sector has the most admirable job among others, but this group of people shows dissatisfaction. 29th of December, NO 1 Chinese Human Resources Institute has conducted a research report, regarding the satisfaction of Chinese office worker. It shows the results for life satisfaction and job satisfaction are 2.22 and 2.41 respectively (total mark is 5.0), majority of workers consider their lives are busy and boring. Besides ANNUAL REPORT ON CHINESE WOMEN S STATE OF LIFE eno has pointed out, only 35.8% of the female workers show satisfaction, rest has faced various stress which is a common scenario [1]. From world announced office management firm-lse: RGU s latest report, Job personal finance Supported by the National Natural Science Foundation of China ( ) condition stress from the boss have been ranking as the top three stress sources. If you Google work stress, there will be millions of articles popped up, total number will be several times more than others. Some people will choose psychological test or professional advice to reduce their stressors, others would behave differently, such as arrive late, leave early or just laid back at the workplace. If there was an opportunity for workers to choose between job with stress and job without stress, normally people would choose the one with stress, since most of the people would consider job without stress is much more terrified than the other, even though the first one may let worker feel exhausted. Various stressors may cause different outcomes, whereas how the officers cope with the stressor in order to improve themselves, or how to reduce the negative influence from the stressor has been considered to be an undeniable issue. If the workers have trouble in dealing with the stressors, no matter how the firm conducts its management strategies, it wouldn t carry out the outcome the firm wanted. To who may concern, the research on how workers would withdraw their behavior or adjust their psychological flexibility has its theoretical significance. 2 Literature review 2.1 Work stressor Work stressor exists in almost all the work organization and individual, has increasingly become the key problem of practitioners and researchers concerned. According to the study by Cavanaugh et al, challenge stressor is a kind of stressor can bring the positive influence to the enterprise and staff, blocking stressor refers to a negative impact on enterprises and employees of the stressor, it will reach hinder personal growth and goals, so that stressor will bring negative effects [2]. In recent years, challenging - blocking study stressor is concentrated in three aspects: the first is the stressor effects on emotional and mental health, the second is its impact on the work behavior, third is the impact on performance and the role of external character. The traditional concept tends to recognize that the stressor source will not only produce [3-7] negative effect on individual physical and mental health, but also adversely /15/$ IEEE
2 affect the organization, the appearances are such as absence of attendance, work inefficiently [8]. Influence of stressor on work behavior is normally, challenge stressor will cause a positive impact, whereas the blocking stressor will lead to negative effect. For example: some Chinese scholars have conduct the investigation on the staff of state-owned enterprises, which has proved challenge stressor indeed can raise the level of job satisfaction and involvement, in contrary blocking stressor would reduce their level of job satisfaction and involvement [9], in addition improving challenge stressor can also enhance organizational commitment [10] and motivation [11] of positive variables, whereas blocking stressor will produce the opposite results. 2.2 Psychological flexibility The psychological flexibility refers to people focus on their current affairs and resolved the problem based on this affair or stressor; furthermore it also refers to face the challenges and negative psychological environment (such as thought, feeling, physical sensation, imagination, memory and so on), but also to take actions and ultimately reach their psychological expectations [12] and ability of establishing goals. In recent years many scholars define the psychological flexibility in the field of management; it shows psychological flexibility on mental health, work attitude, performance and absence rate have been wildly affected [13]. Bond pointed out in 2011: under any given situation, people conduct their behavior from psychological flexibility based on their values and goals, minority of people [14] change their psychological activities when situations or emergencies. The study also showed that people who have high level of psychological flexibility can make more use of advantageous resources in their work environment. Bond and other researchers found people who have high level of psychological flexibility believe that, intervention will give them a strong work control ability, this perception has [15, 16] great improvement in mental health and the absence rate [17]. More importantly, experiments showed that, psychological flexibility can improve psychological flexibility; reduce emotional burnout [18]. To make a long story short, research shows that psychological flexibility is an important parameter in mental health and behavior to predict the effectiveness of people in the workplace, strengthen the staff's psychological flexibility, will improve the employee in emotion and behavior, which are more beneficial to the individual itself and organization [19,20]. Research on psychological flexibility in China is still in the race, the past research was conducted on event's suddenness and sensitivity, the psychological flexibility was treated as the independent variable. Therefore this paper will have psychological flexibility as moderating variables, to be the measurement between the psychological flexibility of adjusting working stressor and withdrawal behavior. 2.3 Work withdrawal behavior Regardless leave early, arrive late or absence from work, the reasons for these actions and mechanisms exist some commonness, researchers define this kind of behavior as the "withdrawal behavior". The work withdrawal behavior is a behavior refers to the members of the organization to avoid work roles and tasks, for example workers are not fully in charge of their performance, in general, job burnout, unauthorized leave, late arrival or leave early are considered as research variables. Taris and Schreurs say that the withdrawal behavior may reflect that some employees try to pursue "smart" attitude to life, or may also be the individual conduct [21] a "passive coping style" when they have a conflict or work stressor. The overseas research results show that in the case of organizational injustice, employees tend to have a negative behavior, but the severity varies greatly, some employees openly attack colleagues or superiors, some employees produce withdrawal behavior without a reason, some may generate job burnout or psychological depression. Among them, job satisfaction, organizational commitment, perceived organizational support and withdrawal behavior are all negative related [22, 23] ; Proactive behavior can be partially adjusting perceived support and withdrawal behavior in between [24] ; perceived organizational support can also weaken the organization's overall withdrawal behavior and individual withdrawal behavior [25] in between. Wang Yan, Long Lirong et al. Middle school teachers as test subjects, they have been treated unfairly under a stimulated situation; consequently the collected data from withdrawal behaviors have been evaluated [26]. Stressor can be distinguished from the nature of challenging and blocking, then whether the employee withdrawal behavior will vary according to employee psychological environment change? To this end we introduce the broaden and build theory to explain the variable, Broaden-and-build Theory [27] found that positive emotions can expand the instantaneous thinking - individual reaction system, this available resources can help the individual to construct or accumulation through body, intelligence into the social and psychological resources; while individual faces negative emotion, positive emotion can help the recovery to bring back the normal state of emotion, positive emotion can slow down negative emotions, and enable the individual to recover as soon as possible from the negative emotional experience to the normal level. Under challenge stressor employees will feel work motivated, due to the existence of the potential rewards and benefits, employee will produce positive sentiment to the job, and this sentiment 's existence correspondingly decrease employee withdrawal behavior, while for a higher psychological flexibility, his attitude when face the challenges will be more optimistic more likely to generate positive emotions,, think positively that the stressor will contributes to its various aspects of experience accumulation, so he or she will actively respond at work, automatically to take extra work and have self-study conscious behavior, diminish the
3 withdrawal behavior, consequently challenge stressor can be more effective on withdrawal behavior; Similarly, when employees face occlusion stressor, the possibility of finishing the work perhaps beyond their actual ability, or the effort and reward are not equal, resulting such as resistance, escape, delays in completion time, or absent a series of psychological behavior and physiological behavior, whereas when a staff possesses higher psychological flexibility, employees may weaken the previous negative emotional, and minimize such as absenteeism, tardiness and other phenomena, the possibilities of having their salaries decreased will be weakened, so this kind of occlusion stressor may generate positive effect on the withdrawal behavior, the increase of psychological flexibility will weaken the consequent activities from occlusion stressor. Therefore, it allows us to make several hypotheses: Hypothesis 1: Psychological flexibility moderates the relationship between work stressor and work withdrawal behavior. Hypothesis 1 a : Psychological flexibility moderates the relationship between challenge stressor and work withdrawal behavior: At low levels of challenge stressor, the negative relationship between challenge stressor and work withdrawal behavior is, in general, weaker for employees with stronger psychological flexibility. At high levels of challenge stressor, the positive relationship between challenge stressor and work withdrawal behavior is, in general, stronger for employees with stronger psychological flexibility. Hypothesis 1 b : Psychological flexibility moderates the relationship between hindrance stressor and work withdrawal behavior. The higher level of psychological flexibility, the weaker the occlusion stressor having effect on withdrawal behavior. Through the study of the relationship among work stressor, psychological flexibility and withdrawal behavior, it explains the regulation effect of psychological flexibility between work stressor and withdrawal behavior, including stressors from challenging and occlusion stressor. The theoretical framework of this model is shown as Fig.1. Work stressor Challenge stressor Hindrance stressor 3 Measurement Psychological Flexibility Fig.1 Research model Work Withdrawal Behavior In this study, the model consist of basic personal information, work stressor, role performance, psychological flexibility and withdrawal behavior in total of four parts, a number of 30 questions. Due to the existing scale of reliability, validity and academic recognition have advantages of high quality, however with language and cultural constraints, the application may lead to distortion of the original scale [28]. Therefore, when in the selection of variables scale, this study will use those applications which are already conducted in China for several times, of course with good reliability and validity, in the process of translation of the original scale, using the way of translation back and forth, try to keep the results of translation and the original contents are the same. The first part is the collection of demographic information Including gender, age, marital status, education, working years, rank and weekly working time etc. The second part includes three scales. Work stressor was measured according to a 11-item questionnaire developed by Cavanaugh (2000; Cronbach's α=0.859), which includes items such as the number of projects or assignments I have, The amount of responsibility I have and The scope of responsibility my position entails. the scale using Likert five-point scoring system, the subjects were required to do the evaluation according to the actual the stressor it faces, "1" represents the stressor is relatively small, "5" on behalf of the enormous stressor. Participants were asked to evaluate the work withdrawal behavior of their job using Lehman and Simpson [29] (1992) twelve-item measure. Sample items include Chat with co-workers about nonwork topics, Taken longer lunch or rest break than allowed and Taken supplies or equipment without permission (1, strongly disagree, to 5, strongly agree ; Cronbach's α=0.966). The measurement of psychological flexibility is used in The Work-related Acceptance and Action Questionnaire (WAAQ) [30] in scale, the scale is in the Acceptance and Action Questionnaire [31], and the modified version of the Acceptance and Action Questionnaire-II) and Acceptance and Commitment Therapy theory [32]. Sample items include "I am able to work effectively in spite of any personal worries that I have", "I can still work very effectively, even if I am nervous about something" and "My thoughts and feelings do not get in the way of my work (1" strongly disagree, "to 5," strongly agree "; Cronbach's α=0.892). 4 Results and discussion This study s questionnaire consists of two phases. The first stage is the pre investigation, there are 20 questionnaires, doing analysis on its reliability and exploratory factors from these questionnaires, results arrive positively. The second stage is field survey, questionnaire were distributed to the financial services industry, handed out a total of 520 questionnaires, 441 questionnaires were recovered, of which 416 valid questionnaires, the validity rate of the questionnaire was 94.3%. The subjects covered in Heilongjiang Province, Jilin Province, Liaoning Province, the number of banks and financial services industry managers and ordinary
4 1 Marriage Tab.1 Descriptions and correlation coefficient Mean SD Job experience ** 1 3 Position ** ** 1 4 Challenge stressor ** ** Hindrance Stressor ** Withdrawal Behavior ** ** ** Psychological Flexibility ** ** * ** ** Note: *p<0.05,**p< 0.01,***p<0.001, N=416 Tab.2 Moderating effect of psychological flexibility on the relationship between challenge stressor and withdrawal behavior Variables Step 1 Step 2 Step 3 Step 4 Step 5 Marriage * * * * Job experience *** Position ** Challenge stressor Psychological Flexibility *** *** *** *** Challenge Stressor * Psychological Flexibility Challenge stressor *** 0.361*** Challenge Stressor 2 * Psychological Flexibilit 0.195** Adjusted R R F F ΔR *** *** 0.012*** Note: *p<0.05,**p< 0.01,***p<0.001, N=416 employees were involved. Means, standard deviations, and zero-order correlations are shown in Tab.1. This study considered challenge stressor had a nonlinear relation with withdrawal behavior, therefore in order to test the adjusting ability of psychological flexibility between challenge stressor and withdrawal behaviors; verification on regression test has been carried out. Regression test is divided into five steps: firstly, allocate controlling variables into regression model (first step), from the outcome you can see, effect of challenge stressor on the withdrawal behavior is not significant (beta =-0.026, p>0.05), (second step) and the interaction effect between challenge stressor and psychological flexibility (step third), the last is square function of challenge stressor (step fourth) and psychological flexibility's interaction effect (fifth step). It constructed multiplied result shown standardized treatment; purpose is to eliminate the existing of multi-linearity. This analysis gives us the results in Tab.2 To see whether psychological flexibility has regulation effect on the challenge stressor and withdrawal behavior in terms of nonlinear relations. It all sums up to the result of step 5, whether the result from challenge stressor and square function of psychological stressor is significant. From Tab.2 shows the product term is significant (beta =0.195, p<0.01). Overall, these results support Hypothesis1a: psychological flexibility moderates the relationship between challenge stressor and work withdrawal behavior. In order to visualize the effect, this study consists of psychological flexibility +1 standard deviation and psychological flexibility - 1 standard deviation as the criterion to distinguish high medium and low, three psychological flexibility groups. Interaction effects as shown in Fig.2. As can be seen from the graph, the overall trend of curves from three groups are the same, but the effect for employee withdrawal behavior is quite different, this can be interpreted as: with the increase of psychological flexibility, the curvature of employee withdrawal behavior gradually slowed down, indicating when the employee's psychological flexibility is strong, normally they don't have negative psychological emotion
5 Tab.3 Moderating effect of psychological flexibility on the relationship between hindrance stressor and withdrawal behavior Variables Step 1 Step 2 Step 3 Marriage * ** * Job experience *** ** * Position ** Hindrance Stressor *** *** *** Psychological Flexibility *** *** Hindrance Stressor * Psychological Flexibility Adjusted R R F F ΔR *** 0.329*** Note: *p<0.05,**p< 0.01,***p<0.001, N=416 and further corresponding negative fierce behavior, the curve trend with decreased psychological flexibility will gradually become obvious; in addition, from the graph it can also be observed, when employees face high or low challenge stressor, the corresponding withdrawal behavior will be higher than moderate challenge stressor, it means employee withdrawal behavior will appear U shape with the increasing challenges of stressor. We examined interaction effects between hindrance stressor and psychological flexibility to see whether a psychological flexibility might soften the negative effect of hindrance stressor on work withdrawal behavior. High Psychological Flexibility Average Psychological Flexibility Low Psychological Flexibility Fig.2 Moderating effect of psychological flexibility Firstly a regression test has been carried out for hindrance stress. The results revealed a significant positive interaction between hindrance stressor and work withdrawal behavior (β=0.293, p<0.001). These effects, shown in Tab. 3, the results revealed a non-significant interaction between hindrance stressor and psychological flexibility (β=0.051, p>0.05).thus, Hypothesis 1b was not supported. Based on the comprehensive analysis above, the results found: employees performance will change with the rise of challenge stressor in "U" shape adversely, and decreases with the rise of the blocking stressor; adjustment of withdrawal behavior only exists between challenge stressors and worker's performance, and it can be modified by the psychological flexibility, and employee's withdrawal behavior will appear "U" curve with the increase of challenge stressor, while the relation between hindrance stressor and role performance has not been adjusted by psychological flexibility. All in all, withdrawal behavior plays a mediating role among challenge stressor, the cause of effect from hindrance stressor to the role performance. 5 Conclusions and suggestions This study demonstrated the influence of psychological flexibility can adjust part of the working stressor towards to the withdrawal behavior. Because the challenge stressor has been considered to be an element of promoting personal growth, so when the employees deal with this kind of stressor, they will think the organization provides its growth and promotion opportunities, although they might worry about the capability, especially for the completion time and quality, but they can still manage to complete work with high efficiency. According to the broaden and build theory, a personnel with a higher personal psychological flexibility, will be more likely to generate optimistic and positive attitude, therefore give more participation at workplace, elevate self-regulation towards to maximizing its work performance. Correspondingly it will reduce the work withdrawal behaviors; in contrary, where there is a stressor which can cause the personnel s development, i.e. hindrance stressor, if the employee has high level of psychological flexibility, then he or she can increase the ability of adjusting himself, optimistic appearance will be expected. In which way it can ease the emotion from negative effect, meanwhile something like delay in work, absence, late arrival or leave early will gradually disappear. In China, the biggest the problem for an enterprise, no doubt is human resources. Passive action or
6 withdrawal behaviors are not only the key reasons of personal failure, but also detrimental to the company. Therefore, paying more attention on withdrawal behaviors becomes critical in practical management, and also it is important to carry out solutions to regulate this effect. The purpose of this research has been evaluated in the following perspectives: Firstly, from the firm s point of view, for those people who are in the middle of career planning, firm should allocate some challenging tasks, but firm need to carefully adjust the degree of difficulty for each task, because this strategy can not only increase the production efficiency, but also can increase the desire of employees regarding the duty and reward that employee will collect. It can boost the motivation to elevate its performance, in order to increase the overall company s profit. On the other hand, company should help its employees to identify their roles and responsibilities, reduce the uncertainties to avoid the negative effect from stress sources. Secondly, from the employee s perspective, they should emphasize their psychological flexibility, in order to keep a fresh mind and ability of dealing with changes. Even though under great negative influence, he or she can also maximize his or her performance at work. When employee faces the stress which can help them to develop, they can sense the change accurately, and adjust themselves towards to new environment. Whereas when facing the hindrance stressor, they can modify their attitudes, ease the negative effect from the stress source. Improving self psychological flexibility can increase the employee s passion greatly; consequently the company will get benefited from outstanding work performance towards to maximizing origination s value. References [1]Li Y P, Tu Y D, Gao J. 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