Coping with organizational layoffs: Managers' increased active listening reduces job insecurity via perceived situational control.

In this article, we draw on interdisciplinary research and theorizing to posit change in managerial active listening as a lever shaping change in affective job insecurity (AJI). Specifically, drawing on transactional theory, we argue that an increase (decrease) in active listening from one's manager should facilitate a dynamic coping process by strengthening (diminishing) perceived control. In turn, changes in perceived control should shape AJI.

Quantifying cultural tightness-looseness in Ecuador.

Cultural tightness-looseness represents the degree to which a particular culture possesses strong behavioral norms, and the degree to which members of that culture are likely to sanction individuals who deviate from those norms. While tightness-looseness has been quantified for a large and growing number of countries around the world, there are many countries where a tightness-looseness score has yet to be determined, thus impeding the inclusion of those countries in cross-cultural research with a tightness-looseness focus. There is a dearth of research on cultural tightness-looseness in South America in particular.

A stress model of psychological contract violation among ethnic minority employees.

Objectives: Integrating the transactional theory of stress and coping and research on discrimination perception/attribution, we propose a stress model of psychological contract (PC) violation among ethnic minority employees. We argue that ethnic minority employees tend to appraise PC violation as a threat and attribute it to personal ethnic discrimination (as well as low organizational trustworthiness), which in turn leads ethnic minority employees to engage in fear-driven silence as a form of emotion-based withdrawal coping.

Method: We conducted two survey studies (Studies 1 and 2), an experimental study (Study 3), and a supplementary meta-analysis of the three studies.