To engage or to quit: Work consequences of intimate partner aggression and the buffering role of career adaptability

Career Adapt-Abilities Scale: Reliability Generalization Meta-Analysis

The concept of career adaptability emerged from the broader field of career development theory and has received increasing attention in the past two decades. To measure career adaptability, there are different scale development studies in the literature, but the most widely used and preferred one is the Career Adapt-abilities Scale developed by Savickas and Porfeli. Therefore, in the present study, the general reliability of the Career Adapt-abilities Scale was measured through meta-analysis. One hundred forty nine study (N = 82519) were included in the analyses. For the CAAS overall score, the average reliability coefficient among the 171 reliability estimations was high. However, reliability estimates in the studies included in the research show high heterogeneity. As a result of the moderator analysis, it was concluded that reliability estimates of these scores differ by item level, culture, language, category of items, different forms of CAAS, age, and SD. Regarding the application of the CAAS in research, the consequences of these findings are discussed in light of the relevant literature.

Job embeddedness, career adaptability, and perceived overqualification under career shocks-findings from PLS and NCA

BACKGROUND

Amidst the post-COVID-19 economic downturn and the expanding higher education landscape in China, employee employment challenges have given rise to the widespread overqualification issue. This phenomenon has attracted extensive attention and is prompting a need for an in-depth exploration of perceived overqualification. However, existing studies predominantly concentrate on its outcomes rather than antecedents, leaving a notable gap in understanding the influence mechanism between individual advantageous resources (e.g., job embeddedness, career adaptability) and overqualification, particularly in specific events such as career shocks.

OBJECTIVE

This study aims to examine the interplay between employees' career adaptability, job embeddedness, and the mediating role of relative deprivation in shaping perceived overqualification, particularly in the aftermath of career shocks.

METHODS

A comprehensive analysis was conducted using data gathered from 339 questionnaire responses. Partial Least Square (PLS) path analysis, R's necessary condition analysis (NCA), and the Random Forest (RF) algorithm were employed to scrutinize the relationships and identify critical factors influencing perceived overqualification.

RESULTS

The findings indicate that after encountering career shocks, career adaptability and job embeddedness not only directly impact perceived overqualification but also exert their influence indirectly through the mediation of relative deprivation; Career adaptability, job embeddedness, and relative deprivation are necessary conditions for perceived overqualification, with relative deprivation having the most significant impact.

CONCLUSIONS

Based on the results, focusing on the psychological changes of employees after suffering career shocks provides valuable guidance for managers in channelling the emotional and cognitive responses of their employees.

Understanding changes in aggression among U.S. army soldiers: The role of trauma exposure during deployment

Aggression is one of the leading concerns reported by United States service members and veterans. Trauma and posttraumatic stress disorder (PTSD) symptoms have emerged as key drivers of aggression. Research to date, however, has largely overlooked the effect of aggression on increasing risk of trauma exposure and subsequent PTSD. The current study addresses this gap by examining whether (a) pre-deployment aggression predicts trauma exposure on deployment and post-deployment PTSD, (b) trauma exposure on deployment and post-deployment PTSD predict post-deployment aggression, and (c) trauma exposure on deployment and post-deployment PTSD symptoms explain changes in aggressive behavior from pre-to post-deployment. Data from the Army Study to Assess Risk and Resilience in Servicemembers (Army STARRS) Pre/Post Deployment Study (PPDS) on nationally representative sample of 8558 Active-duty Army soldiers were analyzed. Results revealed positive correlations between pre-deployment aggression (assessed via items from the Joint Mental Health Advisory Team 7), trauma exposure on deployment (assessed via items from the Deployment Stress Scale), post-deployment PTSD symptoms (assessed via items from the civilian PTSD Checklist and PTSD Checklist for DSM-5), and post-deployment aggression. Further, pre-deployment aggression predicted trauma exposure on deployment and post-deployment PTSD; trauma exposure on deployment and post-deployment PTSD predicted post-deployment aggression; and changes in aggression from pre-to post-deployment were partially mediated by trauma exposure on deployment and post-deployment PTSD symptoms. Collectively, these findings highlight the utility of identifying and addressing pre-deployment aggression in mitigating trauma exposure and later psychopathology.

Corporate Responses to Intimate Partner Violence

Intimate partner violence (IPV) is among society's most pernicious and impactful social issues, causing substantial harm to health and wellbeing, and impacting women's employability, work performance, and career opportunity. Organizations play a vital role in addressing IPV, yet, in contrast to other employee- and gender-related social issues, very little is known regarding corporate responses to IPV. IPV responsiveness is a specific demonstration of corporate social responsibility and is central to advancing gender equity in organizations. In this paper, we draw upon unique data on the IPV policies and practices of 191 Australian listed corporations between 2016 and 2019, that collectively employ around 1.5 M employees. Providing the first large-scale empirical analysis of corporate IPV policies and practices, we theorise that listed corporations' IPV responsiveness reflects institutional and stakeholder pressures which are multifaceted and central to corporate social responsibility. Our findings identify greater IPV responsiveness among larger corporations, as well as those corporations with higher proportions of women middle managers, greater financial resources, and more advanced employee consultation on gender issues. This paper concludes that there is a need for further research on corporate IPV responsiveness, to further illuminate corporate motivations, organizational support processes, and employee experiences.

Intersection of Intimate Partner Violence, Partner Interference, and Family Supportive Supervision on Victims' Work Withdrawal

This study investigates the link between intimate partner violence (IPV) and work withdrawal (including absence frequency, partial absenteeism, and turnover intentions) in the context of partners' interference with victims at work and family supportive supervision of victims at work. Using the work-home resources model, we propose that (1) partner interference with victims at work will worsen the relationship between IPV and work withdrawal, and (2) family supportive supervision of victims at work will alleviate this relationship. Our analysis of a sample of 249 female employees found a three-way interaction between IPV, partner interference, and family supportive supervision on victims' absence frequency: IPV victims whose partners interfered with their work had lower absence frequency when they received high (compared to low) levels of family supportive supervision at work. Importantly, family supportive supervision was only related to lower absence frequency when both IPV and partner interference were present. This suggests that organizations have a unique opportunity to reduce the negative effects of IPV and partner interference not only for the victim but also for other employees who are indirectly affected. Our findings have significant implications for organizations, which have ethical, legal, and practical responsibilities to create a safe working environment for all employees.