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Is your job killing you? Stress, lack of autonomy and ability can lead to depression and death
FOR IMMEDIATE RELEASE BLOOMINGTON, Ind. -- As millions continue working from home during the pandemic or are required to report to jobs as essential employees, many have raised questions about how these work conditions impact our health -- and not just as they relate to COVID-19. A new study from the Indiana University Kelley School of Business finds that our mental health and mortality have a strong correlation with the amount of autonomy we have at our job, our workload and job demands, and our cognitive ability to deal with those demands. "When job demands are greater than the control afforded by the job or an individual's ability to deal with those demands, there is a deterioration of their mental health and, accordingly, an increased likelihood of death," said Erik Gonzalez-Mulé, assistant professor of organizational behavior and human resources at the Kelley School and the paper's lead author. "We examined how job control -- or the amount of autonomy employees have at work -- and cognitive ability -- or people's ability to learn and solve problems -- influence how work stressors such as time pressure or workload affect mental and physical health and, ultimately, death," he said. "We found that work stressors are more likely to cause depression and death as a result of jobs in which workers have little control or for people with lower cognitive ability." On the other hand, Gonzalez-Mulé and his co-author, Bethany Cockburn, assistant professor of management at Northern Illinois University, found that job demands resulted in better physical health and lower likelihood of death when paired with more control of work responsibilities. "We believe that this is because job control and cognitive ability act as resources that help people cope with work stressors," Gonzalez-Mulé said. "Job control allows people to set their own schedules and prioritize work in a way that helps them achieve their work goals, while people that are smarter are better able to adapt to the demands of a stressful job and figure out ways to deal with stress." The study, "This Job Is (Literally) Killing Me: A Moderated-Mediated Model Linking Work Characteristics to Mortality," appears in the current issue of the Journal of Applied Psychology. It is a follow-up toprevious research the pair published in 2017, which was the first study in the management and applied psychology fields to examine the relationship between job characteristics and mortality. The researchers used data from 3,148 Wisconsin residents who participated in the nationally representative, longitudinal Midlife in the United States survey. Of those in their sample, 211 participants died during the 20-year study. "Managers should provide employees working in demanding jobs more control, and in jobs where it is unfeasible to do so, a commensurate reduction in demands. For example, allowing employees to set their own goals or decide how to do their work, or reducing employees' work hours, could improve health," Gonzalez-Mulé said. "Organizations should select people high on cognitive ability for demanding jobs. By doing this, they will benefit from the increased job performance associated with more intelligent employees, while having a healthier workforce. "COVID-19 might be causing more mental health issues, so it's particularly important that work not exacerbate those problems," Gonzalez-Mulé said. "This includes managing and perhaps reducing employee demands, being aware of employees' cognitive capability to handle demands and providing employees with autonomy are even more important than before the pandemic began."
Scarcity reduces consumers' concerns about prices, research shows
BLOOMINGTON, Ind. -- During the current pandemic, panicked overbuying of products such as toilet paper, cleaning products and similar items often has led to limited options for consumers and empty store shelves. What's often left are generic or lower-priced branded products. According to new research from the Indiana University Kelley School of Business, it may not be because consumers during this crisis are viewing higher-priced products as having better quality. A paper published in the Journal of Consumer Research finds that scarcity actually decreases consumers' tendency to use price to judge a product's quality. "Scarcity is aversive and triggers the desire to compensate for the shortage, and to seek abundance," said paper co-author Ashok Lalwani, associate professor of marketing at Kelley. "People who face scarcity are less likely to view less vs. more expensive options as belonging to different categories, and thus are open to differences at either or both ends of the price continuum." This is the first paper to directly show the impact of scarcity on price-quality judgments. The findings are applicable amid times of economic crisis, natural disasters and social disturbances. "We suggest that people may not only differ in terms of how they categorize purchases, but also in terms of the extent to which they categorize, and scarcity reduces the tendency," Lalwani said. While consumers frequently judge the quality of a product based on its price, they change their thinking during times of scarcity and are less likely to categorize objects and less likely to use the price of a product to infer its quality, Lalwani and his co-authors found. The business implications for managers at high-end stores or those who want to increase sales of high-priced items are numerous. Lalwani suggested that one way such managers can activate the belief that higher prices indicate higher quality is by varying context or environmental factors. This could include encouraging consumers -- such as through contests or sweepstakes -- to categorize assorted items by price to facilitate the use of price-tiers as a basis for judging a product's quality. "The same objective could also be attained by reducing consumers' desire for abundance," Lalwani said. "For example, inside the store, managers could have portraits, displays or ads highlighting the harmful effects of gluttony or hoarding behavior. Doing so may increase customers' price-quality inferences and shift them from purchasing lower-priced to higher-priced goods. "Our findings also suggest that when stronger price-quality inferences are desired, retailers are advised to avoid utilizing scarcity messages, such as 'sale ends this week' or 'while supplies last,' especially for product categories in which the proportion of high-priced items is high, as priming scarcity among consumers may decrease their price-quality inferences." Other authors of the paper, "The Impact of Resource Scarcity on Price-Quality Judgments," were Hanyong Park, assistant professor of marketing at the Eli Brand College of Business at Michigan State, and David Silvera, retired associate professor of marketing at the University of Texas at San Antonio.
Here’s practical advice for teaching online, from an expert at the IU Kelley School of Business
The Kelley Direct online MBA program at the Indiana University Kelley School of Business consistently is ranked No. 1 by U.S. News and other news organizations. Sarah Smith-Robbins, director of learning technologies at Kelley, can discuss the transition that many colleges and universities are having to make, from in-person to online instruction. She offers these tips: Don’t try to recreate your classroom: “Learning online is different, just as holding a virtual meeting is different from an in-person meeting. Both residential class meetings and virtual class meetings have their drawbacks and their benefits. Take advantage of those benefits. For example, in an online meeting, more than one student can ask a question at a time in the chat. They can even answer one another’s questions there without interrupting the instructor. It’s also far easier for students to get together as teams and collaborate when they’re all online. Encourage them to do so.” Let your hair down just a little: “Virtual class meetings allow you and your students to see one another in a different setting than in a classroom. Personalize the space that students see behind you when you’re on camera. Let them know a little bit about who you are that you wouldn’t typically be able to share. Login to live sessions a bit early to chat casually with students who are there. That informal communication matters.” Consider the wide range of student circumstances: “Some students may have gone home to a fast internet connection and a great computer. Others may have to park their car in a parking lot to access free WIFI on a borrowed laptop. In either circumstance, your students want to learn. Do what you can to meet them where they are. For example, if you’re posting a pre-recorded lecture to your course, record it in a few short videos rather than one long one. The file sizes will be smaller and students will still see the whole lecture. If you’re planning to host live class meetings, understand that not all students will have the bandwidth to attend or might lose their connection in the middle of class. Post a recording of the session afterwards so everyone can participate. If you can cut the recording into several small videos, even better.” Learn from other instructors: “It’s not often that faculty sit in on one another’s residential classes. In a typical semester, you may have little reason in to compare notes on teaching methods with other faculty. However, you now have a perfect reason to compare what you’re doing to ensure that your students continue to learn. Why not practice holding online meetings by meeting with fellow faculty to share ideas about converting your courses to online delivery? Make use of your department’s mailing list to ask questions and learn from one another. If you’ve taught online before, offer yourself as a resource to faculty in your department who haven’t.” Think of it as an adventure: “Though the situation that brought us to this point of teaching online at short notice is dire, we’re all in it together. No one expects your online course to be perfect. Consider it an adventure that you and your students are on together. They’ll forgive your mistakes and make a few of their own. Connecting with one another, even online with a few hiccups, will go a long way to ensuring that students still feel connected, considered, and cared for.” Smith-Robbins can be reached at 812-855-9310 (w), 317-985-7200 (m) or sabsmith@indiana.edu. She requests that people email her first to schedule an interview, due to her efforts assisting faculty.
Expert available to discuss how economic impact of COVID-19 may vary across the country
Retailers such as Macy’s, Nordstrom and Urban Outfitters have announced they will temporarily shutter stores and car maker Honda will close six U.S. plants for a week. Earlier, in-person service at restaurants and bars was ceased. R. Andrew Butters, assistant professor of business economics and public policy at the Indiana University Kelley School of Business, cautions against making general assessments about COVID-19’s economic impact across the country. “Assessing the economic impacts of this pandemic -- and the range of policy responses enacted -- or being considered; however, might be harder to predict and have the potential to be even more uneven. For instance, take the most recent response of closing in-person dining at bars, and restaurants after the first confirmed death in Indiana was announced on Monday. Citing the of example restaurants, “According to the most recent economic census data, on the dimension of annual sales per capita coming from restaurants and other eating establishments, the state of Indiana is less dependent on this sector of the economy than other neighboring states Illinois and Ohio, that have enacted similar responses. On this particular dimension, one could view the economy of Indiana being somewhat insulated relative to its Midwest neighbors. “In sectors like airline travel and hotels, net bookings are down across the board -- and at unprecedented levels. How long travelers stay at home will have a lasting impact on the distribution of foregone revenues experienced at restaurants, bars, and hotels across the country. “An empty seat, or hotel room, contributes zero to GDP. This is especially true in a country like the US, as the demands for air travel and lodging vary across different parts of the country. Some areas of the country with peaks in demand over the spring months (e.g. Arizona and Florida) are likely to be especially vulnerable. Other areas with peaks in travel and recreational demand later in the year, (e.g., some areas of New York and Minnesota) might be less impacted, if the health concerns of travel are mitigated over the next couple of months. “There are many factors one can point to as contributors to a sharp rebound in economic activity, after the impact of the health concerns of the virus are subdued. These factors include the current personal savings and unemployment rates. As more varied -- and reflective -- economic and financial data comes in from areas affected by the global supply chain/consumption disruptions created by this virus (see, e.g., Brave-Butters-Kelley Business Cycle Indices and National Financial Conditions Index), it will be imperative that public policy makers work in concert with the most recent assessments of the depth and duration of this crisis to ensure the stabilization of local and national economies.” Butters can be reached at 812-855-5768 (o), 630-699-4868 and rabutter@indiana.edu.
COVID-19 disrupting supply chains across the globe
The spread of COVID-19 has disrupted supply chains across the world. Mohan Tatikonda, Indiana University Kelley School of Business professor of operations management, says if a company hasn’t felt the impact yet, it will. Tatikonda says supply chains are resilient — but only for so long. He also explains the pandemic will not only cause supply side issues, but also demand issues. For example, if people are working from home, they will consume fewer products and services in certain categories – like gasoline. This means less revenue, and in some cases, less work for workers and less income. Tatikonda is available to speak to reporters about what happens when there are supply chain disruptions -- If you would like to speak with him, please contact Teresa Mackin at tmackin@iu.edu or 317-274-2233.
COVID-19, cancellations and closings -- What do business owners need to know?
It might feel like 2008, but it’s not. “Expect coronavirus fears and behavioral changes from consumers to cause a sudden recession, but it won’t last long,” says Phil Powell, Indiana University Kelley School of Business associate dean of academic programs in Indianapolis and clinical associate professor of business economics and public policy. “I expect the economy will bounce back fairly quickly, and we could see some normalcy in the economy and the markets by May or June." Powell can speak to what business owners and consumers should know and do – and the economic impact of cancellations. If you would like to speak with Powell, please contact Teresa Mackin at tmackin@iu.edu or 317-274-2233.
Jon Quinn, lecturer in marketing at the Indiana University Kelley School of Business, who has served in senior marketing positions in the financial and food services industries, explains why many Americans may be unnecessarily hoarding supplies and seeking comfort through retail shopping. “The pandemic and the constant reporting of it is creating a significant threat and disruption to consumers’ perceived control over their daily lives, similar to a hurricane. This leads to a reduced feeling of security and well-being, driving us downward in our hierarchy of needs. When this happens, we rely more on our instinctive behaviors of self-preservation. We cease thinking logically and think and act more impulsively or even primitively. “As consumers, we have been conditioned to address problems and challenges by consumption-based solutions. We need to restore some sense of control and security, so we look for consumption-based solutions. In cases such as coming natural disasters or a pandemic, those solutions are everyday staples and items specific to protecting ourselves from the specific threat.” What should we do? -- “In a situation like this, retailers have to act with the greater good of society in mind. However, acting in such a way is also in their own best interest in the long-term. Putting quantity limits on products that are being purchased out of panic is the right thing to do, but retailers need to do a better job at explaining why. They can do this through social media, point-of-purchase and public relations. “This is an opportunity for retailers to build or fortify trust and loyalty and they can do that through dependability – avoiding stock outages as much as possible – as well as open and timely communication (explaining unit purchase limits) and accurately managing customer expectations (if they are out of stock, when will the items be back in stock). “Consumers should resist the natural and conditioned impulses and think logically. The greater the proportion of society that is protected, the greater the likelihood the spread will be contained and the greater the likelihood you and those close to you can remain healthy. Consumption will not make you safer. “Consumers will respond better if the media identified society-benefitting behaviors and demonstrated them by how these behaviors will benefit them personally. I have not seen such a message widely disseminated – but it needs to be.” Quinn can be reached at 614-390-1287 (m), 812-855-4671 (o) and jonquinn@iu.edu.
It truly has been a roller coaster of a month for those working in, invested in, or keeping a close eye on the financial markets this past month. It’s been the perfect winter storm of plunging oil prices, jittery investors and even a much over-due market correction. And now, with a pandemic declared, it looks like financial markets will continue on their wild ride due in part to COVID-19. If you are a journalist covering the markets and have questions about what possibly lies ahead – then let us help. W. Todd Roberson, Indiana University Kelley School of Business senior lecturer in finance, can discuss changes to financial markets, including stock markets, bond markets, interest rates and Fed policy changes. Professor Roberson can also give his thoughts and perspectives on what it means for investors and what investors should know and do in response to changing market conditions. Professor Roberson is available to speak with media, and if you would like to arrange an interview contact Teresa Mackin at tmackin@iu.edu or 317-274-2233.
Recognizable companies including Google, Twitter and Eli Lilly all are encouraging their employees to work at home to prevent spread of the coronavirus. Research on the benefits and drawbacks of “working from home is still in its infancy, but researchers have generally found that telecommuting can function as a double-edged sword, said Erik Gonzalez-Mulé, assistant professor of organizational behavior and human resources at the Indiana University Kelley School of Business. “On the one hand, telecommuting can increase productivity because it enhances employees’ feelings of control and autonomy. With the freedom to choose when and how to do their work, employees generally experience greater motivation and satisfaction,” Gonzalez-Mulé. “Of course, there is a caveat here, in that managers should take care to maintain the same performance management systems they use for ‘in-residence’ employees, such as setting specific goals, ‘checking in’ on goal progress, using regular performance evaluations, and the like. “The idea is to communicate to employees that, as long as the work gets done -- which managers can assess with performance management systems -- they can choose when and how to do it,” he added. “On the other hand, recent studies show that telecommuting can increase feelings of isolation. This is because telecommuting workers have significantly less face-to-face contact with their manager and colleagues, which can lead telecommuters to feel alone and socially disconnected. One way to ameliorate these effects is to use technologies that involve virtual face-to-face contact, like Zoom or Skype, or to have at least some ‘real’ face-to-face contact, such as some meetings that are conducted in-person.”
Well it’s obvious now – the gloves are off. The Nevada debate on NBC was the closest thing to a prize fight the network has aired in decades. No punches were pulled, it got personal quick for newcomer Michael Bloomberg. In fact, if anyone thought that the contest to lead the Democrats against Donald Trump in November was going to be a polite conversation abut ideas and policy, was proven dead wrong. Here are just a few of the memorable moments captured by media: Warren labeled Bloomberg “a billionaire who calls people fat broads and horse-faced lesbians.” Sanders lashed out at Bloomberg’s policing policies as New York City mayor that he said targeted “African-American and Latinos in an outrageous way.” And former Vice President Joe Biden charged that Bloomberg’s “stop-and-frisk” policy ended up “throwing 5 million black men up against the wall.” Watching from afar, Trump joined the Bloomberg pile on. “I hear he’s getting pounded tonight, you know he’s in a debate,” Trump said at a rally in Phoenix. “I don’t think there’s any chance of the senator beating Donald Trump,” Bloomberg declared before noting Sanders’ rising wealth. “The best-known socialist in the country happens to be a millionaire with three houses!” And ongoing animosity flared between Buttigieg and Klobuchar when the former Indiana mayor slammed the three-term Minnesota senator for failing to answer questions in a recent interview about Mexican policy and forgetting the name of the Mexican president. Buttigieg noted that she’s on a committee that oversees trade issues in Mexico and she “was not able to speak to literally the first thing about the politics of the country.” She shot back: “Are you trying to say I’m dumb? Are you mocking me here?”Later in the night she lashed out at Buttigieg again: “I wish everyone else was as perfect as you, Pete.” February 19 – Associated Press There’s a long way to go, but the next couple of weeks could be crucial as Super Tuesday approaches. And if you are a journalist looking for a media-ready expert who can provide insight, perspective and objective opinions about who will win, who needs to drop out and who is the best possible challenger for the Whitehouse – let us help. Mark Caleb Smith is the Director of the Center for Political Studies at Cedarville University. Mark is available to speak with media regarding the DNC Primary and the upcoming election. Simply click on his icon to arrange an interview.
