Feeling Authentic Serves as a Buffer Against Rejections

F.  Gino; M.  Kouchaki

Article | Organizational Behavior and Human Decision Processes

Feeling Authentic Serves as a Buffer Against Rejections

by F. Gino and M. Kouchaki

Abstract

Social exclusion is a painful yet common experience in many people’s personal and professional lives. This research demonstrates that feeling authentic serves as a buffer against social rejection, leading people to experience less social pain. Across five studies, using different manipulations of authenticity, different paradigms to create social exclusion, and different measures of feeling rejected, we found that experiencing authenticity led participants to appraise situations as less threatening and to experience lower feelings of rejection from the social exclusion. We also found that perceived threat explains these effects. Our findings suggest that authenticity may be an underused resource for people who perceive themselves to be, or actually are, socially excluded or ostracized. This research has diverse and important implications: Interventions that increase authenticity could be used to reduce perceptions of threatening situations and the pain of impending exclusion episodes in situations ranging from adjustment to college to organizational orientation programs.

Keywords: Authenticity; social exclusion; Threat; Decision Making; Perception; Relationships;

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Citation:

Gino, F., and M. Kouchaki. "Feeling Authentic Serves as a Buffer Against Rejections." Organizational Behavior and Human Decision Processes 160 (September 2020): 36–50.

Article | Management Science | October 2020

Task Selection and Workload: A Focus on Completing Easy Tasks Hurts Long-Term Performance

Diwas S. KC, Bradley R. Staats, Maryam Kouchaki and Francesca Gino

How individuals manage, organize, and complete their tasks is central to operations management. Recent research in operations focuses on how under conditions of increasing workload individuals can decrease their service time, up to a point, in order to complete work more quickly. As the number of tasks increases, however, workers may also manage their workload by a different process—task selection. Drawing on research on workload, individual discretion, and behavioral decision-making, we theorize and then test that under conditions of increased workload, individuals may choose to complete easier tasks in order to manage their load. We label this behavior task completion preference (TCP). Using six years of data from a hospital emergency department, we find that physicians engage in TCP, with implications for their performance. Specifically, TCP helps physicians manage variance in service times; however, while it initially appears to improve shift-level throughput volume, after adjusting for the complexity of the work completed, TCP is related to worse throughput. Moreover, we find that engaging in easier tasks, as compared to hard ones, is related to lower learning in service times. We then turn to the lab to replicate conceptually the short-term task selection effect under increased workload and show that it occurs due to both fatigue and the sense of progress individuals get from task completion. These findings provide another mechanism for the workload-speedup effect from the literature. We also discuss implications for both research and the practice of operations in building systems to help people succeed.

Keywords: healthcare; knowledge work; discretion; Workload; Employees; Health Care and Treatment; Decision Making; Performance Effectiveness; Performance Productivity;

Citation:

KC, Diwas S., Bradley R. Staats, Maryam Kouchaki, and Francesca Gino. "Task Selection and Workload: A Focus on Completing Easy Tasks Hurts Long-Term Performance." Management Science 66, no. 10 (October 2020). View Details

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