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Self-regulation involves individuals altering their behavior in order to achieve desired goals, act in accordance with certain ideals or beliefs, and generally to follow the rules governing appropriate behavior in society (Bauer & Baumeister, 2011; Baumeister, Vohs, & Tice, 2007). It is a well-established and widely-researched construct with applications cutting across a multitude of disciplines (e.g., psychology, education, management). However, empirical efforts to determine how self-regulation affects employees, and how it interacts with workplace phenomena, is still in a nascent state. In my dissertation, I examine the role of self-regulation within the workplace in an effort to evaluate how self-regulation affects employee well-being and several other important work outcomes. In the first essay, I demonstrated how both trait and state self-regulation moderated the perceptions of abusive supervision – employee well-being (i.e., job tension) and work outcomes (i.e., supervisor directed deviance) relationships. In the second essay, I tested an empirical model demonstrating that contextual factors (i.e., positive or negative) affect employees' state self-regulation, and subsequently, how the availability of employees' state self-regulatory resources mediate the perceptions of the abusive supervision – bullying relationship. In the third essay, I demonstrate that employees engaging in basic work tasks are subject to regulatory depletion (i.e., ego depletion) that ultimately results in negative work (e.g., increased deviance), family (e.g., work-family conflict), and personal (e.g., reduced well-being) outcomes.
A Dissertation submitted to the Department of Management in partial fulfillment of the requirements for the degree of Doctor of Philosophy.
Includes bibliographical references.
Pamela L. Perrewé, Professor Directing Dissertation; Bruce T. Lamont, University Representative; Gerald R. Ferris, Committee Member; Chad H. Van Iddekinge, Committee Member.
Florida State University
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