The relationship of organizational and social coping resources to employee coping behaviour: A longitudinal analysis

Abstract

Research on the determinants of coping behaviour has focused primarily on stressor-specific influences and on personal attributes and skills that serve as coping resources. However, coping resources can also include aspects of the organizational and social environment. This study investigates the role of supportive work relationships and of participation and influence in decision-making in determining the coping behaviour of employees in a manufacturing plant. Since the relationships between worksite coping resources and employee coping behaviours may be causally reciprocal, longitudinal models were analysed to sort out causal priorities. Results showed that organizational and social coping resources did influence subsequent coping behaviour. Perceiving oneself to have influence over decision-making at work predicted increases in active, problem-solving coping attempts and decreases in resignation in response to worksite stressors. Also, employees who perceived their co-workers and supervisors to be supportive were more likely to increase their mobilization of that support when faced with worksite stress. In addition, the use of certain employee coping behaviours influenced subsequent levels of participation in decision-making, as well as the quality of relationships with co-workers and supervisors.