Academy of Management

Singh, S. (Participant)

Management and Marketing

Activity: Participating in or organising an event types › Participation in conference

Description

The present study examines 'when and why' underdog expectations relate to employee outcomes. Integrating insights from appraisal theories of emotions and self-conscious emotions theory, we propose that employees may appraise underdog expectations as a threat to their desired public image and experience embarrassment (a self-conscious emotion). In turn, embarrassment can motivate them to either withdraw from the situation to prevent further damage to their image (intentions to quit) or engage in remedial actions to repair/ restore the damaged image (high job performance and exemplification). We further examine self-monitoring as a moderator of the indirect effects of underdog expectations. We contend that because high self-monitors are very sensitive about their public image, they are more likely to consider underdog expectations as a 'worrying face-threatening event' and experience more embarrassment. However, given their effective coping skills, they are more likely to cope with embarrassment. Three-wave data collected from Indian managers supported our model. Implications are discussed.

Period	8 Aug 2024 → 14 Aug 2024
Event type	Conference
Location	Illinois, United StatesShow on map
Degree of Recognition	International

Documents & Links

The present study examines 'when and why' underdog expectations relate to employee outcomes. Integrating insights from appraisal theories of emotions and self-conscious emotions theory, we propose that employees may appraise underdog expectations as a threat to their desired public image and experience embarrassment (a self-conscious emotion). In turn, embarrassment can motivate them to either withdraw from the situation to prevent further damage to their image (intentions to quit) or engage in remedial actions to repair/ restore the damaged image (high job performance and exemplification). We further examine self-monitoring as a moderator of the indirect effects of underdog expectations. We contend that because high self-monitors are very sensitive about their public image, they are more likely to consider underdog expectations as a 'worrying face-threatening event' and experience more embarrassment. However, given their effective coping skills, they are more likely to cope with embarrassment. Three-wave data collected from Indian managers supported our model. Implications are discussed.