Parent strategies to help emerging adults manage stress are associated with their mental health: A dyadic coping perspective.

Emerging adults (EAs) are at high risk for mental health challenges and frequently reach out to their parents for support. Yet little is known about how parents help emerging adults manage and cope with daily stressors and which strategies help and which hinder EA mental health. In this cross-sectional pilot study of students at a 2- and 4-year college (ages 18-25, N = 680, mean age = 19.0), we extend models of dyadic coping from intimate relationships to the parent-emerging adult relationship and test whether six specific parent strategies to help emerging adults manage stress are associated with EA mental health. Emerging adults with parents who provided problem and emotion-focused supportive dyadic coping, delegated dyadic coping, and common/joint dyadic coping reported fewer symptoms of anxiety and depression, as well as higher levels of psychological well-being. In contrast, college-attending emerging adults who reported higher levels of parent-provided negative dyadic coping reported higher levels of depressive and anxiety symptoms and lower psychological well-being. Parent-emerging adult dyadic coping is a fruitful area for future research and intervention development.

Work and Non-Work Sickness Presenteeism: The Role of Workplace COVID-19 Climate.

OBJECTIVE: To test the role of workplace coronavirus disease (COVID-19) climate in shaping employee attitudes toward the CDC prevention guidelines and subsequent levels of work and non-work sickness presenteeism. METHODS: Three waves of anonymous survey data were collected in October and December 2020 and February 2021. Participants were 304 employed adults in the U.S., of whom half were working onsite. RESULTS: Time 1 workplace COVID-19 climate was positively associated with Time 2 employee attitudes toward the CDC prevention guidelines, which in turn predicted Time 3 levels of non-work and work sickness presenteeism. CONCLUSIONS: The workplace can shape employee attitudes toward the CDC COVID-19 prevention guidelines and their work and non-work sickness presenteeism, thus highlighting the important role companies have in reducing community spread of the novel coronavirus in work and non-work settings.

Coping with job insecurity: Employees with grit create I-deals.

Although job insecurity has been shown to predict numerous adverse outcomes, more is yet to be known about the mechanisms that explain when and why these effects will occur. Using social exchange as our theoretical foundation and three-wave lagged survey data collected from N = 300 employees within the United States, the current study found support for the contention that individuals with greater job insecurity pursue fewer idiosyncratic deals (I-Deals) with their employers. Fewer I-Deals in turn were associated with lower affective commitment, and higher turnover intentions, perceived psychological contract breach, and psychological contract violation. However, these indirect effects were conditional upon employee levels of grit (specifically, perseverance of effort), such that higher grit attenuated the negative relationship between job insecurity and the pursuit of I-Deals. Given that employees often have little control over the source of their experienced job insecurity (e.g., impending layoffs, a poor economy, announced merger or acquisition), these findings hold promise in potentially alleviating the well-documented negative outcomes of job insecurity through interventions designed to increase employee levels of grit and facilitate the creation of I-Deals. (PsycInfo Database Record (c) 2021 APA, all rights reserved).