When employees understate their stress: defensive biasing in work stress surveys
International Journal of Workplace Health Management
ISSN: 1753-8351
Article publication date: 16 April 2024
Issue publication date: 28 May 2024
Abstract
Purpose
The purpose of this study is to investigate the phenomenon of defensive biasing in work stress surveys, which occurs when employees trivialize potential stressors and strains due to fear of negative consequences from their supervisors or management. This study aims to better understand the factors that influence this behavior and to develop a scale to measure it.
Design/methodology/approach
The study used an online survey of 200 employees to investigate the factors influencing defensive biasing behavior. The researchers developed a scale for defensive biasing with the help of subject matter experts and derived possible factors from the literature. Participants were presented with a hypothetical scenario in which they imagined a work stress survey in their organization and were asked to answer related items. The data were analyzed using regression analysis.
Findings
The study found that defensive biasing behavior was significantly predicted by perceived anonymity and neuroticism. Participants who felt less anonymous and had higher levels of neuroticism were more likely to engage in defensive biasing. Job insecurity and trust in supervisors were not found to be significant predictors of defensive biasing.
Originality/value
This study contributes to the literature on work stress surveys by developing a scale for defensive biasing and investigating the factors that influence this behavior. The study highlights the importance of making the survey process more transparent to reduce defensive biasing and obtain trustworthy results.
Keywords
Acknowledgements
This research was funded by the German Research Foundation (DFG) (No: KO4244/4-1).
Citation
Greulich, B., König, C.J. and Mohr, R. (2024), "When employees understate their stress: defensive biasing in work stress surveys", International Journal of Workplace Health Management, Vol. 17 No. 2, pp. 102-122. https://doi.org/10.1108/IJWHM-06-2023-0072
Publisher
:Emerald Publishing Limited
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