Employee Physical Self-Jeopardizing for Work: A Double-Edged Sword Associated with Poor Well-Being and Enhanced Performance Evaluations

Abstract Using data from diverse employee samples ( N = 4,112), we developed and validated a 7-item behavioral scale – Work-related Self-Jeopardizing Behavior (WSJB) – capturing a broad range of employees’ non-rule-violating behaviors associated with their work that are explicitly acknowledged by them as directly placing their immediate physical condition (i.e., momentary energy, strength, or safety) at risk. Examples include staying at work despite feeling physically exhausted or ill, continuing to work despite experiencing body aches and pains from doing one’s job, and skipping meals due to intense work. Findings from Chinese and U.S. samples indicate that WSJB is positively related to, yet distinct from, extant related behavioral constructs such as OCB and working overtime. Drawing from research on organizational normative control, we derive predictions about the unique antecedents of WSJB and its double-edged implications, extending beyond extant related behavioral constructs. Specifically, Studies 1 and 2, multi-wave field studies with U.S. employees, found that employee-perceived performance pressure (Study 1) and supervisor bottom-line mentality (BLM, Study 2) were positively related to employee engagement in WSJB, but not to other extant related constructs. Moreover, underscoring its double-edged implications, WSJB in Study 2 demonstrated incremental validity in predicting poor employee well-being (general health and work exhaustion; mediating the supervisor BLM-employee well-being link), while in Study 3 it enhanced supervisor-rated performance evaluations in a controlled simulation with U.S. supervisors. Theoretical and practical implications with respect to human resource sustainability are discussed.