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We conceptualize the mitigating role of trait core confidence on psychological distress in entrepreneurship manifested by occupational stress, anxiety, and depression. To facilitate field research, we first developed a short trait core confidence scale and validated it in six independent samples (N = 2,434). To test our hypothesis that trait core confidence negatively relates to base-line levels of psychological distress as well as reduces fluctuations of distress in entrepreneurship, we collected data from a 3-day entrepreneurial event called Startup Weekend across seven occasions in the United States. High trait core confidence was related to lower psychological distress both at the start of the event on Friday and at the end of it on Sunday. Core confidence remained stable from Friday to Sunday, as well as 1 month following the event, affirming its trait properties. Additionally, we measured team confidence during the event and found that high team confidence reduced psychological distress of team members. This research contributes to the research on the role of dispositions in occupational health psychology and to a better understanding of how distress of aspiring entrepreneurs is mitigated by trait core confidence.

Research has provided compelling evidence that employee referrals result in positive outcomes for organizations and job seekers, but it has been limited on how organizations can increase the likelihood of obtaining employee referrals. Using the theoretical lens of social exchange theory and tenets from expectancy theory, we tested two common assumptions of most employers: A referral bonus motivates employees to refer, and higher bonus amounts incite greater likelihood of referring. We theoretically developed and tested a model integrating the effects of perceived risk in referring and affective commitment and their interactions with the referral bonus to better explain the likelihood of referring. Results largely supported our predictions. Referral bonus presence, referral bonus amount, and affective commitment positively related to likelihood of referring, while perceived risk in referring negatively related to likelihood of referring. The findings also suggest that larger referral bonuses can help offset perceived risk in referring and low affective commitment levels. We contribute to the literature by developing theory, expanding the scope of the current referral literature, and offering a quantitative examination of previously theorized variables in the referring process. We conclude with suggestions to practicing managers on ways to improve the motivating potential of their employee referral programs. [ABSTRACT FROM AUTHOR]